"A Better View: How a Matrix Can Bring Safety Into Focus", J. Fogel. (SH, Vol 160, 4, p. 38)
"A Campus No Longer at a Loss", F. Phelps. (SM, Sep. 99, p. 89) Southern Methodist University's security department reveals how it has helped the school cut losses at campus retail operations.
"An Arresting Policy", A. Kaminsky . (SM, May 99, p. 59) Retailers will pay dearly if they fail to train personnel in the potential pitfalls of detention and arrests.
"Are You Ready for EPA's Risk Management Program?", L. Sinclair. (SH, Vol 159, 2, p. 54)
"Avoiding Analysis Paralysis", M. Jablonowski. (CPM, Vol 4, 6, p. 20) Most planners recognize the need for a sound scientific basis for the endeavor. Why then is it so difficult to start down the path of formal analysis?
"BC Management: A Marriage of Craft and Technology", D. Saracco. (CPM, Vol 4, 10, p. 16) The knowledge of craft and technology can, when applied in concert, enhance the effectiveness of planners.
"Before and After: Learning from Disasters", M. Simonelli. (CPM, Vol 4, 3, p. 22) A detailed look at the experience of business disruption, focusing on the state of preparedness before the event and the methods implemented to recover.
"Bringing BCP to the Forefront", V. Van Gilson. (CPM, Vol 4, 5, p. 10) Contingency planning, risk mitigation, and disaster recovery don't have to be the non-revenue-generating activities that they have been traditionally categorized as. Add a little value to your organization by marketing your preparedness to the public.
"Business Continuity Planning -- for the Rest of Us", T. Weems. (DRJ, Vol 12, 4, p. 12) BIG, it's always BIG! Every contingency planning book you read assumes that your company is BIG. Let's see now….you should have a team conducting a Risk Analysis (RA), followed by a team conducting a Business Impact Analysis (BIA), followed by a team conducting a Recovery Option Analysis (ROA), followed by a... Well!! You get the picture.
"Calling All Environmental Managers", L. Sinclair. (SH, Vol 159, 2, p. 54) Are you ready for EPA's Risk Management program?
"Catastrophe Modeling", F. Bendimerad, S. Hom. (RM, May 99, p. 26) Evaluating your company's vulnerability to natural disaster is a tricky business. Computer modeling can provide a clearer view of your chances of being hit and surviving.
"Checks And Balances", T. Holland . (SM, Aug. 99, p. 76) Not all fraud artists have set their sights on the Internet. Garden-variety check counterfeiting is hotter than ever.
"Climate Control", J. Conley. (RM, Oct. 99, p. 10) Companies are finding innovative ways to ensure that adverse or unusual weather does not put a dent into their earnings. An update on the latest in hedges and derivatives.
"Competitive Diligence", M. Braham. (DRJ, Vol 12 , 3, p. 41) Corporations can not meet today's levels of productivity and expectations for corporate earnings if their systems, networks or critical suppliers have interruptions that affect productivity. Likewise, if customers do not choose to buy your products or services for any reason, an interruption to corporate earnings expectations could occur.
"Contingency Planning 101", K. Goggins. (CPM, Vol 4, 3, p. 16) Join us for a discussion of industry basics for those developing their contingency planning skills. More experienced planners can brush up on these pointers as well.
"Contingency Planning Beyond Y2K: Merging Emergency Response and Business Continuity", J. Bell. (DR GUIDE, 1999, p. 22)
"Contingency Planning Gets a Shot in the Arm", V. Van Gilson. (CPM, Vol 4, 3, p. 12) At Glaxo Wellcome, contingency planning is not just mission-critical; it's a matter of life and death. Keeping the supply of patient medication continuous requires solid contingency planning.
"Controlling the Process of Contingency Planning", M. Frishberg. (DR GUIDE, 1999, p. 28)
"Corporate Espionage Can't Be This Easy", E. Ross. (SM, Sep. 99, p. 74) Armed only with a ready smile, the author easily gained access to the inner sanctum of a dozen randomly selected companies.
"CPM '99's Pathway to Partnerships", (CPM, Vol 4, 4, p. 38) At CPM '99, our vendors in the exhibit hall are jazzed to talk with you. Whether you're at your desk or at CPM '99, these vendors are worth getting to know.
