Pi-Fillings Electronics
Our business simulation is an on-line store which sells electronic accessories for Raspberry Pi
miniature computers. It offers temperature/humidity sensors, cameras, and switches; with each
category supplied by a different manufacturer in California. Products are paid for through a third-party
payment processor which accepts credit card and PayPal payments; and they are sold directly through a
company-owned on-site server in Pennsylvania. There is no EBAY or other digital marketplace
presence.
The company has been in business for four years, essentially since the birth of the Raspberry Pi
computer, and has come to be a top-five source for accessories.
On the company-owned server, we keep all of our records on customers such as name, address, email,
previous order history and so on; but no financial information such as credit card numbers. The
company sends out automated emails on new products, promotions, etc. from the server. All product
information such as pictures, prices, etc. are also stored on the server.
The website itself is on the company server and maintained by a part-time employee on the payroll
whose salary is based on 15 hours per week.
The company's gross receipts average $60,000/month and payroll is $22,000/month. Aside from the
webmaster, there is a part-time bookkeeper and a full-time and part-ime warehouse/ packaging worker.
The address we will use for the company website is http://74.208.170.199/Fillings
Currently, there is no effort to protect the online contents of the server (this should be addressed in the
BCP), but the physical server is housed in a store-front type office in a locked closet. The ISP (internet
service provider) is the same ISP used by the majority of the businesses in the business district.
This is a family business except for the employees listed above, with 3000 customers on record. At any
given time, there is about 30 days’ worth of inventory on hand.
The business is pictured below.
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Purpose
This document aims to help Pi-Fillings Electronics establish risk management practices
and policies. These practices and procedures are meant to prevent the interruption of missioncritical services and quickly restore the business to full operation. Maintaining vital activities
during a crisis and recovering with as little downtime as possible are two of the most basic
requirements for ensuring company continuity. This business continuity plan considers many
unanticipated situations, such as fires, disease outbreaks, natural catastrophes, cyberattacks, and
other external threats.
Business continuity is essential at a time when downtime is unacceptable. Extreme
weather events and cyberattacks are two examples of the many factors that might cause
downtime. Therefore, it's crucial to have a business continuity strategy to cope with unexpected
operational interruptions. This business continuity plan will allow the business to continue
operating, if not fully, then at least partially. This continuity strategy will also help the company
maintain its ability to bounce back fast after a disruption. This way, the company will save
money, time, and reputation.
Outcome
This business continuity plan is meant to achieve many goals, among them being;
i.
Reduce monetary risk
One of the goals of this business continuity plan is to cut down on the amount of
commercial and financial risk. The company can reduce the chance of a data breach, substantial
power or data loss, or system failures, for example, by establishing a more resilient network or
applying the right backup processes and procedures (Fani & Subriadi, 2019). It is possible to
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avoid the financial consequences of such occurrences, even the more insignificant ones, by
implementing an effective business continuity plan. This will allow the company to better protect
its customers' information.
ii.
Provide valuable business data
This business continuity plan is anticipated to generate a ton of data, including crucial
activities, business units, recovery time goals, and interruption financial impacts. It's like having
an encyclopedia full of useful information on business operations. Thereafter, the firm will
utilize its data to develop strategic initiatives to advance the business and enhance its processes.
iii.
Build confidence among customers
By being open and honest with their clients about their continuing business continuity
initiatives, Pi-Fillings Electronics will be able to convey a very potent message that they are
putting the necessary components in place to be available to them at all times. Customers and
outside parties with whom they do business are also more confident in the organization because
of its strong commitment to business continuity.
iv.
Preserve reputation and brand value
If a disruption occurs, businesses that aren't ready to manage it run the danger of being
unprepared for the public, making the wrong decisions about what to do next, and managing
communication poorly. Fortunately, the recovery will be smooth thanks to Pi-Fillings
Electronics' strategy, which protects the enviable reputation and carefully cultivated brand value.
Plan objectives
i.
Identify Disaster Recovery Personnel.
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One of the objectives of this Business Continuity Plan is to identify candidates for
positions on the disaster recovery team. Within the business continuity plan framework, one of
the most important roles to perform is that of the crisis management coordinator (Kumar, 2020).
This person has been entrusted with the authority to make decisions and the responsibility of
initiating the recovery plan processes and supervising the restoration of business activity.
ii.
