Internati
o
nal
Journal of Ele
c
trical
and Computer
Engineering
(IJE
CE)
V
o
l.
6, N
o
. 5
,
O
c
tob
e
r
201
6, p
p
. 2
425
~243
1
I
S
SN
: 208
8-8
7
0
8
,
D
O
I
:
10.115
91
/ij
ece.v6
i
5.1
146
1
2
425
Jo
urn
a
l
h
o
me
pa
ge
: h
ttp
://iaesjo
u
r
na
l.com/
o
n
lin
e/ind
e
x.ph
p
/
IJECE
A Normative Process Model for ICT Business Continuity
Plan for Disaster Management
in Small, Medium and Large
Enterp
ri
ses
Fadeel Sam
b
o
1
, Felix Ol
u B
a
nk
ole
2
1
Department of
Information S
y
s
t
ems, Univer
si
ty
of t
h
e We
st
e
r
n
C
a
pe, South Africa
2
School of
Computing, University
of South Afr
i
ca, South
Africa
Article Info
A
B
STRAC
T
Article histo
r
y:
Received Apr 24, 2016
Rev
i
sed
Jun
29,
201
6
Accepte
d
J
u
l 15, 2016
Small, Medium
and Large
Enter
p
rises (SMLs) are exposed
to
the risks of
business interru
ption as th
e
y
expa
nd and b
e
come more dependent on
Information Co
mmunication Technolog
y
(ICT)
infrastructure.
The cur
r
en
t
stud
y
seeks to
determine wh
y
organiza
tion th
at have Business Continuity
P
l
an (BCP
) in place
and im
plem
ent regul
ar
tes
ting of the
i
r plan s
til
l
experience prolong downtime during a di
saster event resultin
g in Service
Leve
l Agre
em
ent (S
LA
) not bein
g met or major f
i
nancial loss. B
y
emplo
y
in
g
a
descr
i
ptiv
e analy
tics approach
through
a qu
alitative
case stud
y
,
the research
propose a normativ
e process model for
comprehensive procedu
r
es of BCP
for bus
ines
s
le
a
d
ers
,
ICT
s
e
rvi
ce m
a
nag
e
rs
, I
S
execu
tives
,
d
a
ta s
c
ien
c
e
research
ers, risk
managers, entreprene
ur and policy
makers on how to adopt
s
t
rateg
i
es
on effec
tive d
i
s
a
s
t
er
risk reduction and
management in
organizations.
The curr
ent stud
y
of
f
e
r both
theore
tic
al
an
d pract
ic
al
im
plicat
ions for
BCP in sm
all,
m
e
dium
and
larg
e
enterpr
i
ses.
Keyword:
B
u
si
ness
co
nt
i
nui
t
y
pl
a
n
Business
proce
ss
C
o
m
put
er i
n
fo
rm
ati
on sy
st
em
s
Data engine
eri
n
g & a
n
alytics
ICT se
rvice
processes
I
nno
v
a
tion
R
i
sk m
a
nagem
e
nt
Copyright ©
201
6 Institut
e
o
f
Ad
vanced
Engin
eer
ing and S
c
i
e
nce.
All rights re
se
rve
d
.
Co
rresp
ond
i
ng
Autho
r
:
Fel
i
x
Ol
u B
a
n
kol
e,
Sch
ool
o
f
C
o
m
put
i
n
g,
Uni
v
ersi
t
y
o
f
S
out
h Af
ri
ca,
So
ut
h Af
ri
ca.
Em
a
il: o
l
u
.
b
a
nk
o
l
e@g
m
ail.co
m
1.
INTRODUCTION
Bu
sin
e
ss Con
tin
u
ity Plan
(BCP) is an
iterativ
e
p
r
o
cess d
e
si
g
n
e
d
t
o
id
en
tify
b
u
sin
e
ss critical
appl
i
cat
i
o
ns a
n
d
en
d
o
rse
po
l
i
c
i
e
s, pr
oce
d
u
r
es,
p
r
oces
ses
an
d
pl
ans
t
o
ens
u
re
t
h
e
c
ont
i
n
uat
i
o
n
of
t
h
es
e
fu
nct
i
o
ns i
n
t
h
e event
of a
di
sast
er [
1
]
,
[
2
]
.
The
use an
d a
d
opt
i
o
n
of
IC
T
servi
ce m
a
nag
e
m
e
nt
i
n
or
ga
n
i
zat
i
o
n
has creat
e
d
a
consi
d
era
b
l
e
am
ount
of C
o
m
put
er In
fo
rm
at
i
on Sy
st
em
s t
h
at
pr
ocess
,
t
r
ansm
i
t
and st
ore
in
fo
r
m
atio
n
[3
],
[4
].
Ind
i
v
i
d
u
a
l
o
r
gan
i
zatio
n
is
un
iqu
e
, and
as su
ch
will h
a
v
e
a
d
i
stin
ctiv
e BCP, irresp
ectiv
e
o
f
sim
ilarities within i
n
dustries a
n
d va
ri
ations
in
organizational landsca
pe
[4],
because a
n
ICT failure
or
disaster
would create
great conse
que
n
ces f
o
r
o
r
ga
ni
z
a
t
i
on.
A BCP is a
docu
m
en
t th
at con
s
ists of co
llectio
n
o
f
different proce
d
ures
and inform
ation which is
devel
ope
d an
d
m
a
i
n
t
a
i
n
ed t
o
be use
d
i
n
t
h
e event
o
f
an em
erge
ncy
or
di
s
a
st
er [5]
,
[6]
.
