Hasil Akhir Paper PERANCANGAN BUSINESS CONTINUITY PLAN : STUDI KASUS Magical shose

PERANCANGAN BUSINESS CONTINUITY PLAN :

STUDI KASUS Magical shoce

Whindi kurniawan

064001400021

Teknik informatika

Universitas Trisakti

http://whindikurniawan96.blogspot.com/

ABSTRACT

Business Continuity Planning (BCP), merupakan keadaan dimana kondisi bisnis harus dapat terus berjalan pasca terjadinya bencana[8].Business Continuity Plan diperlukan untuk melengkapi dan memperkuat sistem sehingga sistem yang handal. Indonesia merupakan daerah rawan bencana yang kurang menyadari para pelaku bisnis untuk bencana. BCP menggunakan Sharing Vision Kerangka untuk menghasilkan bentuk desain yang sesuai dengan kebutuhan Anda dan proses bisnis dengan studi kasus perusahaan magicalshoece yang beroperasi di industri fashion, mutu produk dan layanan pemesanan. Berbagi metodologi Visi Kerangka mulai dari identifikasi proses bisnis, mengidentifikasi kondisi dan penentuan IT Risiko Penilaian risiko dan analisis yang akan menghasilkan matriks untuk Penilaian Risiko berikutnya dan kemudian dibawa ke proses pengumpulan data dalam Penilaian Dampak Bisnis kuesioner malalui , wawancara, atau diskusi dengan Magicalshoce manajer TI. Berdasarkan hasil Penilaian Risiko dan Penilaian Dampak Bisnis, kemudian dilakukan pencarian dan pemilihan rencana alternatif strategi BCP adalah kunci acuan dalam mempersiapkan BCP document.Risk Penilaian Hasil kesempatan untuk menjelaskan ancaman peringkat tertinggi untuk gempa bumi, kebakaran, serangan hacker , BCP tidak terpengaruh jika ada ancaman untuk menyerang dan kegagalan pemasok. BIA hasil proses bisnis yang paling berada di kategori tinggi dan sedang, ini menunjukkan setiap proses dalam pelayanan dan Penjualan sepatu online Magical shoce Lokakarya memiliki hubungan ketergantungan yang kuat. Lima belas jenis ancaman bencana, urutan tertinggi ke terendah adalah: gempa bumi, kebakaran, serangan hacker, banjir, ancaman bom, masalah software, masalah hardware, masalah telekomunikasi, masalah pasokan listrik, , kegagalan pemasok, kekacauan, kegagalan utilitas, dan mogok. Dapat mengantisipasi Rencana Strategi adalah: Strategi Backup Hardware, Backup Strategi untuk pasokan listrik, Strategi Backup, saluran tekomunikasi Backup Strategy, Strategi Backup persediaan yang dibutuhkan, personil Strategi Backup, Site Strategi Pemulihan, perpustakaan Strategi Offsite, prosedur eskalasi dan aktivasi, dan Asuransi.

Keywords:     Business Continuity Plan, Sharing Vision Framework.

1.                  PENDAHULUAN

Business Continuity adalah kemampuan perusahaan atau organisasi untuk dapat tetap melanjutkan proses bisnis yang kritikal dalam situasi normal maupun gangguan/bencana. Para pelaku bisnis melakukan perencanaan Business

Continuity Plan agar dapat mengantisipasi bencana yang datang dengan tidak terduga. Bencana bisa berupa apa saja yang menimbulkan kerusakan atau kehilangan dalam jumlah besar. Contoh dari bencana adalah banjir, gempa bumi, kebakaran, demonstrasi merusak, dan lain sebagainya. Akibat bencana yang datang sangat cepat, tidak terduga dan tidak memiliki suatu prosedur dalam menanggapinya, maka bisnis perusahaan akan kandas.

Posisi geografi Indonesia yang secara natural memang rawan bencana setiap saat, banyak

Perusahaan tidak menyadarinya. Setidaknya, mengacu hasil survei Menurut Sharing Vision pada 2008 lalu yang menunjukkan bahwa baru 56% responden perusahaan yang pernah menguji sistem menyatakan baru 53% responden yang sudah menguji BCP mereka. Responden juga merasa bahwa 78% sistem cadangan mereka baru lengkap. Prihatinnya, responden sendiri tidak teguh betul untuk bertekad terus memelihara dan melatih timnya dalam mengembangkan DRP maupun BCP. Ini terlihat dari angka hanya 41% responden yang ingin kembangkan BCP. Masih menurut Dimitri Mahayana, Chief Lembaga Riset Telematika Sharing Vision dalam bisnis.com menyatakan di tengah posisi negara yang memiliki ancaman bencana setiap saat serta berkaca

