Make the DRP Comprehensive

---

A word of caution about a DRP. It is extremely unrealistic to expect to work out a DRP in one meeting, write it up, distribute it to everyone involved, and then forget about it until a disaster takes place. This is a path to certain disaster, as the plan is not likely to function in the event of an emergency. According to Nickolett, most plans will experience some type of failure during their first execution, so it is very important to test the plan. Testing, retesting, and reconfiguring the plan on a regular basis will also expose one of the bugbears of many DRPs: A company might thoroughly work out a DRP — once. Then the company upgrades their equipment but experiences an annual 25% attrition rate. When an actual disaster strikes, much of the equipment is obsolete, and those who should be using it are not even familiar with it.

This brings us to another one of the pivotal points of DRP success: the assignment of responsibility. Place someone in charge of compiling and executing the DRP plan in time of need. This person should be held fully responsible for the organization's ability to respond to disasters small or large and should have a deputy; duties regarding the DRP should be a central element of the job descriptions of both these positions. During times of crisis, these people will work full time on disaster recovery execution, coordinating the activities of various personnel within the group, as well as communicating with outside agencies. Each department should also have its own DRP specialist, someone who organizes the department's activities during a catastrophe and who ensures the department's needs are taken into account when drawing up and testing the DRP.

---