It
is also considered as
a process t
h
at
ens
u
res t
h
at operations a
n
d
services a
r
e
un
in
terrup
ted for th
e en
d-
users or
cust
om
ers in an
or
ga
ni
zat
i
on [
1
]
,
[
7
]
.
The
ri
sk o
f
b
u
si
ne
ss i
n
t
e
rr
upt
i
o
n i
n
Sm
al
l
,
m
e
di
u
m
and l
a
rge e
n
t
e
r
p
ri
ses e
x
p
a
nd
a
s
or
ga
ni
zat
i
on
d
e
pen
d
s
o
n
IC
T
i
n
f
r
ast
r
uct
u
re
servi
ces
, t
h
e
r
ef
ore c
o
m
p
rehe
n
s
i
v
e p
r
oced
u
r
e
s
f
o
r B
C
P
pl
a
n
t
h
at
wou
l
d m
i
tig
ate in
terrup
tion
o
f
th
e
b
u
sin
e
ss syste
m
s are requ
ired
[1
],[8
],[9].
Sm
al
l
,
M
e
di
u
m
and Lar
g
e
Ent
e
r
p
ri
ses
(S
M
L
s) a
r
e
pl
ay
i
ng a
n
eve
r-i
n
c
reasi
n
g
rol
e
i
n
i
n
n
ovat
i
on
,
po
ve
rt
y
al
l
e
vi
at
i
on an
d s
o
ci
o
-
econ
o
m
i
c deve
l
opm
ent
[6]
.
T
h
i
s
i
s
dri
v
e
n
b
y
chan
ges i
n
I
C
T t
echn
o
l
o
gi
es an
d
markets. T
h
e
s
p
in-offs
and hi
gh growt
h
bus
i
nesses a
r
e
ha
ving
rem
a
rkable success
and conse
que
ntly addi
ng
Evaluation Warning : The document was created with Spire.PDF for Python.
I
S
SN
:
2
088
-87
08
I
J
ECE
Vo
l. 6
,
N
o
. 5
,
O
c
tob
e
r
20
16
:
242
5
–
24
31
2
426
val
u
e t
o
s
o
ci
o
-
eco
n
o
m
i
c dev
e
l
opm
ent
.
Ho
weve
r, SM
Es
are susce
p
tible
to disaster
unless they pre
p
are in
adva
nce
for t
h
eir operati
o
n proces
ses
[6],[10].
The ca
uses o
f
busi
n
ess i
n
t
e
rr
upt
i
o
n i
n
o
r
ga
ni
zat
i
o
n
s
are no
t m
a
in
ly from n
a
tu
ral d
i
sasters bu
t are
m
u
ltifaceted such as
hum
an
errors
in
the sy
ste
m
s, power outages a
n
d m
a
lici
ous threats
[4],[6].
For exa
m
ple,
i
n
t
h
e
U
K
,
t
h
ere was
C
y
ber
ext
o
rt
i
o
n
i
n
whi
c
h a di
st
ri
but
e
d
de
ni
al
of servi
ce at
t
ack o
n
onl
i
n
e
g
a
m
i
ng
com
p
anies occ
u
rred [11], in
the US,
the
Worldpay e
x
perience
d a
de
nial
of se
rvice
attack as
a
result
of
gene
rat
e
d
e-m
a
i
l
[1
2]
, an
d
ot
h
e
r
di
sr
upt
i
o
ns,
i
n
A
u
st
ral
i
a
a
n
d
New
Zeal
an
d
.
Th
e m
a
j
o
r
fo
cu
s
o
f
BCP is
on
failure
p
r
ev
en
tio
n b
y
u
s
ing
p
r
ed
ictiv
e an
alytics tech
n
i
qu
es to
id
en
tify
risks and putting proce
d
ure
s
in place to ensure th
at busi
n
ess functions are
c
onti
n
uously ope
ra
tional.
Howev
e
r, th
e
cu
rren
t
research
em
p
l
o
y
s a
descrip
tiv
e
an
al
ytics sin
ce SM
Es th
at
h
a
v
e
BCP still ex
p
e
rien
ce
d
o
wn
ti
m
e
to
p
r
ov
id
e i
n
sight in
to
th
e p
a
st an
d und
erstan
d how th
ey
mig
h
t
in
fl
u
e
n
c
e fu
tu
re ou
tcomes.
T
h
e
r
efo
r
e
,
th
e
r
e
s
e
a
r
ch
app
lie
d
two-
ph
a
s
ed
an
al
y
t
i
c
s app
r
oa
ch-
desc
ri
pt
i
v
e
an
d
presc
r
i
p
t
i
ve.
C
r
i
s
i
s
or
di
sas
t
er eve
n
t
i
n
an
or
ga
ni
zat
i
o
n
coul
d
po
ssi
bl
y
be a
n
y
em
erg
e
ncy
t
h
at
s
u
dd
enl
y
occ
u
r
s
an
d
t
h
at d
i
srup
ts d
a
y to
d
a
y o
p
e
ration
s
of th
e bu
sin
e
ss, wh
ich
cou
l
d d
a
m
a
g
e
a co
m
p
an
y
'
s co
m
p
etitiv
e
adva
nt
age
,
t
h
e
r
eby
re
qui
ri
ng
i
m
m
e
di
at
e at
tent
i
o
n
[
1
2]
.
Other a
s
pects
such as
tec
hnological disasters, riots
and hum
a
n carnage
, terroris
m
s
, clim
ate ch
ange
and s
o
on
has
ove
r t
h
e
y
ears pl
ay
e
d
an e
qual
i
f
n
o
t
l
a
rge
r
share
in
disaste
r
s [7].
