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- Now in this lesson, 13.3,

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we're gonna be talking about
continuity of operations.

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Now in its simplest form

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continuity of operations is the capability

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of a business to continue
to operate in adverse

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sometimes referred to
as disaster conditions.

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Now, in a business context, disasters are

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gonna be disruptive events
that can significantly

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impact an organization's
capability to operate.

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Now the impact could be to people,

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to technologies, to facilities,
or any combination thereof.

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So in our previous lessons when we talked

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about resiliency and redundancy,

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we were really looking at kind

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of individual systems or component level

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and we talked about backup and recovery.

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It was system configurations
and specific data sets.

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Here we're really looking
at a bigger situation.

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We're saying that we may
have an event so disruptive

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that it significantly
impacts the organization's

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capability to operate,
to conduct business.

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Again, that impact could be
people, technology, facilities

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or any combination.

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Now adverse conditions
that cause the situation

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could be external,
internal, or even human.

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We could have things like
large scale geological

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or meteorological events such
as an earthquake, a storm,

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a flood, a hurricane, a
tornado, or a wildfire.

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Environmental events such
as pollution or sea rise,

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or a public health event such

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as a pandemic that we all
recently went through.

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It could be infrastructure.

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We could have major loss of
service such as electricity

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or HVAC, or water, or
significant technical issues

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with equipment or communications failure

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or they could be human base.

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They could be based on workplace accidents

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or walkouts or strikes
or civil disturbance

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or a cyber attack, or cyber
warfare, or war and terrorism.

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So there are lots of conditions

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that could be problematic, right?

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That we'd consider adverse conditions

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and we need to make sure

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that we can continue to operate, right?

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Continue to operate as a business

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in these adverse conditions.

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So continuity of operations

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is really a shared responsibility.

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It doesn't belong to just any one person

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or any one group.

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The board of directors or
the equivalent is responsible

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for the approval of continuity
of operations policies

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as well as oversight of strategy,
development and testing.

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Management is responsible
for the development

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of strategic and tactical
plans and procedures,

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external relationships,
training, testing, and audit.

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And then individual business
units are responsible

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for developing unit specific procedures.

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Now the objective of continuity
of operations planning,

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again is to prepare for
continued operations.

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And in most organizations
that's gonna fall

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into really two buckets.

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Recovery and operations.

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Disaster recovery plans, DRPs,

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focus on the recovery and the
restoration of technology,

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physical plan and personnel.

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Where business continuity
or operations plans

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focuses on the overall strategy

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for sustaining the business
activity during a disaster

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or even during a smaller interruption

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and during the subsequent recovery period.

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So recovery is all about how

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do we get everything fixed and back going?

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Continuity is how do
we continue to provide

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essential services during this recovery

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and resumption period.

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So looking at the continuity

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of operations planning workflow,

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we really need to think
about this as a project

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and have a good project manager assigned.

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Then we're gonna do what's known

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as a BIA, a business impact analysis,

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and we'll be talking about
that a little bit later on.

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After we've finished our BIA, right?

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We've got the outcome of our BIA,

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then we will start developing our plans.

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We'll then develop our procedures.

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We then wanna make sure that
we're training everybody

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on what they're supposed to do.

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Then we want to test,

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we wanna make sure that
our plans and procedures

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are working the way we
expect them to work,

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and that everybody understands their roles

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and their responsibilities.

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And on a regular basis

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we wanna bring an audit to audit

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our plans and our procedures,

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to look at them and say,
okay, are they complete?

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Are they comprehensive?

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Have we done our training?

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Have we done our testing?

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And are they aligned or
strategically aligned

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with the needs of the organization?

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And then on a very regular basis

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we're going to have to do
maintenance, review, and update.

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And for most organizations

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that's at a minimum, an annual process.

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But very often whenever something
new has been added, right?

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We have a new process,
we have a new division,

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we have a new factory
floor, whatever it is,

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we're gonna go and update those plans,

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both our disaster recovery

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and our business continuity plans.

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Now, our plans, disaster
recovery and business continuity,

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should always be maintained
in a state of readiness.

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So we wanna keep them up to date,

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as we just mentioned.

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We also wanna make sure that people

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know what they're supposed to do.

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So personnel should be
trained to fulfill their roles

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and responsibilities within the plan.

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Our plans and strategies are exercised

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to validate their content.

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Our system and our system
components have been tested

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on a scheduled basis to ensure

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their recoverability and operability.

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And we have plan examination
and auditing again

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to ensure compliance
with business objectives.

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Now the objective of testing

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is to evaluate the continuity

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of operations strategies,
plans and procedures,

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meaning our BCP and our DRP.

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Not institutional knowledge.

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So what we're not looking
to do when we test is say,

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okay you guys just
innately know what to do

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based on institutional knowledge,

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just use your own judgment.

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It's not what we wanna do.

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Whenever we're doing
testing, we're saying,

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okay, let's pull out
our strategies or plans,

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our procedures and follow them.

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Because really what we're trying to do,

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is to evaluate the strategies,
plans, and procedures.

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Now the outcome of
testing should be strategy

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plan, and procedures,
modification if necessary,

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and an enhanced participant familiarity

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with all facets of the plan.