"Creating a Global Recovery Program: With Limited Resources", A. Gonzales, S. Ream. (DR GUIDE, 1999, p. 33)
"Crisis Management Planning: An Essential Component of Campus Safety", M. Ballard, S. Smith, H. Johnson & J. Range. (DRJ, Vol 12, 1, p. 49) Each year colleges and universities across the United States must respond to a myriad of natural, man-made, or technological disasters. According to government sources, "in the United States the cost of all natural disasters has doubled in the past decade, from nearly $25 billion a year to $50 billion a year" (Parfit, 1998).
"Determining the Best Way to Insure Your Business", H. Neville. (DRJ, Vol 12, 4, p. 58) There are many different events to insure your business against; some may be unnecessary for your business needs. Finding the right plan and budget is almost as difficult as running the business itself.
"Divide & Conquer: A Modular Approach to Contingency Planning", M. Jablonowski. (DRJ, Vol 12, 4, p. 70) Contingency planning for a large organization can be a daunting, if not downright insurmountable task. The sheer number of scenarios with the potential for disaster can be tremendous… In the face of these many potentials for trouble, how do we make contingency planning manageable?
"Don't Let Anything Get in the Way of An Effective Recovery Strategy Except Reality", D. Osburn. (DRJ, Vol 12, 1, p. 30) Think back -- for some of us, way back -- to your days in school when some teacher suddenly announced that there was to be a major exam. If you were like me, the terror of these words was only matched by the experience of finding a prominent blemish the morning of the big dance.
"Emergency Management: To Be or Not To Be", D. Lunsford. (DRJ, Vol 12 , 3, p. 42) As I live in California, it is natural that I reflect my emergency management knowledge and experiences in the way things are done here. To the extent possible, I will try and provide my thoughts, from a universal emergency management perspective, of several issues impacting emergency management including Government Roles, Who's Responsible, Program Elements, The Apathy Problem, and A Formula for Success (an emergency management formula used successfully in the City I serve).
"Environmental Risk Assessment", L. Sinclair. (SH, Vol 159, 4, p. 52)
"EPA Countdown: Is Your Plan Ready?", E. Agnvall. (SH, Vol 159, 2, p. 72) The internet can help you develop your risk management program.
"Erasing Fear in the Chalkboard Jungle", D. Neeley. (SM, Aug. 99, p. 44) As violence stalks the halls in schools across the nation, this district has learned to apply a mixture of risk management, security measures, discipline, and sound personal guidance to stem the problem.
"Executive Perspectives", S. Schroeder. (RM, Sep. 99, p. 80) We spoke with three executives to get their viewpoints on risk management in today's business world and their day-to-day jobs.
"Exercise: Who Needs It?", D. Greb, R. Davis. (DRJ, Vol 12, 1, p. 20) In late 1997, as Corporate Contingency Professionals (CCP) we were charged with exercising recovery plans of diverse business units covering multiple states for a regional corporation. Our experience to date underscored an important fact. Although everyone talks about the need for recovery plan exercise, little is available on how to prepare for and conduct exercises.
"Face the Nation: The Federal Government's Y2K Efforts", M. Simonelli. (CPM, Vol 4, 4, p. 27) The perception that the federal government is not, and will not, be prepared before the new year rolls over has left many worried about how it will affect them, including the public and private sectors.
"Getting From Here to There", J. Childs. (CPM, Vol 4, 10, p. 24) Analyzing your critical-needs transportation options before a crisis is important to successful recovery.
"Getting Out While the Getting's Good", L. Hurth, G. Joyce. (SM, May 99, p. 70) A good evacuation plan is a key element of any fire emergency program.
"Getting Ready for the Big Day", P. Markel. (SM, Jul. 99, p. 46) To ensure a successful event, security should follow these five steps.
"Global Dangers: Political Risk, Part I", W. Dugan. (RM, Sep. 99, p. 13) What seems to be a thorough analysis of a country for potential foreign expansion may exclude information that could cripple a venture. An in-depth analysis is required before making the overseas plunge.
"Going in for Analysis", P. Myatt . (SM, Apr. 99, p. 75) Follow these six steps to analyze your company's exposure to business disruption and to assess options.