lebih lengkap nya bisa di download di link:

https://www.4shared.com/office/lvvKpRD8ba/paper_progres_2.html

https://www.4shared.com/file/O5Ez-7kiba/Presentasi_PERANCANGAN_BUSINES.html

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BIA magical shoes

Fasilitas	Fungsi	Revenue Impact	Non-Revenue Impact	Criticality
Listrik	Memberikan daya pada bangunan	High	Medium	Medium
File Crash	Keberlangsungan pekerjaan	High	Medium	Critical
Hardware Error	Bagian pada computer jadi tidak bekerja dengan baik.	Medium	high	Medium
Software Error	File tidak bisa dibuka.	High	medium	Critical

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Risk Asessement magical shoes

Risk Asessement magical shoes

Resiko 1 Pemadaman Listrik

1.     Fungsi bisnis: Memberikan listrik pada bangunan yang di dalamnya terdapat banyak barang elektronik.

2.     Resiko ancaman: pemadaman listrik.

3.     Konsekwensi: Semua komputer yang berada di kantor mati.

4.     Tingkat Kemungkinan: Bisa Terjadi.

5.     Kendali / Control Yang ada: Membeli sebuah ups atau genset.

Resiko 2 File Crash

1.     Fungsi bisnis: File jadi yang rusak.

2.     Resiko ancaman: file rusak / corrupt.

3.     Konsekwensi: File tidak bisa dicetak atau di lanjutkan ke tahap berikutnya.

4.     Tingkat Kemungkinan: Bisa Terjadi.

5.     Kendali / Control Yang ada: selalu melakukan backup data.

Resiko 3 Hardware Error

1.     Fungsi bisnis: Menyalakan sebuah komputer.

2.     Resiko ancaman: Hardware rusak.

3.     Konsekwensi: Semua komputer yang berada di kantor tidak berjalan dengan performa yang baik.

4.     Tingkat Kemungkinan: Bisa Trejadi.

5.     Kendali / Control Yang ada: melakukan perawatan dua bulan sekali.

Resiko 4 Software Error

1.     Fungsi bisnis: Tidak bisa membuka file yang dikerjakan.

2.     Resiko ancaman: Software rusak.

3.     Konsekwensi: tidak bisa melanjutkan pekerjaan sebelumnya.

4.     Tingkat Kemungkinan: Bisa Trejadi.

5.     Kendali / Control Yang ada: Mengupgrade hardware pada komputer.
Resiko 5 pengiriman barang tak sampai ke pelanggan 

1.     Fungsi bisnis: barang hilang.

2.     Resiko ancaman: barang hilang.

3.     Konsekwensi: pelanggan melakukan komplent dan menurunkan reting nama prusahaan.

4.     Tingkat Kemungkinan: terjadi 5x dalam setahun.
5. Kendali / Control Yang ada: Melakukan pengawasan dan membuat aplikasi assegment bila barang sudah diterima pelanggan.

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PERANCANGAN BUSINESS CONTINUITY PLAN 

studi kasus pada :  magicalshoes

Whindi kurniawan - 064001400021

Jurusan Teknik Informatika

Hasil survey minggu 2 bisa dilihat pada link berikut Dengan judul Srvey data  ke 2:

 https://drive.google.com/drive/folders/0B21npuEshJmvTWxCYkt3ekdHMWc

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Hasil survey data probelm di magical shoes

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BCP dalam Universitas Magical shoes

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Penulisan Abstrak, Landasan Teori dan Daftar Pustaka

Abstrak

Business Continuity Plan diperlukan untuk melengkapi dan memperkuat sistem sehingga sistem yang handal. Indonesia merupakan daerah rawan bencana yang kurang menyadari para pelaku bisnis untuk bencana. BCP menggunakan Sharing Vision Kerangka untuk menghasilkan bentuk desain yang sesuai dengan kebutuhan Anda dan proses bisnis dengan yang beroperasi banyak cabanng yang terletak di berbagai daerah yang berbeda di salah jika BCP menjadi kebutuhan yang pokok. Berbagi metodologi Visi Kerangka mulai dari identifikasi proses bisnis, mengidentifikasi kondisi dan penentuan IT Risiko Penilaian risiko dan analisis yang akan menghasilkan matriks untuk Penilaian Risiko berikutnya dan kemudian dibawa ke proses pengumpulan data dalam Penilaian Dampak Bisnis kuesioner malalui , wawancara, atau diskusi dengan Admin system perusahaan. Berdasarkan hasil Penilaian Risiko dan Penilaian Dampak Bisnis, kemudian dilakukan pencarian dan pemilihan rencana alternatif strategi BCP adalah kunci acuan dalam mempersiapkan BCP document.