Th
e d
e
v
e
l
o
p
m
en
t o
f
BCP
h
a
s b
een
a critical
p
r
o
b
l
em
fo
r mo
st org
a
n
i
zation
s
and
little li
t
e
ratu
re t
h
at
foc
u
ses o
n
B
C
P
m
a
nagem
e
nt exi
s
t
e
d [3]
.
T
h
o
u
g
h
,
m
o
st
o
r
ga
ni
zat
i
ons es
peci
al
l
y
i
n
Sout
h A
fri
ca t
e
n
d
t
o
b
e
relativ
ely strong
in
t
h
e
field
of Disast
e
r
R
e
c
ove
ry
an
d
Pl
an
ni
n
g
(
D
R
P
), t
h
ey
are not as
good as
it shoul
d
be at
Business
Continuity Planning
(BCP)
a
n
d m
o
st of their approach is r
eacti
v
e rathe
r
than proactive
[13].
To o
v
e
r
com
e
the d
o
w
nt
i
m
e bei
ng e
n
co
u
n
t
e
r
e
d dai
l
y
by
t
h
e
or
gani
zat
i
o
ns
usi
n
g t
h
e t
r
a
d
i
t
i
onal
DR
P
approach, a m
o
re
com
p
rehe
nsive a
n
d rigorous BCP is
nee
d
ed to ac
hie
v
e
a state of busi
ness continuity whe
r
e
cri
t
i
cal
sy
st
ems and IC
T
net
w
o
r
k
s
are co
nt
i
n
u
o
u
s
l
y
avai
l
a
bl
e. M
a
ny
b
u
si
nesses t
o
day
re
qui
re 2
4
h
o
u
r
s
and
7
day
s
a
week
o
p
e
rat
i
ons
i
n
or
d
e
r t
o
s
u
rvi
v
e, a
s
a si
n
g
l
e
d
o
w
nt
im
e
m
i
ght
m
ean t
h
e
di
f
f
er
e
n
ce
bet
w
ee
n fi
nanci
a
l
g
a
in
and
fin
a
ncial
lo
ss. Th
erefore w
ith t
h
e
ever inc
r
easing de
pe
nde
ncy
on
ICT serv
ices in
Sm
al
l, Mediu
m
to
Large
Ente
rpri
ses (SMLs
)
, it
has
bec
o
m
e
a business
requ
irem
en
t th
at syste
m
s b
e
fu
l
l
y o
p
e
rati
o
n
a
l
ev
en
du
ri
n
g
a di
sast
er by
ad
opt
i
n
g
a C
o
m
put
er I
n
f
o
rm
at
i
on
Syste
m
s architectural m
odel
t
h
at
wo
ul
d cu
r
b
di
sast
ers
in
a typ
i
cal
b
u
s
in
ess en
terp
rise.
Thi
s
st
udy
e
xpl
ores a b
u
s
i
ness co
nt
i
nui
t
y
servi
ce pl
an m
odel
for
di
sast
er eve
n
t
i
n
SM
Ls
or
ga
ni
zat
i
on.
T
h
e
researc
h
q
u
e
st
i
on
foc
u
s
o
n
t
h
e t
y
pe
o
f
B
C
P ser
v
i
ce re
q
u
i
r
e
d
f
o
r m
a
nagem
e
nt
of
di
sa
st
er i
n
SMLs.T
he res
earch
would
provide a com
p
re
he
nsive
pr
ocedures of BCP plan fo
r
business lea
d
ers, risk
m
a
nagers
, e
n
t
r
epre
ne
ur a
n
d
p
o
l
i
c
y
m
a
kers
o
n
ho
w t
o
a
d
o
p
t
st
rat
e
gi
es
o
n
e
ffect
i
v
e
di
sast
e
r
ri
s
k
red
u
ct
i
o
n a
nd
m
a
nagem
e
nt
.
The rest of the pape
r is organized as follows:
Section
2
in
tro
d
u
ces t
h
e
concept
u
al
background.
Sect
i
on
3
pr
ov
i
d
es an
o
v
er
vi
e
w
o
f
B
C
P
pr
oc
edu
r
al
p
r
o
ce
ss. Section
4
pres
ents the
re
search foc
u
s.
In
Se
ction
5, t
h
e co
nce
p
t
u
al
i
zat
i
on o
f
B
C
P
pr
ocesses i
s
prese
n
t
e
d
.
D
a
t
a
anal
y
s
i
s
and res
u
l
t
s
are di
scusse
d i
n
Sec
t
i
on 6
and
Sect
i
o
n
7 t
h
e c
oncl
u
si
o
n
and
di
sc
ussi
on
.
2.
CO
NCEPT
U
A
L BA
CK
GR
OU
ND
Th
e
frequ
en
t co
mm
u
n
ity-wid
e d
i
sasters, as
well as
u
n
u
s
u
a
l d
i
sasters t
h
at
corpo
r
ation
s
,
in
stitu
tio
n
s
,
m
u
n
i
cip
a
lities
an
d
gov
ern
m
e
n
t ag
en
cies
h
a
v
e
su
ffered
in th
e p
a
st years h
a
v
e
rev
ealed
th
at
p
l
ann
i
ng
fo
r
di
sast
er rec
o
ve
ry
i
s
not
en
o
u
gh t
o
co
nt
r
o
l
t
h
ese u
n
f
o
r
esee
n circum
stances. The
r
e m
u
st
be ade
q
uate pl
an for
busi
n
ess co
nt
i
nui
t
y
[1
4]
-[
1
6
]
.