"How Fit is Your First-Aid Kit? Twenty Items to Keep on Hand.", E. Grossman. (ESC, Vol 1, 1, p. 20) Perilous rescues may capture the daily news headlines, but being prepared with a comprehensive first-aid kit at home, work or play can make you an everyday hero.
"How Safe Is Your State?", D. Locklear. (CPM, Vol 4, 10, p. 20) Each state has unique environmental risks. Whether you plan for California earthquakes or heavy snows in Montana, it is essential to understand the hazards that are indigenous to your area.
"Infrastructure Management: Key to ERP Success", C. Kummer. (CPM, Vol 4, 7, p. 22) With many companies essentially staking their futures on the anticipated benefits from an ERP implementation, the potential risks as well as the rewards are high. Mitigating the risks whenever possible certainly improves the odds for a successful outcome.
"ISO 14001: Good for the Environment, Good for Business", S. Jackson. (SH, Vol. 159, 2, p. 78) Standard's flexibility allows companies to focus on continuous improvement.
"It's a Small World After All: The Impact of the Euro on U.S. Information Systems", W. Snell. (CPM, Vol 4, 2, p. 26) In the mistaken belief that the euro is only a problem for European organizations, the senior managers of many U.S. companies have seen only the smallest piece of the problem.
"Keep the Cash Flowing: Disaster Recovery for Print and Mail Operations", L. Hertzog. (DR GUIDE, 1999, p. 31)
"Life Support for the BCP Lifecycle", B. Rojas. (CPM, Vol 4, 4, p. 22) A well-constructed and maintained business continuity plan is truly continuous, as is the process for making it so. So why is it that plan maintenance is a notorious planning pitfall?
"Monitoring Your Critical Space", A. Moshiri. (DRJ, Vol 12, 1, p. 48) Whether you are monitoring a hospital, a financial institution, and/or a manufacturing plant locally or remotely, the most important concern is everyone's safety and the immediate business goal is continuous operation--without problems.
"Out of Harm's Way", N. Perera. (RM, Dec. 99, p. 30) Kroll O'Gara, a security consulting firm, has successfully helped many companies mitigate the deadly risk of corporate kidnapping and extortion.
"Play It Safe", D. McDaniel. (SM, Jun. 99, p. 75) Safety and security are natural partners. Here's how to join these functions while overcoming conflicts and taking advantage of commonalities.
"Preparing for Terrorist Weapons of Mass Destruction", R. Ridley. (DRJ, Vol 12 , 3, p. 34) How can the EMS professionals plan and be prepared for an event everyone hopes will never happen? Is there a proactive approach to preparedness of terrorist attacks?
"Public/Private Partnership", J. Witt, P. Moore & M. Carrido. (CPM, Vol 4, 6, p. 14) In order for a community to survive a disaster, all of its components must work together.
"Recovering the Work Group", T. Kelly. (CPM, Vol 4, 2, p. 16) Giving people the technological tools and the facilities they need to successfully execute essential business functions is the foundation of work group recovery.
"Redefining Continuity Management", K. Vogt. (SURV, Nov. 99, p. 18) Redefining the scope and objectives of business continuity management.
"Rethinking Business Continuity", D. Facer. (RM, Oct. Sup. 99, p. 17) Not enough effort is put into contingency planning when it counts most--during the development and implementation of critical applications.
"So Sue Me!", P. Poole, Esq. (CPM, Vol 4, 10, p. 12) Although people may toss this phrase about in casual conversation, one of the most deleterious factors affecting business today is the soaring incidence of lawsuits.
"Strategic Continuity Planning Part 2", M. Reich. (DRJ, Vol 12 , 3, p. 70) Opportunities are external to a company. They are the openings that a company can take advantage of to create or expand market share… We seldom think about opportunities when we think Continuity Planning, but we should. (Part one originally ran in volume 12 , issue 2 of the DRJ.)
"Strategic Continuity Planning: part one", M. Reich. (DRJ, Vol 12, 2, p. 16) We are presently in the midst of the greatest threat to business continuity since the ideas of disaster recovery were founded. I am not here to dwell on "the Y2K bug" as the popular media wants to call it, but to note that it is spotlighting the need for continuity planning now and in the future.
