DiscWeek1_CSIA310
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University of Maryland, University College *
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Course
310
Subject
Information Systems
Date
Apr 3, 2024
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docx
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3
Uploaded by gnomechild666
In order to prevent fraudulent activities if there’s a natural disaster or cyber-attack, Sifers-Grayson should place strategic responses at the gateway, emphasizing devotion to emergency preparedness, such as forming effective disaster recovery and business continuity plans. With such a responsive strategy in place, an enterprise is able to avoid or reduce the impact of any major disruptions in order to ensure a smooth running. Being fully prepared for a disaster occurs through the implementation of a business continuity plan and a disaster recovery plan, which in turn should consider all the types of risks the disaster could present (Muflihah & Subriadi, 2018).
The basis of managing all criticizations is unforeseen events is an integrated Business Continuity Plan (BCP). This strategic plan, designed specifically to navigate through crises, takes the form of a forward-looking roadmap with five stages: analysis, solution design,
implementation, testing and acceptance, and ongoing maintenance for the firm (Tyler & Sadiq, 2019). This strategy principles the business essentials without creating ambiguities in the recovery sequence while putting clear dates for how soon operations can resume to reduce the amount of time (Sawalha, 2021). One of the most important things in BCP is, is to appoint team member's specific roles so they will be clear on who is going to do what, and there won't be any confusion getting in the way of an organized response. To figure out the assets to be secured and the strategies for recovery, the inventories of assets is assessed, yet in the form of
drills and tests, the effectiveness of the plan can first be checked, and then the seamless operation can be reinforced during the actual disruption (Al–shammari & Alwan, 2018).
In addition to the Business Continuity Plan (BCP), the Disaster Recovery Plan (DRP) represents the tactical reaction model, acted upon by the disaster to activate the plan. It primarily addresses the immediate actions for minimizing damages, and to quickly return the business processes into a function, although these scenarios consider all possible disaster implications. In its roadmap, the DRC
envisages the need to have back-up operational sites ready that can be immediately mobilized if the main location is compromised, and it devises the route to compliance post-crisis, this being whether or not the affected area can be reoccupied (Tyler & Sadiq, 2019).
However, the BIA (Business Impact Analysis) must be seen as the foundational exercise to minimize any consequences of disasters on
this organization. The BIA looks over the uncertainties that the people may face from a wide range of negative events such as natural barriers and cyber threats and plans for alternative facilities as well as evacuation in case it is required. It specifies the function roles of personnel in the consequence mitigation and recovery, which may not have some key staff due to the event. In the analysis
is also considered financial losses and a damage to the public trust and image, providing a complete picture of the post disaster situation(Muflihah & Subriadi, 2018).
Natural disaster preparedness includes the capability to respond to different scenarios like hurricanes, quakes, fires, and floods, all of which occurrences pose a huge risk to the operational integrity of the Sifers-Grayson Estate. Arrange for two or more substitutes to be
ready if the original location is inaccessible or leveled to the ground (Sawalha, 2021). This way the company will be in operation even in crisis. Training staff for immediate relocation is a process that can help to mitigate the amount of operative downtime that otherwise would occur and decreases the level of confusion associated with the recovery process since everyone is equipped to do what they have to do as assigned(Muflihah & Subriadi, 2018).
When addressing the threat of a cyber-attack, the preventive action
measures for Sifers-Grayson must include a quick and effective strategy to help resolve incidents similarly. Attacks from stealth actors, including state-sponsored groups or non-stop hackers, may devastate the company's cybersecurity posture, affecting the operational security and data integrity in various ways
(Al–
shammari & Alwan, 2018). The DRP within the company's BCP
structure enables identifying central nodes, assessing vulnerabilities, and restoring network operations. The strategic planning will allow to respond silently to cyber incidents, cutting down the time of operational disruption and providing aid for the speedy recovery phase (Sawalha, 2021).
The gist of Sifer’s-Grayson’s dedication into the development and maintenance of Business Continuity and Disaster Recovery Plans is therefore vital to prevent the occurrence and effects of natural hazards and the resulting cyber-attacks. The contingency planning, which will be enforced by rigorous impacts and analysis and is tested regularly, is imperative for the safety of the ongoing operations and in ensuring the company's long-term success
amidst
adversity.
References
Al–shammari, M.M. and Alwan, A.A., 2018, April. Disaster recovery and business continuity for database services in multi-cloud. In 2018 1st International Conference on Computer Applications & Information Security (ICCAIS) (pp. 1-8). IEEE.
Muflihah, Y. and Subriadi, A.P., 2018. A basic element of itbusiness continuity plan: systematic review. JurnalInformatika Ahmad Dahlan, 12(1), pp.17-23.
Sawalha, I.H., 2021. Views on business continuity and disaster recovery. International Journal of Emergency Services, 10(3), pp.351-365.
Tyler, J. and Sadiq, A.A., 2019. Business continuity and disaster recovery in the aftermath of Hurricane Irma: exploring whether community-level mitigation activities make a difference. Natural Hazards Review, 20(1), p.04018026.
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