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Have you prepared to attend the job interview? Are you confused about job research? Then no problem we have the right answer to you in our Wisdomjobs site page. If you are aware with the Business Continuity then there are numerous leading companies that offer job roles like IT Support Analyst – OC, Business Continuity Analyst, Business Continuity Analyst along with this there are many other leading roles too. If you are preparing for Business Continuity interview and don’t know how to crack interview and what level of difficulty of questions to be asked in job interviews then go through Business Continuity page to crack your job interview. Underneath are the commonly asked Business Continuity interview questions and answers and Business Continuity jobs role which can make you feel relaxed to face the interviews:
Business continuity management (BCM) is the way organisations manage and respond to risks. The aim is to allow mission-critical functions to continue operating in the event of disruptions. This includes anything from bad weather to cyber attacks.
BCM also helps organisations return to ‘business as usual’ promptly and with as little trouble as possible after a disruption.
Organisations can achieve effective business continuity by implementing a business continuity management system (BCMS). The international standard ISO 22301 describes best practice for a BCMS. It involves developing business continuity plans (BCP) to manage and protect against identified risks.
ISO 22301 sets out the requirements for a BCMS and is considered the only credible framework for effective BCM.
Organisations that certify to the Standard can:
Whereas BCM makes sure that an organisation can continue to function while recovering from a disruption, disaster recovery is the process of returning a business or organisation to a state of normality.
The two are closely linked. Disaster recovery usually takes place within a BCMS, outlining the technicalities of recovering specific operations, functions, sites, services or applications. A single business continuity plan might contain or refer to a number of disaster recovery plans.
Making sure you’ve correctly identified the risks you face. If you plan for incidents that have little chance of occurring, you will be wasting time and resources. It would be even worse if you failed to identify a threat that came to pass, because you would have no way to manage the situation.
To establish the correct context for the business continuity planning process, it is important from the outset to identify the organisation’s core roles and functions. In the exercise, it is likely that a number of items will be listed; hence it is necessary to also rank them by how critical they are to the organisation and its mandate.
From an IT/ICT perspective, this process should also be followed. However, the questions should first be answered from an organisational perspective. (If an organisational business continuity plan exists, that information might be readily available.) However, thereafter, the focus should be on identifying what might be the IT/ICT department’s mandate, or the role of IT/ICT within the organisation, and ensuring that they are aligned with the overarching organisational obligations.
Following on from the previous question, this question encourages a fuller recognition and examination of the products and/or services that must be delivered by the organisation to its clients and customers. Generally, the results of that engagement are a key source of revenue for the business, or are otherwise used to gauge its performance.
Again, it may be necessary to rank the listed goods and services in order of priority, as acceptable delivery levels and downtime are likely to be more stringent for the most critical ones, and ultimately may vary across the list of products and services.
Although a key purpose of a business continuity plan is to focus on minimizing and managing the aftermath of a disruptive incident, it is critical to ensure that the plan also includes preventative measures that can be implemented and provide some redundancy against failure. Hence it is recommended that attention be given to identifying the types of disruptive incidents to which the organisation could be subject, and arranging them by likely frequency and potential impact on the organisation.
Factors such as geographic and physical location, country and civil stability, the actual products and services offered, among other things, are likely to influence the types of disruptions listed, and how they are ranked. For example, tropical storms and hurricanes frequently occur across most of the Caribbean – from the Bahamas to Saint Vincent and the Grenadines, and so should feature prominently in plans developed in those countries. However, for plans developed in Curaçao or Guyana, for example, that specific type of storm might be considered a rare occurrence, as those countries generally lie outside the hurricane belt.
Within the context of an IT/ICT business continuity plan, disruptive incidents may be scheduled or unexpected, or may be internal to the network, or due to external forces. Examples of disruptive incidents that could affect an organisation’s IT/ICT infrastructure and ought to be listed and considered would include, but not limited to:
In order to truly drive home the importance of business continuity, the final question to be answered is regarding the consequences to the organisation. Again, it is best to be thorough and, to the extent possible, quantify the losses that could result, for example with respect to:
Loss of revenue:
Developing a plan will enable UT Arlington to carry on the university’s mission and recover from an incident or lessen the impact. Carrying out the mission of the university under adverse conditions means that campus may be working with diminished resources, such as loss of space or information technology infrastructure. Critical functions will be identified in your plan that will help limit vulnerability.
The department dean/director or supervisor will lead a small planning team to determine who will need to go to an orientation. (The short list of individuals picked should be those that will input data into the system.)
All plans are due on the last week of October at close of business. That will give OEM time to review all the plans and send them back if gaps exist. Every October 31, Mr. John Hall, Vice President of Administration and Campus Operations, receives a memorandum of all BCPs status.
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