"Tailoring Security to Fit the Criminal", R. Hayes. (SM, Jul. 99, p. 110) Retailers should gather data about the types of shoplifters in their stores so that they can devise tailor-made security measures.
"Teaching Criminals the Cost of Crime", A. Aronsohn. (SM, May 99, p. 63) Civil recovery statutes can help retailers recover losses from shoplifters.
"The Challenge of Global Gatherings", B. Patty . (SM, Jun. 99, p. 80) Event planning is even more critical when corporate meetings are held in other countries.
"The Crisis Exchange (Part I )", (RM, Apr. 99, p. 22) A distinguished group of risk managers, lawyers and consultants compare notes on disaster and liability crisis management.
"The Crisis Exchange (Part II )", (RM, May 99, p. 37) This second installment of the risk management roundtable explores the topics of mergers and acquisitions, handling claims, liability litigation and dealing with major crises.
"The Importance of Testing", J. Eckles. (DRJ, Vol 12, 4, p. 26) How many professional sports teams do you see taking the field without any preparation? Despite the fact that it can be time consuming and expensive (athletes aren't cheap), teams need to be prepared and well rehearsed before they are ready to play.
"The Mother of All Disasters: Your Competition!", J. Wiles. (DRJ, Vol 12, 1, p. 91) At first glance, my title might not make sense to many of you. I'd like to encourage you to read on and let me explain in detail something that I have been watching develop for almost 10 years now. Among other things, I've watched a change in attitude that needs to change back!
"The Myths of Safety Management", C. Brickman. (SH, Vol 159, 6, p.106)
"The Perfect Plan", V. Van Gilson. (CPM, Vol 4, 8, p. 16) For the 1999 CPM Perfect Plan Project, we've asked several leading business continuity providers to construct a contingency plan for a fictional company so our readers can compare and contrast the results. Find out just how perfect they can be.
"The Privacy Principle", D. Neeley . (SM, Apr. 99, p. 47) Everyone agrees that protection of confidential data on the Web and on company networks is essential, but a debate is raging over how that protection should be achieved.
"The Right Information at the Right Time: An Integrated Approach to Crisis Management", J. Morenz. (DR GUIDE, 1999, p. 26)
"Tracking Cargo for Keeps", T. Roepke. (SM, Nov. 99, p. 81) When this company's product became a popular target of thieves, the security team turned to GPS tracking technology.
"Traveling on Business? Safety Tips You Can't Leave Home Without", S. Graham. (SH, Vol 160, 3, p. 36)
"Turn Saboteurs into Supporters: The art of Project Management versus Science", B. Pruitt. (DRJ, Vol 12, 4, p. 84) People skills can always be improved and are essential to project management success.
"Understanding Business Interruption Coverage", R. Edington. (RM, Apr. 99, p. 61) Choosing your policy should be an exact science. Use this overview of the most common forms as your guide.
"Using Software Tools to Aid in Corporate-wide Recovery Programs", M. Avery. (DRJ, Vol 12, 2, p. 24) All organizations confront a challenge in effectively building and maintaining business continuity programs. However, those organizations creating a corporate-wide business continuity program are faced with a whole new level of complexities.
"Vicious Circles", D. Smith. (RM, Oct. Sup. 99, p. 7) Many failures crises arise from an organization's system of management and corporate culture. Without an attempt to address this incubating potential for failure, contingency plans remain futile.
"Want to Sell Safety to Management", J. Fograscher. (SH, Vol 159, 1, p. 82) True commitment will help remove obstacles, lend credibility, establish priority and give power to get things done.
"Waves of the Future", J. Conley. (RM, Jul. 99, p. 12) If the approach to risk is broadening, are today's risk managers in line to become tomorrow's enterprise risk managers?
"What are the Bare Essentials?", V. Van Gilson. (CPM, Vol 4, 7, p. 32) What is the bare minimum your business needs in order to continue operations? If your company were stripped of all of its planning and recovery apparatus, what would you need right away to get back on track?
"Who Are the People on Your Y2K Project?", V. Van Gilson. (CPM, Vol 4, 3, p. 26) Protecting business resources through the Year 2000 has required a hefty investment. Get to know the people working on your Y2K project so that your investment in them doesn’t go down the drain.
