Abstract
Organizations face two issues with respect to the development of business resumption plans: when to start planning and when to stop. The decision to start planning is often made in response to a disaster, and not necessarily one suffered by the organization itself. Consider the following scenario. Acme Financial Services made a serious commitment to disaster planning after a competitor, Baseline Fiscal Systems, suffered a major disruption. A broken water pipe flooded the basement at Baseline, shutting down its computer room and PBX for nearly two weeks until new equipment and telecommunications circuits could be installed. As a consequence, Acme gained more than 20% market share against its crippled competitor. Acme's board of directors decreed they would never allow Acme to be vulnerable to such a serious disruption. The board challenged Acme management to put cost-effective plans in place to prevent such a damaging business disruption.
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