Di
sast
ers occ
u
r f
o
r a n
u
m
b
er of reas
o
n
s,
b
o
t
h
r
out
i
n
e an
d dram
at
i
c
, and B
C
P
m
u
st
address every
aspect
of
t
h
ese i
n
ci
de
nt
s
[1
4]
. Thi
s
see
m
i
ng un
p
r
edi
c
t
a
bl
e im
pact
s and
uni
que
ness
of t
h
e
i
n
ci
dent
s
dem
a
nds
dy
nam
i
c, real
t
i
m
e
, effect
i
v
e and c
o
st
ef
fi
ci
ent
sol
u
t
i
o
n
s
hence m
a
ki
ng B
C
P
sui
t
a
bl
e for
ICT service managem
e
nt res
earch. The
nee
d
to e
v
aluate
h
o
w
or
ga
ni
zat
i
o
ns can
p
r
ev
e
n
t
recurring of disaster
event
by
i
m
pl
em
ent
i
ng
pr
o
p
e
r
B
C
P
so
as t
o
ens
u
re m
i
nim
a
l
d
o
w
n
t
i
m
e, pro
v
i
d
e
hi
ghe
r i
n
f
o
rm
at
i
on
val
u
e
fo
r
enterprise a
n
d
to ensure esse
ntia
l
busi
n
es
s i
m
pact
[12]
,[
1
7
]
,[1
8
]
.
It is the
r
efore
im
perative to
ens
u
re t
h
at the
co
rrect
proce
d
ures, policies and
plans
are
in
place t
o
p
r
o
t
ect an organ
i
satio
n’
s
I
C
T in
fr
astru
c
ture and
d
a
ta.
For
ex
am
p
l
e, cr
eatin
g
a r
e
d
undan
c
y fo
r backu
p
and
restore
o
f
org
a
n
i
zatio
n’s
d
a
ta are cru
c
ial fo
r con
tin
u
ity
in the e
v
ent
of a
disaster as
a m
eans
of c
ontingency
pl
an
ni
n
g
(C
P
)
.
C
ont
i
n
gency
pl
an
ni
n
g
i
s
t
h
e pro
ced
ure
dev
e
l
ope
d t
o
ex
pl
ore a
nd
pre
p
ar
e for a
n
y
occu
rre
nc
e
o
f
ev
en
tu
ality [1
9
]
,[20
].
Seve
ral
sc
hol
a
r
s
hav
e
e
x
am
i
n
ed t
h
e
di
ffe
re
n
ce bet
w
een
B
C
P
,
DR
P a
n
d C
ont
i
n
ge
ncy
Pl
a
nni
ng
(C
P)
.
Th
e i
n
ter-relatio
n
s
h
i
p
o
f
th
ese th
ree pro
cesses is illu
strated i
n
Fi
g
u
re
1 [3
].
Th
e sm
aller circles lab
e
lled
A to
I
rep
r
ese
n
t
va
ri
ous
b
u
si
ne
ss
pr
ocesses
.
T
h
ese pr
ocesse
s
are al
l
de
pe
nda
nt
o
n
se
r
v
i
ces and i
n
f
r
a
s
t
r
uct
u
re
pr
o
v
i
d
e
d
by
I
T
sect
i
on
of a
n
o
r
gani
zat
i
o
n
as de
pi
ct
ed b
y
t
h
e i
nne
rm
ost
ci
rcl
e
i
n
t
h
e
fi
g
u
re.
Som
e
of t
h
ese
Evaluation Warning : The document was created with Spire.PDF for Python.
IJECE
ISS
N
:
2088-8708
A Nor
m
ative P
r
ocess
Model f
o
r
ICT B
u
si
nes
s
Continuity
Pl
an for
Dis
a
ster
Manage
me
nt .
... (
F
adeel
Sambo)
2
427
processes a
r
e also de
penda
n
t on ot
hers
, as depicted
by adjacent circles.
The outerm
ost circle represe
n
ts a
com
b
i
n
at
i
on o
f
t
h
e di
sast
er
r
ecove
ry
pl
an
f
o
r I
T
sect
i
on
of a
n
o
r
ga
ni
za
t
i
on an
d t
h
e c
ont
i
n
ge
ncy
pl
a
n
s f
o
r
these
various
business
process
e
s.
Fi
gu
re
1.
B
C
P
,
C
P
,
DR
P R
e
l
a
t
i
ons
hi
p
[3]
3.
OVERVIEW
OF BCP PR
O
C
ED
UR
AL P
R
O
C
ESS
Th
e key ele
m
e
n
t in
a BCP is th
e form
atio
n
o
f
th
e m
e
trics o
f
Reco
v
e
ry Po
in
t Obj
ectiv
e
(RPO) and
Reco
v
e
ry Time Ob
j
e
ctiv
e
(RTO) fo
r
d
a
ta an
d app
licatio
n
s
w
h
i
c
h
t
h
e
IT
sect
i
o
n
o
f
a
n
or
ga
ni
zat
i
on e
m
pl
oy
s
in creating thei
r DRP and to configur
e thei
r redundancy backup
s and
offsite rep
licatio
n [2
1
]
. Recov
e
ry ti
me
o
b
j
ectiv
e
(RTO) is t
h
e leng
t
h
o
f
tim
e th
at
it tak
e
s to
rec
ove
r
fr
om
an out
a
g
e (
s
che
d
ul
ed,
u
n
sc
hed
u
l
ed,
or
di
sast
er)
a
n
d
t
o
resum
e
n
o
r
m
al
operat
i
ons
f
o
r
an
ap
pl
i
c
a
t
i
on
or
a s
e
t
o
f
a
ppl
i
cat
i
o
ns.
