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REVIEW: "Manager's Guide to Contingency Planning for Disasters", Kenneth N. Myers

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  • Rob, grandpa of Ryan, Trevor, Devon & Ha
    BKMGTCPD.RVW 20021012 Manager s Guide to Contingency Planning for Disasters , Kenneth N. Myers, 1999, 0-471-35838-X, U$55.00 %A Kenneth N. Myers %C 5353
    Message 1 of 1 , Nov 12, 2002
      BKMGTCPD.RVW 20021012

      "Manager's Guide to Contingency Planning for Disasters", Kenneth N.
      Myers, 1999, 0-471-35838-X, U$55.00
      %A Kenneth N. Myers
      %C 5353 Dundas Street West, 4th Floor, Etobicoke, ON M9B 6H8
      %D 1999
      %G 0-471-35838-X
      %I John Wiley & Sons, Inc.
      %O U$55.00 416-236-4433 fax: 416-236-4448
      %P 234 p.
      %T "Manager's Guide to Contingency Planning for Disasters"

      The preface clearly states that this book promotes a "what if," worst
      case scenario approach to contingency planning. It presents the
      development of detailed business continuity procedures as a waste of
      time, and assumes that minor mishaps can be handled within the limits
      of the methods meant to deal with the worst case. Although this flies
      in the face of conventional BCP (Business Continuity Planning) wisdom,
      in all but the last item Myers makes a convincing case. The emphasis
      is on avoiding the "how long can you do without" type questions so
      common in BCP, and more directed towards "what alternatives can we use
      when we have to do without" answers.

      Chapter one is an introduction, and this is obviously not your average
      DRP (Disaster Recovery Planning)/BCP book, since it includes items
      such as a "disaster life cycle." "Defining The Problem" doesn't
      really happen in chapter two, although one could say that the problem
      is clarified to a certain extent. The text is a bit repetitive,
      reiterating several times that too many companies concentrate on
      recovering the technology before the business. There is more
      traditional look at BCP in chapter three, since it concentrates on
      awareness and education, and provides a good, basic overview of
      selling the contingency planning idea to management. Chapter four
      reviews project planning, although primarily from an outsider
      perspective, like that of a consultant. From this viewpoint, it
      offers very practical, helpful advice. Business impact analysis is
      presented in chapter five, although, again, the text retails content
      already stated elsewhere. The implementation strategy, in chapter
      six, primarily covers dealing with various layers of management. The
      Myers process of plan development is presented in a structured form in
      chapter seven, although most points have been made already. Chapter
      eight again presents a more traditional, and very short, view, this
      time of plan maintenance, education, and testing. The guidelines for
      internal consultants and consulting firms, in chapter nine, form a
      nice checklist.

      There are a number of appendices, of which B (with a sample
      contingency plan and examples of alternative methods is particularly
      useful. A broader list of alternative methods is suggested in
      Appendix C.

      While some may dismiss it as a kind of cost/benefit reductio ad
      absurdum, Myers' method does raise issues that need to be considered.
      This contrarian view should be more widely considered by the BCP

      copyright Robert M. Slade, 2002 BKMGTCPD.RVW 20021012

      rslade@... rslade@... slade@... p1@...
      Find book info victoria.tc.ca/techrev/ or sun.soci.niu.edu/~rslade/
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