| Summary: | The Information Technology (IT) industry has grown and has become an integral part in the world of business today. The importance of information, and IT in particular, will in fact only increase with time (von Solms, 1999). For a large group of organizations computer systems form the basis of their day-to-day functioning (Halliday, Badendorst & von Solms, 1996). These systems evolve at an incredible pace and this brings about a greater need for securing them, as well as the organizational information processed, transmitted and stored. This technological evolution brings about new risks for an organization’s systems and information (Halliday et. al., 1996). If IT fails, it means that the business could fail as well, creating a need for more rigorous IT management (International Business Machines Corporation, 2000). For this reason, executive management must be made aware of the potential consequences that a disaster could have on the organisation (Hawkins,Yen & Chou, 2000). A disaster could be any event that would cause a disruption in the normal day-to-day functioning of an organization. Such an event could range from a natural disaster, like a fire, an earthquake or a flood, to something more trivial, like a virus or system malfunction (Hawkins et. al., 2000). During the 1980’s a discipline known as Disaster Recovery Planning (DRP) emerged to protect an organization’s data centre, which was central to the organisation’s IT based structure, from the effects of disasters. This solution, however, focussed only on the protection of the data centre. During the early 1990’s the focus shifted towards distributed computing and client/server technology. Data centre protection and recovery were no longer enough to ensure survival. Organizations needed to ensure the continuation of their mission critical processes to support their continued goal of operations (IBM Global Services, 1999). Organizations now had to ensure that their mission critical functions could continue while the data centre was recovering from a disaster. A different approach was required. It is for this reason that Business Continuity Planning (BCP) was accepted as a formal discipline (IBM Global Services, 1999). To ensure that business continues as usual, an organization must have a plan in place that will help them ensure both the continuation and recovery of critical business processes and the recovery of the data centre, should a disaster strike (Moore, 1995). Wilson (2000) defines a business continuity plan as “a set of procedures developed for the entire enterprise, outlining the actions to be taken by the IT organization, executive staff, and the various business units in order to quickly resume operations in the event of a service interruption or an outage”. With markets being highly competitive as they are, an organization needs a detailed listing of steps to follow to ensure minimal loss due to downtime. This is very important for maintaining its competitive advantage and public stature (Wilson, 2000). The fact that the company’s reputation is at stake requires executive management to take continuity planning very serious (IBM Global Services, 1999). Ensuring continuity of business processes and recovering the IT services of an organization is not the sole responsibility of the IT department. Therefore management should be aware that they could be held liable for any consequences resulting from a disaster (Kearvell-White, 1996). Having a business continuity plan in place is important to the entire organization, as everyone, from executive management to the employees, stands to benefit from it (IBM Global Services, 1999). Despite this, numerous organizations do not have a business continuity plan in place. Organizations neglecting to develop a plan put themselves at tremendous risk and stand to loose everything (Kearvell-White, 1996).
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