R
T
O i
s
i
m
port
a
nt
f
o
r
selecting a
p
propriate technologies
th
at are b
e
st su
ited
for meetin
g
th
e Maxi
m
u
m
To
lerab
l
e Down
tim
e (
M
TD)
[22
]
. In
ci
rcu
m
stan
ces, t
h
e R
T
O
wou
l
d no
t
b
e
m
e
t an
d
th
e MTD is i
n
flexib
le, th
ere required
an
in
itiatio
n of
p
l
an
of action
i
n
th
e fo
rm
o
f
milesto
n
e
to
do
cu
m
e
n
t
th
e sit
u
atio
n and
p
l
an
for its m
i
t
i
g
a
tio
n
.
Th
e m
a
in
requirem
e
n
t
o
f
th
e BCP pro
c
ess
is to
in
stigate
a “risk re
ducti
on
pr
ogr
amme
”. Th
is w
ill
ens
u
re that com
p
any threats are
identified and assesse
d accordi
n
gly [
19], and the
BCP proce
ss shoul
d
com
p
ri
se of
ce
rt
ai
n c
o
m
pone
nt
s w
h
i
c
h
sh
o
u
l
d
be
use
d
i
n
co
nj
u
n
ct
i
o
n
w
i
t
h
a ri
s
k
m
a
nagem
e
nt
pr
oce
ss, i
.
e.
ri
sk re
duct
i
o
n pr
o
g
ram
m
e
by
app
r
op
ri
at
i
n
g
t
h
e fol
l
o
wi
n
g
p
r
oce
d
ures:
[3]
,
[4]
.
(i
) O
b
t
a
i
n
t
o
p
m
a
nagem
e
nt
app
r
oval
an
d
sup
p
o
rt
(i
i
)
E
s
t
a
bl
i
s
h a b
u
s
i
ness co
nt
i
nui
t
y
pl
anni
n
g
committee (iii) Perform
business im
pact analysis (i
v) Evaluate c
r
itical need
s and
prioritize bu
sin
e
ss
requ
irem
en
ts (v
) Determ
in
e t
h
e bu
sin
e
ss con
tin
u
ity stra
tegy and ass
o
cia
t
ed recove
ry proces
s. (vi) Prepare
b
u
s
i
n
ess con
tin
u
ity strateg
y
an
d its im
p
l
e
m
en
tatio
n
p
l
an fo
r ex
ecu
tiv
e
man
a
g
e
m
e
n
t
ap
pro
v
a
l
(v
iii)
Prep
are
b
u
s
i
n
ess
recovery p
l
an
tem
p
lates an
d
u
tilit
ies, fin
a
lize data co
llectio
n
an
d
org
a
n
i
ze/dev
e
lop
th
e
b
u
sin
e
ss
reco
very
p
r
oce
d
u
r
es.
(i
x
)
De
v
e
l
op t
h
e t
e
st
i
n
g cri
t
e
ri
a a
n
d
pr
oce
d
u
r
es.
(
x
)
Test
t
h
e
b
u
si
n
e
ss rec
ove
ry
p
r
oces
s
an
d ev
al
u
a
te t
e
st resu
lts. (xi) Dev
e
lop
/
review serv
ice le
vel agreem
ent (SL
A
s
)
.
(x
ii) Up
d
a
te/rev
ise th
e
busi
n
ess
rec
o
v
e
ry
p
r
oce
d
ures
an
d t
e
m
p
l
a
t
e
s.
The a
b
ove
state
m
ent are s
u
mmarised an
d
presen
ted
in
Figur
e 2
b
e
low
:
Fi
gu
re
2.
C
o
m
m
on B
C
P
Pr
oc
ess [
3
]
,
[
4
]
Howev
e
r, th
e BCP lifecycle
p
r
o
c
ed
ural p
r
ocess as
p
r
o
p
o
s
ed
b
y
British
stan
d
a
rd
is shown
b
e
low in
Fig
u
re
3
.
Th
is
mean
s th
e BC
P process m
u
st b
e
attain
ed
with
in
su
ch
g
i
v
e
n
lifecycle.
Evaluation Warning : The document was created with Spire.PDF for Python.
I
S
SN
:
2
088
-87
08
I
JECE
Vo
l. 6
,
N
o
. 5
,
O
c
tob
e
r
20
16
:
242
5
–
24
31
2
428
Fig
u
re
3
.
BCP
Lifecycle (British
Stan
d
a
rd for BCP) [8
]
4.
R
E
SEARC
H FOCU
S AN
D M
ETHOD
The m
a
jori
t
y
of t
h
e i
n
f
o
rm
at
i
on
rega
rdi
n
g
B
C
P
us
ual
l
y
f
o
cu
ses
on
t
h
e
devel
opm
ent
o
f
co
nt
i
n
ui
t
y
pl
ans
fo
r SM
L
s
or
ga
ni
zat
i
ons
t
h
ere
b
y
om
i
t
ting t
h
e
pr
oces
s
plan t
h
at exist
e
d wit
h
in
the
BCP lifecycle. Thi
s
research
is an
atte
m
p
t to
fill
th
is g
a
p b
y
focu
sing
on
BCP strateg
i
es for SMLs
esp
e
cially
in
d
e
v
e
l
o
p
i
ng
an
d
e
m
erg
i
ng
econo
m
y
su
ch
as So
u
t
h
Africa.
Th
e research
ado
p
t
ed
th
e case
stu
d
y
ap
pro
a
ch with
in
th
e
qu
alitativ
e
researc
h
m
e
thod.
Four organizat
ions from
Ca
pe Town in So
uth Africa
whic
h each had BCP in place and ha
d
prolonged
downtim
e
duri
ng a
disaster
we
re
selected. The
risk m
a
nage
r
from
each compan
y was
interviewe
d
and t
h
e c
o
nve
r
s
at
i
ons rec
o
r
d
e
d
. T
h
i
s
m
e
t
h
o
d
i
s
usef
ul
w
h
en a sm
al
l
num
ber of can
di
dat
e
s are i
n
t
e
r
v
i
e
we
d,
wh
ich
en
ab
led th
e research
er to
eith
er write u
p
a si
ngle
case or e
x
plore them
es shared bet
w
een
di
ffe
rent
cases [23].
