CIS 359
Disaster Recovery (DR) Lessons Learned
CIS 359: Disaster Recovery Management
Effects on Risk Management after 9/11
The attacks of 9/11 affected risk management in organizations by showing them ways
through their risk management. For example, after 9/11 was over with a lot of organizations
realized they needed to make their systems more impenetrable. Anderson states, “Michael Power
makes a case greater and greater attention is placed on what might be called secondary risk
management, with the sole aim of deflecting risk away from the organization or individuals
within it. It is fundamentally wrong to spend more time ensuring that we can not be sued than we
do in trying to reduce the dangers involved in our business.” (Anderson, 1, p. 7). The author talks
about how organizations pay more attention to being sued than figuring out a better risk
management system. When 9/11 happened contingency plans, terrorist attack methods, physical
security, and disaster recovery plans were tested, some companies failed, and some organizations
just basically squeezed by. Everything from cloud architectures and data centers was revamped
to be able to deal with these types of terrorist threats with minimal or no casualties at all. The
9/11 attacks also prompted a whole lot of organizations to update or even wipe the slate clean
and start over with a brand-new process or procedures to be prepared if we are ever attacked
again.
Analyzation of methods of communication and notification
Communications for emergency notifications must be updated often and especially after a
terrorist attack that an organization or the world was not prepared for, learning from past and
Disaster Recovery (DR) Lessons Learned
CIS 359: Disaster Recovery Management
Effects on Risk Management after 9/11
The attacks of 9/11 affected risk management in organizations by showing them ways
through their risk management. For example, after 9/11 was over with a lot of organizations
realized they needed to make their systems more impenetrable. Anderson states, “Michael Power
makes a case greater and greater attention is placed on what might be called secondary risk
management, with the sole aim of deflecting risk away from the organization or individuals
within it. It is fundamentally wrong to spend more time ensuring that we can not be sued than we
do in trying to reduce the dangers involved in our business.” (Anderson, 1, p. 7). The author talks
about how organizations pay more attention to being sued than figuring out a better risk
management system. When 9/11 happened contingency plans, terrorist attack methods, physical
security, and disaster recovery plans were tested, some companies failed, and some organizations
just basically squeezed by. Everything from cloud architectures and data centers was revamped
to be able to deal with these types of terrorist threats with minimal or no casualties at all. The
9/11 attacks also prompted a whole lot of organizations to update or even wipe the slate clean
and start over with a brand-new process or procedures to be prepared if we are ever attacked
again.
Analyzation of methods of communication and notification
Communications for emergency notifications must be updated often and especially after a
terrorist attack that an organization or the world was not prepared for, learning from past and
