Riordan Continuity Project Plan
The Business Continuity plan will help prepare Riordan Manufacturing to continue business operations in the event of extended service outages that may affect all aspects of the business. These factors may be caused by event beyond Riordan’s control (i.e. natural or man-made disasters). This plan will outline necessary steps to restore business operations to the broadest extent possible and in a minimum time frame. All Riordan locations are expected to implement preventative measures where possible to mitigate operational disruptions and to respond and recover as quickly as possible in the event of a disaster. Scope
The BCP scope is limited to the recovery and continuance of business as usual at all Riordan facilities after a complete unplanned disruption of those facilities. This plan will clearly outline specific recovery procedures to be followed which will cover all essential areas of the business. This plan does not outline the Information Technology strategy for recovery of critical applications, servers or databases, but rather focuses on business continuance procedures in the event of natural disasters related to fires, floods, and other localized natural or man-made occurrences. Necessary guidance that may be required after a global catastrophe such as an earthquake or war, will not be covered in this BCP. Objectives
The coordination necessary for the recovery of essential business functions is the objective of this Business Continuity Plan. Should Riordan experience a disruptive catastrophe which may be defined as acts of terror, fires, floods, earthquakes, the procedures defined within this BCP will mitigate total loss of business.
With budgets already tight, any interruption to the revenue process is detrimental. This is why the BCP is needed. The following are critical in supporting business processes. Critical needs to management:
1. Inventory system: tracks the type of raw materials, the vendor, and the quantity. a. Georgia Plant materials: See Appendix ‘x’
b. Michigan Plant materials: See Appendix ‘x’
c. China Plant materials: See Appendix ‘x’
2. Wide Area Network: communication among the plants and headquarters, monitoring the inventory, communication with the customer. Critical needs for the Organization:
1. Raw Material
2. Plant workers
3. Meeting Service Level Agreements (SLA)
1. Business Continuity Organization
(a) All the people will be divided up into teams from each department. These people will each have a task to do in the plan in order to get everything done. This will be a very important role for each department in order to get everything done in a timely manner.
(b) Line of authority for network:
(i) Chief Information Officer CIO: Maria Trinh
(ii) Manager IT Services: Patricia Miller
1. Network Administrator: Vinh Nakaajima
(iii) Manager IT Services (Pontiac): Dirk Kort
1. Network Administrator: Gary Tucker
(iv) Manager IT Services (Albany): Stacey Jones
1. Network Administrator: John Lefever
2. Network Administrator: Bill Mosterd
(v) Manager IT Services (China): Chinese National
(c) Line of authority for Plants and Materials:
(i) VP Operations: Mark Neitzel
1. Director, Plant Operations (Pontiac): Ronald Nelis
a. Assistant Plant Manager: Bernard Nykamp
b. Production Control Technician: Joshua Shotwell
c. Production Control Technician: Annette Tibbets
2. Director, Plant Operations (Albany): Craig Granberg
a. Assistant Plant Manager: Allen Tanis
b. Production Control Technician: Renee Kraak
(ii) VP International Operations (China): Charles Williamson 1. Director, Plant Operations: Robert Lord
a. Assistant Plant Manager: Chinese National
2. Business Analysis
(a) Impact analysis
What is the extent of the impact?
Does this directly affect operations by leaking data or halting production?
If yes, proceed to contacting management personnel
Whitman, M. E. & Mattord, H. J. (2012). Principles of information security (4th Ed.). Boston, MA: Course Technology/Cengage Learning.
Oppenheimer, P. (2011). Top-down network design (3rd Ed.). Indianapolis, IN: Cisco Press.
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