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So there are three primary
testing approaches you

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wanna be able to identify,

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tabletop, failover, and simulation.

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A tabletop testing is just a
hypothetical group workshop.

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So we bring a bunch of people into

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departmental and altogether and it focuses

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on the application of
plans and procedures.

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So we say, okay, here's the scenario.

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Pull out your plan.

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What would we use?

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How would we do it?

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We're just talking through it.

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And part of talking through that

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is identifying gaps in our preparedness.

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In a failover,

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we're doing testing to
evaluate the ability

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of a particular system or application

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to recover from a failure,

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and then to switch to a
backup or secondary system

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or component seamlessly.

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So failover testing, we're really think

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of this as much more
technical testing, right?

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That we're just saying,

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what happens if we have a system

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or an application that fails?

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How well can it recover from that failure?

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And can we switch to a backup

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or secondary component seamlessly?

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And ultimately can we switch back?

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In simulation, DR and or BCP plans

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are executed in a controlled environment.

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So we're actually running through,

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physically running through our plans

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to simulate a real world
disaster or outage.

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Now, simulations can be done

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at different levels of granularity.

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It could be done at a business unit level,

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it could be done at a campus level,

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it could be done at an enterprise level.

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Now, another approach,

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and this requires a lot of investment

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and a high degree of maturity

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is to have business continuity
parallel processing.

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Parallel processing is a pretty complex

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and costly strategy
that can be employed to

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ensure uninterrupted business operations

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during unexpected events or disruption.

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Now in parallel processing requires

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that we have the implementation

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of parallel processing systems,

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that can handle critical
business functions simultaneously

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or in parallel, really
minimizing the impact

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of disruption on overall operations.

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And we've already mentioned

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that we need to do a plan audit.

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So let's just reinforce that.

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A plan audit provides management

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with an independent assessment
of the effectiveness

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of plans and procedures
and training and testing

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as well as strategic alignment assurance.

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Now the type and the extent of auditing

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that's gonna be done really depends

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on the risk involved,

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management's assurance requirements

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and the availability of audit resources.

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But don't forget about audit, right?

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It's really important
that we bring audit in

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because audit has this independent view

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of what should be done.

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That my friends brings us
to a three second challenge.

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You know what to do?

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Five questions, three seconds each.

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Let's do it.

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Term used to describe disruptive events

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that significantly impact

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an organization's capability to operate.

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One, two, three.

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That would be a disaster.

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Number two.

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This type of plan describes plans

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and procedures for
recovering and restoring

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technology, facilities, and personnel.

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Keyword here is recovering and restoring.

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One, two, three,

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it's gonna be a disaster recovery plan.

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Number three.

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This type of plan describes
the overall strategy

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for sustaining business activities.

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One, two, three.

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It's gonna be a business continuity plan.

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Number four.

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A hypothetical group workshop that focuses

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on the application of
plans and procedures.

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One, two, three.

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That's gonna be a tabletop.

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And lastly, number five.

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Independent assessment
of the effectiveness

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of plans, procedures,
training, and testing.

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I know everybody's gonna get this one.

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One, two, three.

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And that's gonna be audit.

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So let's do a security-in-action

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of continuity of operations.

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And if you're thinking,

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I'd really love more detail

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about how all this works,

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don't fear, because in a later lesson,

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we're gonna dive right back into

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disaster recovery and
business continuity planning,

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and in particular how to do a BIA.

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But for right now let's talk
about continuity of operations.

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After months of work your organization

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has completed an overhaul of
its disaster recovery plan

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and its business continuity plan.

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And your boss is eager to see if it works

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and wants to schedule a simulation test.

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That's the first thing he wants to do.

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Get that simulation test.

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Let's see if it works.

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And my question to you is,

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is this a reasonable approach?

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So just a recap, right?

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We've been doing this for months of work.

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We've just recently completed
this complete overhaul

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of our disaster recovery

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and our business continuity plan.

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And our boss is really excited about it,

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says let's "See if it works".

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Let's do a simulation test.

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Do you agree?

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Do you think that's the right thing to do?

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Is it a reasonable approach?

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Do you have any alternate suggestions?

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Go ahead and put me on pause,

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put some notes down,

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and then come back and

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we'll talk about training and testing,

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which should give you a couple of hints.

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All right well a simulation
test requires a maturity

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level that's achieved over time.

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It's definitely not gonna
be a good starting point.

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The new plan should be first
introduced organization-wide,

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and applicable training provided

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so everybody knows what's in the plan

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and most importantly knows what
their responsibilities are.

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And then the usual order of testing

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is going to be to do tabletop,

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maybe some failover, and then simulation.

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So we really want to do a lot of pre-work

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and not just jump right
into our simulation.

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It's cool that your boss is excited

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and wants to see how it works,

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but we need to introduce, publish, train,

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and then take our testing
in the appropriate steps.

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Doing that security-in-action.

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There's your word cloud.

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Not particularly big but important.

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Make sure you can really define

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all of these terms and understand them.

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And again, we are gonna revisit
them all in a later lesson.

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When you're ready, we've
got a quiz coming up.

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I'll see you there.