Assess Risks and Impact
One of the most important objectives of establishing this BCP is to conduct a risk
assessment to locate the myriad of internal and external risks that might affect the functioning of
the business. The risk assessment findings will be included in a business impact analysis, which
will be used to identify the several types of disasters that might impact the organization and
determine the severity of each potential outcome.
iii.
Provide the Step-by-Step Protocols
The other additional objective of this plan is to provide the specific actions that need to
be followed to help with the recovery process. When a disaster strikes, members of the staff
probably won't be able to recollect the specific steps that need to be taken (Schätter et al., 2019).
The disaster teams ought to have a general idea, but if they need more detailed instructions, they
may go to the text and carry out the actions precisely the same way they are outlined there.
iv.
Identify Back-up Resources
Teams in charge of recovery need to be knowledgeable about the most effective places,
techniques, and resources. The BCP will include either the availability of alternative office space
or the procedures necessary to locate a new safe site during the disaster. In addition, it will
consider the availability of physical backup resources such as workstations and equipment.
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Key staff
One of the first steps in developing a robust strategy for continuing corporate operations
is determining and assessing the significance of various roles and responsibilities. In other
words, what exactly does each job entail, and is there a general agreement among all involved
parties on the goals and responsibilities of each position? At Pi-Fillings Electronics, key staff and
their responsibilities will include the following:
i.
Risk manager
The risk manager's role will be to delegate particular duties and monitor the plan's
visibility at the strategy level.
ii.
Executive sponsor
The executive sponsor will have direct authority over the continuity planning program
and his duties as chairman of the business continuity steering group. He will advocate for the
program inside the organization and oversee the day-to-day administration of the tactical aspects
of business continuity planning activities.
iii.
Continuity program manager
The continuity plan manager will be directly responsible for the day-to-day operations,
duties, and reporting related to the program (Kumar, 2020). When it comes time for business unit
executives and continuity planners to build their continuity plans, he will be in charge of
supervising and establishing the programmatic standards that will serve as a roadmap for them.
iv.
Business continuity planner
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This team member will be responsible for delegating duties related to business continuity
planning to internal team members. Using his expertise and previous experience in the relevant
field, he will develop a continuity strategy for the particular business unit in question.
v.
HR manager
This team member is in charge of all efforts, including those individuals whose lives have
been affected by the occurrence (workforce, visitors, contractors, and other people). The team
allocated to him will be responsible for providing first aid to the wounded, evacuating personnel,
and maintaining contact with emergency services and personnel families.
vi.
Business leader
This team member will be in charge of any tasks involving collaboration with external
infrastructures, such as managing alternate routes and suppliers. He will be in charge of getting
in touch with people in charge of internal infrastructure recovery.
Communicating with staff
In this case, the communication plan will entail two major aspects; consistency and
timely. It will be easier to ensure everyone has the same goals and viewpoints if communication
is consistent. Multiple people may sometimes share information; thus, these specifics must be
consistent across all channels. Information shall be communicated in a voice that is unified and
consistent. It's easy to miscommunicate and be misunderstood in an emergency, so maintaining a
consistent message across all authorities, stakeholders, and media platforms can assist in
reducing these issues (Alharthi & Khalifa, 2019). Repeated communications will also reinforce
earlier signals, reducing the likelihood of misunderstanding. Messages and updates that are
delayed for an extended period might lead to false assumptions and rash decisions. Therefore,
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even if the messaging is repetitious, sending out plenty of messages will be crucial for reassuring
recipients and establishing a timeline for releasing fresh information and updates.
The organization will rely on social media, phone calls, and text messages when it comes
to primary communication channels. Social media will allow staff located far from the vicinity to
confirm their safety and check to see if their loved ones have done the same. The organization
will also use social media to update people on the emergency's progress. While certain crises
won't affect the employee's neighborhood, they could impact the business's physical location. In
any event, social media is a fantastic tool for communication. The other communication channel
is phone calls. When access to a landline or other electronic device is restricted or nonexistent,
having a mobile phone might be a lifesaver. A mobile phone could function even if internet
connectivity is unavailable, depending on the technology used. This way, the organization can
alert its staff about the current situation and where they can seek refuge.