The dat
a
f
r
om
t
h
e fo
ur
or
gani
zat
i
ons t
h
at
we
re
being resea
r
ched
was anal
ysed and s
u
mmarized in a
table form
at to
obtain cohesion from
the res
p
ons
es of
eac
h c
o
m
p
any and to establish a
pattern as t
o
why
each
com
p
any
ex
pe
ri
ence
d pr
ol
o
n
g
do
w
n
t
i
m
e
duri
n
g
a di
sast
er
e
v
ent. It thus
bec
o
m
e
evide
n
t that ce
rtain
aspect
wi
t
h
i
n
t
h
ei
r B
C
P has bee
n
ove
rl
o
o
k
ed a
n
d co
ul
d n
o
t
b
e
im
pl
em
ent
e
d, t
h
e
r
eby
ca
usi
n
g t
h
em
t
o
have
pr
ol
o
n
g
ed
d
o
w
nt
im
e du
ri
n
g
a
di
sast
er.
4.
1.
R
e
sea
rch Scena
r
io
and M
e
tho
d
o
l
ogy
The foc
u
s of this study is to un
dersta
nd the reas
on why organi
zation that ha
ve BCP in place and
i
m
p
l
e
m
en
t co
n
s
isten
t
testin
g
still ex
p
e
rien
ce pro
l
o
n
g
do
wn
tim
e
d
u
r
i
n
g
a d
i
saster ev
en
t. Th
e research
em
ployed a
fac
e
-to-face inte
rviews an
d sem
i
-structure
d ques
tionnai
r
e to
ke
ep the i
n
terviewer a
n
d intervi
e
wee
foc
u
se
d an
d al
i
gned
wi
t
h
t
h
e researc
h
qu
est
i
ons an
d o
b
ject
i
v
es. Eac
h
i
n
t
e
r
v
i
e
w w
a
s bet
w
ee
n 30
t
o
4
0
minutes and
was conducte
d a
t
the prem
ises of each of
t
h
e com
p
anies. A digital
rec
o
rdi
n
g
de
vice was use
d
to
record eac
h int
e
rvie
w. T
h
e Risk Mana
ger
from
each of
the
four
organizat
ions
,
who eac
h had BCP in
place,
b
u
t
still ex
p
e
rien
ced
p
r
o
l
on
g do
wn
tim
e d
u
r
in
g
a
d
i
saster
ev
en
t
were i
n
terv
iewed. Th
e resp
on
ses for each
or
ga
ni
zat
i
on
w
e
re rec
o
rde
d
a
n
d
i
n
t
e
r
p
ret
e
d
usi
n
g
rapi
d
m
i
ner so
ftwa
re. There
f
ore,
the researc
h
em
ployed a
two
phase
d
–data analytics m
e
thod. First,
the study
e
xpl
ores
de
scri
ptive analytics usi
n
g a
qualitative case
st
udy
t
o
pr
ovi
de i
n
si
g
h
t
i
n
t
o
t
h
e past
eve
n
t
.
Seco
n
d
, t
h
e
r
e
search
pr
o
v
i
d
es a no
rm
at
i
v
e pr
ocess m
ode
l
for
BCP th
ro
ugh
pr
escr
i
p
tiv
e pro
cess (data m
i
ning
of language
processi
ng)
[8, 9]. T
h
e
reas
ons for these
process
i
s
t
h
at
i
t
i
s
m
o
st
com
p
l
i
cat
ing t
h
at
o
r
ga
ni
zat
i
ons ca
nn
ot
pre
d
i
c
t
wi
t
h
a
n
y
de
gree
of
p
r
eci
si
on t
h
e
po
t
e
nt
i
a
l
ev
en
t
o
f
In
frastru
c
ture fail
u
r
e [9
].
T
h
e ca
se
st
udi
es
of
t
h
e
or
ga
ni
zat
i
ons
with
th
eir respectiv
e resp
on
ses are
p
r
esen
ted
in
Ap
p
e
nd
ix
A.
5.
CONCEPT
UALIZ
A
TION
OF BCP PROCESS
The re
searc
h
f
o
l
l
o
w a
si
m
p
l
e
researc
h
pr
oce
d
u
r
e
by
f
o
cusi
ng
o
n
em
ergi
n
g
co
nce
p
t
s
de
ri
ved
fr
om
t
h
e
literatu
re
u
s
ing con
t
en
t an
alysis to
id
en
tify t
h
e cau
s
es
of
pro
l
o
n
g
do
wn
time d
u
ring
a d
i
saster ev
en
t
in Sou
t
h
Africa SMLs.
The
occ
u
rring
them
es are as follows
BCP,
BCP process
a
n
d Critical Success Factors.
These
three t
h
em
es form
the basis
of
th
is
stud
y and ar
e exp
a
nd
ed
and conce
p
tual
ized as
follows
:
•
B
C
P
:
Thi
s
hi
g
h
l
i
ght
s
t
h
e B
e
n
e
fi
t
s
, C
h
al
l
e
n
g
e
s an
d C
o
m
ponent
s
o
f
t
h
e
IC
T sy
st
em
s
•
BCP Pro
cess:
Th
is id
en
tify
vari
ous
BCP processes
in ICT syste
m
as represented in
Figure
2
•
Critical Success Factors
– T
h
is cove
rs fact
ors t
h
at
ens
u
re BCP succes
s and f
act
ors t
h
at lead to B
C
P
failure.
