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1.      What type of situation does this scenario depict?

2.      How would you characterize the preparation level of this organization, and why?

3.      What are the key elements or artifacts that indicate their preparation or lack of preparation?

4.      Which component does this scenario reflect - BIA, IR, DR, or BC? Justify your answer.



Picture2.png1.   

1.    What type of situation does this scenario depict?

2.      How would you characterize the preparation level of this organization, and why?

3.      Why do you think the executive managers were meeting in that particular location (coffee shop across the street)?

4.      In addition to meeting with the first responders, what other people might the executive managers need to meet with, and why?

5.      Which component does this scenario reflect - BIA, IR, DR, or BC? Justify your answer.

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It was Friday night. All the employees had long left for the day except for a select
group of senior staff who were crowded around the conference table with binders
open and index cards in hand. Paul, who was facilitating the contingency planning
training exercise, turned to ll, who was the acting incident manager for this meeting,
and said, "It's your turn." 1.! looked at the next index card in his deck. He read two words that made him gri-
mace: ”Power out.” 1} looked to Paul and asked. ”How widespread and for how long?"Ir ”Beats me," Paul replied. 'That's all I know."
11 flipped through his now tattered copy of the disaster recovery plan, finally set- tling on a page. He looked up, scanning the room for the communications coordina-
tor. Susan Lampe. Susan, a more experienced systems develop-erl was assigned
responsibility for all communications during this disaster recovery practice session. "Simeon."r he said, "please call the power company and ask how widespread the
outage is.” Susan. who was reading the same page as J], looked up. ”Okay, I'll let you know as
soon as i have an anmer,‘ she said. ”Anything else?‘ l"Uh, yes.” J] said, “just a minute."r As he was searching his binder for the next step to
perform. Ed Michaels, the second shift supervisor, started reading aloud from his binder.
"We've got about 45 minutes of battery time.“r he said, ”but the generators need to be
manually started. l’m going to need power to the servers to keep Web and network
operations up." "fiightl " J] said. He then turned to Fred Finebaum. who was representing the
building management company that leased space to HAL. 'Can you get a team to
the generator and get it going?‘ Looking up from his binder, Fred said, "Okay. I'm on it.‘ “We already turned on the heaters," he added. "It takes 10 to 15 minutes to bring up from a cold start, and in this weather it's a very cold start. We need five to seven
more minutes before we can crank the motor. and three to four minutes after that before we can generate power."r Everyone at the table laughed. Even though the weather outside was 92 degrees and
humid, the disaster scenario they were rehearsing was fowsed on a massive snowstorm
affecting operations. ”How long will the generators run'l‘"r J.l asked.
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Bobby was not having a good day. He had started the morning by oversleeping and
had clocked in 15 minutes late. Rushing through the mailroom doors, Bobby splashed
coffee from his cup into a full cart of mail someone had left standing close by the
door. Only heroic blotting kept him from ruining a couple of dozen incoming envel-
opes. It looked like important stuff, too. As he hurriedly gathered the mail and
scooped it out of the cart, one of the thick yellow envelopes slipped from his hand
and fell to the floor, exploding into a cloud of white powder over the mail cart. “Goof“ was the noise Bobby made as he puffed all the air out of his lungs, mouth,
and nose while backing away from the cart and out the mailroom door. Having just
gone through the refresher training for emergency procedures in the mailroom, he
knew to exhale quiddy and get out as rapidly as possible. Everyone else in the mail-
room did the same; this was the exact maneuver the team had rehearsed just a
week before. Exhale, exit, and hit the big red button that turns off the ventilators
to the room and sets off the emergency alarm. Bobby stopped once he got out in
the hallway and waited, with the rest of the mailroom team, for the turmoil he
knew would follow. Two hours later, Alan Hake, CEO of HAL, sat with his incident team at the coffee
shop across the street. As outlined in the incident response {IR} plan, the team con!
sisted of C00 Richard Xavier, CFO Rachel Xieng, CID Amanda Wilson, plus Roberta
Briscoe, manager of corporate security, and Pantoja Martina, supervisor of the
administrative staff and the mailroom. They were reviewing the response plan in
place for contaminated mail, along with the supporting DR and EC plans, when a
man in a fireman's dress uniform walked up to their table and said, ‘Hi. I am Deputy
Fire Chief Corbett. Are you the folks from HAL?" ""i'es,“r said Alan. ”Please, have a seat." He gestured to an empty chair at their
impromptu conference table. Deputy Chief Corbett sat down and said, "The field
test, within its limited test range, shows that the white powder in the mailroom is
not a pathogen or a contaminant. We sent a sample to the forensics lab, and they
are expediting processing. We should have an answer back by 2:00 p.m."r Alan and the team had watched the deputy chief carefuliy as he spoke. Now, they
relaxed a little. l"lllllhat about the mailroom staff'i'r Alan asked. "What's their status?" ”They seem none the worse for wear,” Deputy Chief Corbett replied. "We isolated
them and ran them through the standard biochemical decontamination protocol. Not
very pleasant, nor a very modest activity, but the team is clean and dry and standing
by in isolation suits waiting for the final lab results. if they were contaminated, we
can’t do any more until we know what the contaminant is."r

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