What is the definition of business continuity plan BCP )? Quizlet?

They must identify the scope and boundaries of the business continuity plan while communicating the importance of such a plan throughout the organization. What critical aspects of the business must be considered as part of the plan? This step typically involves an audit analysis of the organization's assets, including people, facilities, applications, and IT systems, along with a risk analysis that identifies the types of threats to the organization, both man-made and natural.
Using the results of this thorough analysis, they must create the business impact assessment (BIA). The BIA measures the operating and financial loss to the organization from a disruption to critical business functions (you get a more thorough explanation of the BIA later in this lesson).
When the BIA is complete, those responsible for creating the plan must sell the concept of the BCP to key senior management and obtain organizational and financial commitment. Without the support of top management, the BCP remains an abstraction—mere words on a page. The presenters must be prepared to answer questions such as whether the BCP is cost-effective and practical. If the cost of implementing the plan outweighs the benefit derived from it, the BCP must be reviewed and modified where appropriate. If the plan is too cumbersome and impractical to implement, its chances of success are slim.
After the BCP has gained the approval of upper management personnel who have signed off on the plan and released the necessary resources to implement it, each department needs to understand its role in the plan and support and help maintain it. This happens through a thorough examination of best practices within the organization and the tasks, processes, roles, and resources needed to meet the stated objectives of the continuity plan.
Finally, the BCP project team must implement the plan. This includes the necessary training, testing, and ongoing review and support of the BCP in both financial and practical terms. Business processes are rarely static, and the project team must ensure that the BCP adapts to changes within the organization.

Natural events capable of disrupting a business include these:
Earthquakes, fires, floods, mudslides, snow, ice, lightning, hurricanes, and tornadoes
Explosions, chemical fires, hazardous waste spills, and smoke and water damage
Power outages caused by utility failures, high heat and humidity, and solar flares

The BIA identifies the risks that specific threats pose to the business, quantifies the risks, establishes priorities, and performs a cost/benefit analysis for countering risks. In pursuit of these goals, these are the three most important steps:
Prioritize the business processes, most likely at the department level, possibly using a scoring system to assign a weight or value to each process. For example, in a manufacturing environment, processes such as materials receipt, inventory, production, shipping, and accounting deserve consideration.

This makes the task of prioritizing easier and hopefully less subjective, assuming that all business units accept the scoring method. This approach gives prioritization more objective scientific validity.
After critical processes have been identified and prioritized, determine how long each process can be down before business continuity is seriously compromised. Keep in mind that processes usually are interrelated and might need to be grouped together to assess downtime tolerance.
Identify the resources required to support the most critical processes. What equipment, which people, and how much money beyond normal operating costs do you need to maintain critical ("life support" in industry jargon) systems?

Shared-site agreements are arrangements between companies with similar (if not identical) data processing centers. This compatibility in hardware, software, and services allows companies that enter into an agreement to back up each other when one partner has an emergency. Instead of having to build an entire infrastructure to back up its applications and data, Company A enters into an agreement with Company B to share resources in case of a disaster. Such an arrangement can save substantial time and money because the computers and software already exist and do not have to be procured. In theory, when Company A loses its data processing center resources, a figurative switch flips and it begins to run its applications on Company B's computers as if nothing had happened.

Despite the advantages of reduced costs, this scenario encounters problems. First, the data centers must be highly compatible in terms of the hardware and software they run. In fact, if Company A is not a subsidiary of Company B or they aren't regional offices of the same corporation, a shared-site agreement is difficult to implement. If the companies are not part of the same corporate charter, other difficulties arise, such as assured data security, privacy protection, and data synchronization. Shared-site agreements are feasible when companies are closely related and share common processing platforms, but the challenges are greater when this is not the case.

A hot-site facility assumes the entire burden of providing backup computing services for the customer. This includes hosting the application software and data in a so-called mirror site. The vendor should be prepared to assume all responsibility for processing transactions for the customer, with little to no interruption of service. The vendor is responsible for maintaining the facility, including all environmental controls, such as heating, air conditioning, and power; hardware, including servers and printers; data backups; and all other services associated with a data processing center.

Although a hot-site facility offers several advantages, most importantly providing uninterrupted service in a relatively quick time, it can also be the most expensive solution as a DRP. In addition, the hot site poses some security risk because the data is now stored, backed up, and theoretically accessible to a third party. Still, for companies that can afford a hot-site facility, this is the most attractive solution.

Unlike the hot site, the cold site provides facilities (including power, air conditioning, heat, and other environmental systems) necessary to run a data processing center without any of the computer hardware or software. The customer must deliver the hardware and software necessary to bring up the site. The cold site is a cheaper solution than a hot site, but you get what you pay for. When you consider the logistical problems of moving hardware that is highly sensitive to both temperature fluctuations and movement and then quickly installing software on it, you will appreciate the challenges that a cold-site facility poses. In the event of a true disaster, when a company cannot afford to suffer a protracted outage, the cold-site alternative, although economically feasible, might give the customer the illusion of security, even if it is not grounded in reality. Unfortunately, this lesson may be learned the hard way.

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