The other channel is text messages. During a snowfall, warning workers to drive
carefully or work from home through text messaging can save fatalities and thousands of dollars
in property damage. In this scenario, the company will put up a system to automatically text an
emergency message to every employee's number stored in a database, ensuring that the
information reaches the phone in the employee's pocket or handbag (Moşteanu & Roxana, 2020).
During the disaster, every employee will be availed of the right information to plan their safety.
In addition, the organization will not restrict anyone from speaking to the media since it is within
their rights, and their communication could save lives.
Equipment
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Depending on the magnitude of the disaster, employees will and will not be expected to work
from their laptops or phones. For instance, if the disaster is a serious one, say a tornado,
earthquake, or fire, employees will be advised to take refuge and not to work at the moment.
However, if the disaster is minor, such as a low flood or a low-level storm, employees will be
expected to work from home using their laptops and phones. When it comes to disaster
equipment and distribution, the organization will have a large selection of disaster kits to serve
employees’ needs. Having an emergency pack prepared before a crisis will also be crucial.
Employees may not have time to look for the necessary materials if the company has to evacuate
at the last minute.
Therefore, the organization will stay ready with the ideal equipment for everyone. A
disaster pack will include supplies for lights, food and water, solar blankets, first aid and CPR,
hygienic necessities, and more. All equipment will be shared equally among the employees
without discriminating against others based on superiority, fame, department, race, or religion.
This will ensure that everyone, particularly during difficult times, feels like a team member.
Since lives are at risk and it may take a while for help to come in most crisis scenarios, it is up to
the organization to maintain control and take appropriate action. Therefore, the company will
have search and rescue kits that include items for personal protection, equipment for getting in
and clearing debris, emergency hand tools, and other emergency supplies.
Scenario 1
Action
Details
Responsible Person(s)
Building evacuation
Adhere to standard fire drill protocol.
Department managers
Verify the incident
If true alarm, take necessary action
Department managers
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Emergency services
999
Department managers
Alert staff
Inform staff as they wait for further
instructions
Department managers
Assess impact
Responsible members should assess
the scale of the incident
Department managers
Business continuity
Critical activity
Details
Responsible Person(s)
Phones
Employees to use cell phones to
contact others.
All staff
Inform insurance
company
contact them using their landline
Line manager
Internet
All employees are to use home internet All staff
Inform customers
Contact customers and inform them
about the disruption
Marketing Manager
Scenario 2
Infrastructure
Details
Responsible Person(s)
Phones
Contact providers to assess the outage.
Line manager
Internet
Contact providers to assess the outage.
Line manager
Mains Power
Contact providers to assess the outage
Line manager
Business continuity
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Critical activity
Details
Responsible Person(s)
Phones
Employees are to use cell phones to
contact providers.
All staff
Internet
Employees to use the internet to
contact providers.
All staff
Mains Power
Employees are to contact power
providers to assess the outage.
All staff
Scenario 3
Critical activity
Details
Responsible Person(s)
Identify compatible
staff
Every employee should be surrounded
by teammates who can carry out their
duties, even if only partially.
All staff
Assess the extent of
loss
Determine if the impacted employee's
absence is most likely to be brief,
extended, or permanent.
Line manager
Recovery phase
Action
Details
Responsible Person(s)
Plan recovery actions
Agreed-upon activities will be
specified in an action plan
Line manager
Publicize normal
operations
Through communication channels, let
consumers know that business is as
usual.
Department managers
5. Review the
Continuity Plan
Update this strategy and put improved
suggestions into practice. Make sure
everyone on staff has reviewed the
updated version of the plan.
Line managers
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References
Alharthi, M. N. A. N., & Khalifa, G. S. (2019). Business continuity management and crisis
leadership: an approach to re-engineer crisis performance within Abu Dhabi
Governmental entities. International Journal on Emerging Technologies, 10(2), 32-40.
Fani, S. V., & Subriadi, A. P. (2019). Business continuity plan: examining of multi-usable
framework. Procedia Computer Science, 161, 275-282.
Kumar, A. (2020). Business continuity plan. South Asian Journal of Engineering and
Technology, 10(2), 1-4.
Moşteanu, D., & Roxana, N. (2020). Management of disaster and business continuity in a digital
world. International Journal of Management, 11(4).
Schätter, F., Hansen, O., Wiens, M., & Schultmann, F. (2019). A decision support methodology
for a disaster-caused business continuity management. Decision Support Systems, 118,
10-20.
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