Evaluation Warning : The document was created with Spire.PDF for Python.
IJECE
ISS
N
:
2088-8708
A Nor
m
ative P
r
ocess
Model f
o
r
ICT B
u
si
nes
s
Continuity
Pl
an for
Dis
a
ster
Manage
me
nt .
... (
F
adeel
Sambo)
2
429
The t
h
ree t
h
emes are
presente
d in Figure
4
below:
Fi
gu
re 4.
C
o
nc
ept
u
al
i
zed BCP comm
on processes
The
figure a
bove s
h
ows t
h
e c
once
p
tual BCP comm
on
proc
esses that are
e
m
ployed as t
h
e basis for
th
e
r
e
s
e
ar
ch
.
6.
DAT
A AN
AL
AY
SIS A
N
D
RESULTS
As m
e
ntioned
pre
v
iously each orga
nization that were c
hosen for th
is res
earch
ha
d a BCP in plac
e
b
u
t
still ex
p
e
ri
en
ced
pro
l
o
ngs do
wn
tim
e d
u
ri
n
g
a
d
i
saster. Th
e stud
y refers t
o
th
ese
fou
r
org
a
n
i
zatio
n
s
as
Co
m
p
an
y A t
o
D for th
e purpo
se
o
f
confid
en
tiality.
Usi
n
g t
h
e ab
o
v
e B
C
P
com
m
on
pr
ocesses
,
dat
a
were
a
n
alysed for Company A to
D base
d on the
responses obta
i
ned from
Risk
m
a
nagers
/BC
P
m
a
nagers and ot
her sta
ffs
fr
om
each of t
h
e four
orga
niz
a
tions
(C
om
pany
A t
o
D
)
(see
Ap
p
e
ndi
x A f
o
r t
h
e C
a
ses). T
h
e t
a
bl
e bel
o
w i
s
a sum
m
a
ry
of t
h
e p
r
i
m
ary
reason
s f
o
r
the prolonged downtim
e during their
res
p
ective disaster expe
rience
d by
each of the four organiz
a
tions
com
p
anies that
we
re re
searc
h
ed.
Tabl
e 1.
R
eas
o
n
s fo
r
t
h
e pr
ol
o
nge
d d
o
w
n
t
i
m
e
pe
r
c
o
m
p
any
Co
m
p
anies
Su
mm
a
r
y of reaso
n
s for failure
Co
m
p
any A
W
e
took the supply
of electr
i
city for
gr
anted and ther
efor
never
included it into our
BCP.
Co
m
p
any B
W
e
over
l
ooked to
include the r
outer
s
in our
BCP and ther
efor
e it was never
tested.
Co
m
p
any
C
W
e
overlooked to fully
m
onitor all
critical
el
e
m
ents
within an appli
cation, therefore weren’t
able to pr
ovide pr
oper
suppor
t in the event of a failur
e
.
Co
m
p
any D
W
e
failed to identify
r
e
dundancy
for
that
connection or
over
l
ooked th
at ne
twor
k connection.
If the rea
d
er observe the res
p
ons
es for each orga
ni
zation (nam
ed Co
m
p
any A
to D) as summ
arised
in the above T
a
ble 1, t
h
ere is
a co
m
m
onal
i
t
y
i
n
t
h
at
m
o
st
of t
h
e o
r
ga
ni
za
t
i
ons (c
om
pan
y
B
t
o
D) o
v
e
r
l
o
o
k
ed
hardware
peripherals s
u
ch as
router
s
,
net
w
o
r
k co
nn
ect
i
on a
nd as
wel
l
as
soft
ware
perip
h
e
ral whic
h is the ICT
ser
v
ice
r
e
sponsib
le f
o
r
allowin
g
an
app
licatio
n
to
o
p
e
r
a
te. Th
is led
t
o
n
e
w
BCP
pr
oced
ur
al pr
ocess and
prese
n
t
e
d
i
n
Fi
gu
re 4 bel
o
w
Fi
gu
re
5.
Pr
o
p
o
se
d
no
rm
ati
v
e B
C
P
p
r
ocess
m
odel
Evaluation Warning : The document was created with Spire.PDF for Python.
I
S
SN
:
2
088
-87
08
I
J
ECE
Vo
l. 6
,
N
o
. 5
,
O
c
tob
e
r
20
16
:
242
5
–
24
31
2
430
Fo
llow
i
ng
th
e
r
e
sear
ch
co
nducted
w
ith
in
t
h
e f
o
u
r
o
r
g
a
n
i
zatio
n
s
b
a
sed
in
Cap
e
Town
, So
u
t
h
Af
r
i
ca,
it is
ev
id
en
t that th
ere is a v
i
t
a
l g
a
p
with
in
t
h
eir BCP
Proc
ess. The rea
d
e
r
would obse
rve
that the BCP proces
s
m
o
d
e
l in
Fig
u
re 2
wh
en
co
m
p
ared
wit
h
Figu
re
5
,
it is apparen
t
th
at an
ad
d
ition
a
l step
h
a
s b
e
en
add
e
d
.
To
iterate o
n
th
e p
o
i
n
t
4
“Detectin
g
critical p
o
in
ts o
f
failure” th
e fo
llo
wi
n
g
sh
ou
ld
b
e
d
o
cu
m
e
n
t
ed
u
nder th
is
poi
nt
. T
h
ere
f
or
e t
h
e
fol
l
o
wi
n
g
p
r
oce
d
ures
sh
oul
d
be e
n
s
u
re
d.
