It is important to keep in mind that the assessment of risk is largely based on the assumptions of the parties involved. With this in mind, it is imperative that the planning team be supplemented with members involved in the development of the organization as they have a unique, and often times very succinct, view of what is at risk.
Once it is determined what could happen, and methods are determined to meet the challenge when it occurs, the next step is to ensure that the recovery team is prepared to spring into action. Initially, the first obstacle to success may be communication. During the first few days following a disaster, the situation is chaotic at best, and while it may appear that there is no time for the team to meet, nothing could be further from the truth. The decisions made during the first few days following the event will shape the eventual outcome.
Do we repair or replace? Do we send our computers out for data retrieval or purchase new? The recovery team, ensuring that all angles have been explored should make these and many other decisions.
The disaster team needs to communicate routinely to ensure that the recovery process is coordinated and that all team members are apprised, in a timely way, of information that could affect their portion. The contact point for team coordination is the recovery coordinator. He or she is responsible for circulating information to the appropriate team members and for calling meetings and setting agendas. During the first few months of the recovery process, it will be necessary for the team to meet at least every two weeks, with frequency falling to once a month after that.
A sample agenda for a typical recovery team status meeting is: