TABLE OF CONTENTS
40 – Executive Decisions
Every business continuity manager develops contingency plans for fires, floods, earthquakes and other
disasters. The focus of these plans is to protect life, limit damage, and maintain business functions.
By WILL GUNTHER
44 – Crisis! The Urgent Need for Learning
Before three months had ended in 2008, 23,500 people had become infected with dengue fever in Rio de
Janeiro. Thirty had died. Chaos set in, exacerbated by conflicting messages from public officials. The surge
in dengue fever overwhelmed hospitals, causing disruption in medical care and administrative disarray.
By MARK CHUSSIL & PEDRO C. RIBEIRO
Page 40 — Crisis Management
48 – Connecting Business Process, IT Infrastructure
On June 29th of 2009, the cloud hosting vendor Rackspace experienced a power failure which brought
down customer servers in their Texas datacenter. Rackspace estimates this will cost them up to $3.5 million in customer service credits alone. [See the Rackspace account of the outage on page 32.]
By DANIEL EVENSON
52 – Assume the Best and Prepare For the Worst
Assumptions can have a critical impact on the plan itself, on the budget for the plan, and even the ability to
actually execute the plan. The assumptions made in planning disaster recovery often include the extent of
the disaster, the survival of transportation infrastructure, the survival or availability of recovery staff as well
as many other assumptions that will directly impact your plan and your DR architecture. By DICK BENTON
Page 68 — Fall World 2009
54 – Managed Services puts the ‘Business’ in Business Continuity
The “old way” of enabling business continuity meant costly hardware investments, unreliable monitoring
capabilities, uncontrolled and hard to manage fees, and most importantly – slow recovery times.
By STACY HAYES
COLUMNS & DEPARTMENTS
6 – From The President’s Desk
By BOB ARNOLD
8 – Editorial Advisory Board
By DAVID SHIMBERG, CBCP
57 – What If They Had a Disaster and Nobody Came
Most major companies these days have business continuity and disaster recovery plans, albeit in different
stages of completion and different realities of recovery capability. Much effort and resources, both personnel and financial, have been dedicated to making these plans the centerpiece of recovery capability for
these companies. By STUART L. WAGNER, CBCP
10 – The Perspective of Ed Devlin
By ED DEVLIN, CBCP
56 – PPBI
By DEIDRICH E. TO WNE Jr., CBCP
59 – Preparing Children for Disasters
Earlier this year, students in a graduate level disaster management course at Elmira College had the
opportunity to speak with Holly Harrington, special assistant to the director of the office of public affairs at
the U.S. Nuclear Regulatory Commission. By ADAM PRES TOPNIK
61 – Ask the Executive
By PETER R. LAZ, MBCP
64 – DRI International
By AL BERMAN, CBCP, MBCI
81 – 2009 Software Survey
88 – Job Openings
89 – Upcoming Events
90 – News Briefs
92 – Disaster Recovery Directory
94 – Planning Group Contacts
96 – Advertisers Index
62 – A Broader View of Disaster Recovery
The current recessionary economy is putting tremendous pressure on businesses. Management has
slashed capital expenditures and operating costs as organizations trim redundancies. Companies face
increasing pressure for compliance amid a more demanding regulatory environment. By LEE YEATON
66 – Doing the Right Thing
Ranked as one of the “100 Best Companies to Work For” by Fortune magazine for 11 consecutive years,
diversified automotive company, JM Family Enterprises Inc. (JM Family), is known for best practices.
By SHAWN BERG
68 – Fall World 2009: A Showcase for Industry Networking
Disaster Recovery Journal celebrated its 41st conference Sept. 13-19, 2009, at the Sheraton San Diego
Hotel and Marina on Harbor Island. By JON SEALS
DISASTER RECOVER Y JOURNAL FALL 2009 5