LANDASAN TEORI

BCP didefinisikan sebagai perencanaanyang berfokus mempertahankan kelangsungan fungsi–fungsi bisnis saat gangguan terjadi dansetelahnya.Kerangka kerja Business Continuitiy Plan(BCP) sebagai kerangka kerja untuk merancang BCP bagi perusahaan terdiri dari beberapa tahap,yaitu :Risk Assessment (RA), Business Impact Assessment (BIA), Strategy Plan, Procedure,Testing, Audit,Training,dan Maintenance.

Daftar pustaka

1.  Bank Indonesia. (2007). Pedoman PenerapanManajemen Resiko dalam Penggunaan            NO.9/15/PBI/2007.
2. Cahyadi, Edi. (2006). Kajian BusinessContinuity Plan Berdasarkan Kualifikasi NilaiEkonomis        Sistem Aplikasi Pada IndustriPenerbangan GIA. Laporan Proyek AkhirProgram Magister Teknologi Informasi,Fasilkom, Universitas Indonesia. Tidakditerbitkan.
3. Komisi Kepolisian Indonesia. (2009, August5).Jumlah Kendaraan Sampai dengan Maret2009-February 27, 2010
4. Sharing Vision, (2008). Business Continuity and Disaster Recovery Trend and Issue in Indonesia 2008. Materi Workshop Sharing Vision,Bandung.
5. https://www.academia.edu/7764702/Perancangan_Business_Continuity_Plan_Studi_Kasus_pada_PT.PAM

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Business Continuity Planning for Distance Education

The very first step in developing a business continuity plan is to designate a committee of four to six people with the job of producing a plan within six months. This is a reasonable timeframe and will keep the project moving in the face of hesitancy to invent new policies and procedures. Committee members should understand that continuity planning is not like medicine, where self-diagnosing your own ailment can produce more harm than good. Nearly any continuity plan is better than nothing at all, and the resulting plan will be under constant revision and update anyway. The goal is to produce a sound starting point to an ongoing process. The next step is identifying any continuity plans that already exist at the institution. Each campus is organized differently, but generally the three areas that need to be contacted are information technology (IT) , facilities management, and security. Distance education units rely on IT for many of their data needs, including student registration and recordkeeping. It is important to know how they back up their information and what their plans for recovery are during an emergency. The information provided will inform continuity planning. For instance, most institutions back up student data, but how long would it take to load those backups if the originals were lost? Also consider hardware failures. At Norwich University we discovered that if the air conditioning to the server room cuts out in the middle of the night, the temperature will steadily rise until the servers melt down, leaving no place to load the backups. It could take one or two weeks to secure and configure new servers. This told us that we had to plan for the possibility that the student record system is unavailable for one or two weeks. Facilities management and security need to be involved in the planning process from the very beginning, as they will be involved in response and recovery from an emergency. These units can provide information about institutional response procedures, the resources available in an emergency, and what can be done to assist in recovering processes. Meetings with these units will lead to plans for alternate work locations and for getting the locations up and running. Any other units affected by use of the facilities will also need to be involved, which should lead to agreements on securing the locations in an emergency. Never assume that resources will be available unless there are prior agreements with all of the relevant parties. An institution-wide event can easily lead to territorialism, leaving alternate work locations unused while parties fight to preserve their own situation. Working with facilities management and security will ensure that there is a coordinated response plan that meets all of the distance education unit's needs. Ideally, units should also know the capabilities and limitations of the local first responder community-police, firefighters, and others-to understand the resources that they can provide. The last step is to go outside the institution by looking at the business continuity plans of important vendors. At Norwich University, we outsource our marketing and online classroom hosting. A robust continuity plan was one of the requirements for choosing this vendor. If you rely on another business for an important process, you want to make sure that they will be there for you before entering into an agreement. Our vendor's continuity plan outlined response and expected downtimes in different situations, which told us what we could expect from them. Vendors may also be able to provide assistance during an incident. We have an agreement with our classroom hosting partner to provide us with emergency e-mail accounts if our own system is lost. Units must also consider the security of information critical to their operation that is held by outside parties. We could not operate without our classrooms, which are hosted by an outside company. We are looking to have a third party hold an escrow copy of that information in case something happens to our vendor.