(i)
Create a detailed architectura
l
diag
ram
hi
ghl
i
ght
i
ng eac
h p
o
ssi
bl
e p
o
i
n
t
o
f
fai
l
u
re. T
h
i
s
sho
u
l
d
be d
o
n
e
on a s
o
ft
ware
and
har
d
ware l
e
vel
,
t
h
us i
n
vo
l
v
i
ng t
h
e application m
a
nager and as well as the technica
l
m
a
nager
.
(ii)
I
d
en
tif
y, test an
d signo
ff
each
p
o
i
n
t
of
f
a
ilur
e
b
a
sed on
t
h
e ar
ch
itectu
r
al
diag
r
a
m
.
(iii)
Rank a
nd rate
each point of failure,
so that
only significant points of
failure are inc
o
rporate
d
into the
fi
nal
B
C
P
d
o
c
u
m
e
nt
.
After th
ese iterativ
e
p
e
ri
o
d
s
, th
e
fu
t
u
re an
alysis co
u
l
d emp
l
o
y
the
p
r
ed
ictiv
e m
o
d
e
llin
g
for
further
decisions in the proces
s m
o
del.
7.
CO
NCL
USI
O
N
The m
a
j
o
r aim
of this research is t
o
de
term
ine why
com
p
anies tha
t
have BCP in
place still
expe
ri
ence
p
r
o
l
on
ged
do
w
n
t
i
m
e du
ri
n
g
di
s
a
st
er
peri
o
d
b
a
sed
o
n
sy
st
e
m
s i
n
t
e
grat
i
o
n
s
, m
o
st
or
ga
ni
zat
i
ons
have
realized that their business ar
e no
w m
o
re d
e
pe
n
d
ent
on IC
T t
h
a
n
ev
er
before a
n
d that greater
foc
u
s
sho
u
l
d
be
pl
ac
ed
on
B
C
P
t
o
e
n
su
re t
h
at
o
r
g
a
ni
zat
i
on
d
o
not
ex
peri
e
n
ce
pr
ol
o
n
g
d
o
w
nt
i
m
e d
u
ri
ng a
di
sa
st
er. It
i
s
t
h
eref
ore i
m
perat
i
v
e t
h
at
or
gani
zat
i
o
ns s
h
oul
d st
ren
g
t
h
e
n
t
h
ei
r B
C
P
an
d av
oi
d a
n
y
i
n
ci
dent
t
h
at
m
i
ght
exi
s
t
th
erein
b
y
loo
k
in
g
critically
in
to
certain
elemen
ts or
criteria
area causi
ng
prolong
downtime during a
disaster.
There
f
ore
or
ga
ni
zat
i
ons a
d
op
t
i
ng t
h
e B
C
P
Pro
cess as st
ated in the c
o
nc
eptuali
zed
normative BCP proces
s
m
odel
sho
u
l
d
i
n
co
r
p
o
r
at
e t
h
e
m
i
ssi
ng st
eps
/
cri
t
e
ri
a so
as t
o
m
i
nim
i
se dow
nt
im
e du
ri
n
g
a
n
y
di
sast
e
r
peri
od
.
Th
e
p
r
esen
t
research h
a
s several im
p
lica
tio
n
s
: First,
g
i
v
e
n th
at li
m
ited
sch
o
l
arly literatu
re reg
a
rd
i
n
g
BCP in
SMLs
ex
isted
,
th
is st
u
d
y
con
t
ribu
tes
to
t
h
e
b
o
d
y
of
k
n
o
w
ledg
e in th
is reg
a
rd.
Seco
nd
, t
h
e
t
h
eoret
i
cal
n
o
r
m
a
t
i
v
e B
C
P
pr
o
cess m
odel
p
r
op
ose
d
i
n
t
h
e
prese
n
t
st
udy
serve
s
as a
respon
se to
th
e call b
y
th
e United
Natio
n
in
t
h
e Sen
d
a
i
F
r
a
m
ewor
k (
D
i
s
as
t
e
r R
i
sk R
e
duc
t
i
on:
2
0
1
5
-
2
03
0) f
o
r
B
C
P
m
odel
fo
r SM
Ls
i
n
b
o
t
h
devel
ope
d
a
n
d
de
vel
o
pi
n
g
cou
n
t
r
i
e
s.
T
h
i
r
d, t
h
e st
udy
pr
esent
bot
h
des
c
ri
pt
i
v
e
an
d prescrip
tive d
a
ta an
alytics pro
c
ess for
no
rm
ativ
e
m
o
d
e
l form
u
l
atio
n
.
ACKNOWLE
DGE
M
ENTS
Thi
s
resea
r
c
h
pr
o
j
ect
fr
om
whi
c
h t
h
i
s
w
o
r
k
deri
ves wa
s a part
of t
h
e M
a
st
ers resea
r
ch
of t
h
e FIR
S
T
aut
h
or u
n
d
er t
h
e m
e
nt
oshi
p (su
p
e
r
vi
si
o
n
)
of t
h
e SEC
O
N
D
aut
h
or at
t
h
e Uni
v
e
r
si
t
y
of t
h
e
W
e
st
er
n C
a
pe
,
So
ut
h Af
ri
ca
i
n
20
1
3
.
The earlier
ve
rsion of the
work was prese
n
ted
as pr
ocee
di
n
g
s of Uni
t
e
d
Ki
ng
d
o
m
Academ
y
for
In
fo
rm
ation
Sy
stem
s
Confe
r
e
n
ce (U
KA
IS
), Ox
fo
r
d
Uni
v
er
sity
.
UK.
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8-8
7
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8
A Nor
m
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r
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Model f
o
r
ICT B
u
si
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s
Continuity
Pl
an for
Dis
a
ster
Manage
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adeel
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