sumber:http://booksc.org/book/31766516

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BUSINESS CONTINUITY PLANNING (BCP) METHODOLOGY – ESSENTIAL FOR EVERY BUSINESS

BUSINESS CONTINUITY PLANNING (BCP) METHODOLOGY – ESSENTIAL FOR EVERY BUSINESS 

Dr. Manik Dey PhD, CISSP 

Kuwait Institute for Scientific Research (KISR), mdey@kisr.edu.kw

ABSTRACT 

Business Continuity Planning (BCP) indicates how well an organization prepares itself to survive in unexpected disasters, disruptions or changes, assuring that the critical business processes will continue to function in most adverse circumstances with acceptable limitations. BCP is also one of the domains of Information Security management. It has been emphasized by BS 25999 standard that an organization must have a Business Continuity (BC) program in place to fulfill its obligations in this world of uncertainty. The main objectives are that in all unusual situations the business should sustain, maintain regulatory compliances and deliver its products and services with minimum losses to its employees, customers, vendors, and to the society at large. This paper illustrates the concept of BCP along with its implication to business in adverse circumstances and enunciates a methodology about how a Business Continuity Planning framework can be established in an organization. Index Terms— Business Continuity (BC), Business Continuity Planning (BCP), Business Continuity Management (BCM), BS 25999 standard, Information Security

1. INTRODUCTION

Business Continuity (BC) deals with the continuation of business in adverse circumstances. Business comprises of people, processes, various assets, products and services. Any incident such as market crash, pandemic diseases, natural disasters, technological failures, human errors, cyber attacks, fraud or terrorism which causes disruption to any of these entities, can affect the continuity of business either for a short term or for a long term basis. 

Business Continuity Planning (BCP) and Management (BCM) are the acts of anticipating disruptions, ensuring prevention or less chance of occurrences and responding to any such incident in a planned and rehearsed manner so as to recover the losses and bring the business back into operation. Disruptions can be with or without warning and the results may be predictable or unknown. The term Disaster Recovery Planning (DRP) is used more frequently but it is actually a part of the broader BCP framework. DRP normally takes care of the continuity of information technology (IT) services and is mostly technical in nature. Every Business needs a BCP to face all possible disruptions and keep its operation running with acceptable downtime. The objectives are to protect human lives, minimize financial and reputational losses, continue serving the customers, and remain in compliance with the statutory laws and regulations [7]. 

Most organizations maintain ‘Plan B’ (contingency) if ‘Plan A’ (regular business plan) does not work due to some incident, accident or disaster. However, very recently the world has seen some of the most unprecedented disasters such as collapse of twin towers (9/11, 2001 attack), US black-out (2003), Tsunami, Katrina, Rita and Iceland Volcano (2010). These, in conjunction with the corporate corruption cases of WorldCom, Enron, Satyam, etc, have made organizations realize that lack of proper Business Continuity or Disaster Recovery Planning can make them out-ofbusiness at any time. One report from US department of Labor suggests that 40% of the companies facing such disasters never reopen and 25% of the remaining companies close within two years [9]. In fact, after the 9/11 attack, majority of the affected companies in the World Trade Center went out of business due to lack of adequate DR and BC Planning.

Organization’s dependency on IT demands that ITrelated resources are secured and protected well against all possible devastations. The recent increase of cyber terrorism has also given an additional dimension to the problem. That is why Business Continuity is associated with the Information Security Management System (ISMS). As per the ISO/IEC 27031 standard, the Information and Communication Technology (ICT) infrastructures should ensure the confidentiality, integrity and availability (CIA) of IT services in all circumstances and hence play a major role in maintaining Business Continuity [8]. In general, BCP will have IT and non-IT areas. In case of disruptions, the IT unit will be busy with restoration and recovery of related services using DRP processes whereas the non-IT areas will be busy with other facilities and business matters so that the overall business prevails.

Through implementation of appropriate BCP frameworks, organizations can maintain continuity and get benefit from most adverse situations in this world of uncertainty. There are numerous examples, case studies and success stories of organizations benefitting from Business Continuity (BC) initiatives. KPMG’s white paper http://www.kpmg.com/CN/en/IssuesAndInsights /ArticlesPublications/Documents/business_resilience_chi na_0903.pdf describes their case studies in China where various organizations have been benefiting from BCP initiatives in the competitive market of economic downturn since September 2008. The broader prospect of BCP is called Business Resilience Planning (BRP) which covers all the changes the business may face including the disruptions covered by BCP as well as other changing situations of challenges and opportunities [2, 5].  

Lihat jurnal lebih lengkap di : http://booksc.org/book/28082021

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