"Working the Web", W. Uttenweiler. (SM, Oct. 99, p. 75) While it's Web porn that makes the news, the Internet is replete with good resources that can help security professionals compete.
"Year 2000 Is A State of Mind", M. Simonelli. (CPM, Vol 4, 2, p. 22) Although you may not be able to do much about the ripple effect, it's better to know ahead of time whether your state’s approach to the Y2K problem.

SURVEYS

"1999 Alternative Site Survey", (DRJ, Vol 12 , 3, p. 57) Alternative site vendors who responded to our questionnaire are listed in a easy-to-read matrix form. Details about site location, hardware configurations, and communications are included.
"1999 Consultant Survey", (DRJ, Vol 12, 1, p. 60) DRJ's recent survey of consultants offers up-to-date information for DR planners
"1999 Industry Forecast", (CPM, Vol 4, 1, p. 22) Industry experts review the significant developments of 1998 and predict the future of business continuity planning for 1999.
"1999 Other Services Survey", (DRJ, Vol 12, 2, p. 58) This comprehensive survey focuses on companies who provide services other than alternative sites, software, or consulting.
"1999 PC and Mainframe Survey Results", (DRJ, Vol 12, 4, p. 73) DRJ's two most-recent surveys list some options for your DR Planning Software selection.
"The 1998 "Business Continuity and Year 2000 Effort Coordination" Survey", M. Leyden. (DRJ, Vol 12, 2, p. 34) BCP profession still faces the challenge to take advantage of this current awareness level, leverage the results of Y2K-related business impact analyses and gain enterprise commitment to an on-going business continuity program. The DRJ Conference survey tells a mixed story; a few companies have embraced this leveraging approach which will carry them into the next millennium.
"The State of Preparedness 1999", (CPM, Vol 4, Special Issue, p. 13) The third annual Contingency Planning & Management/Ernst & Young Business Continuity Planning Benchmark Survey reveals the current state of the contingency planning industry.

Y2K/YEAR 2000

"Avoiding a Date with Destiny", D. Hassett. (SM, Feb. 99, p. 87) Companies must carefully document Y2K compliance efforts and take other steps to reduce potential liability.
"Countdown to Y2K: Is Your EMS Ready?", S. Wortham. (ESC, Vol 1, 1, p. 24) Assess your organization's potential risks, test your equipment and develop effective contingency plans to minimize the odds of catching the "Y2K bug."
"Day of Reckoning", M. Moberly. (SM, Jan. 99, p. 30) Companies complacent about the security implications of Y2K may be in for a rude awakening the morning of the new millennium.
"Do Our Personal Preparations for Year 2000 Reflect Our Professional Approach?", J. Newton, R. Pattison. (DRJ, Vol 12, 4, p. 88) By the time you read this, most of the organizations we work for will be as ready as they reasonably can be to deal with computer and infrastructure failures associated with the Year 2000. We shall have looked the Millennium Beast in the eye and stared it down - at least from the corporate perspective.
"Emergency Operations at the Port of New Orleans: 2000.01.01", J. Shkor, Brett Regan Young. (DRJ, Vol 12 , 3, p. 36) For the US Coast Guard, managing the Port of New Orleans is an enormous task, without the uncertainties of Y2K. Add a host of unknowns at the end of this year, and the job of the Coast Guard seems overwhelming.
"Facing Y2K plus One", P. Slintak. (DRJ, Vol 12, 1, p. 13 ) What will happen to your company if it is too late to fix every system, or you are not certain that everything will work properly in the new millennium? If you are responsible for business continuity, then you need a contingency management plan to protect against Y2K failure.
"Innoculating Yourself Against The Y2K Bug", J. Black. (EMI, Vol 19, 2, p. 25) Most IS professionals have moved out of the "denial" phase of the Y2K problem. The only question is wether they are still in the "anger" phase or have moved on to "acceptance." With the final Year 2000 test almost upon us, is there any way to immunize our businesses against the bug that got away? There is. The vaccine is probably available right in your data center---it's automation, the ability to provide automated monitoring of applications and corrective actions.
"It's Y2K Crunch Time: Disaster Recovery Managers Looking for Effective Y2K Two Minute Drills", A. Burgess. (DRJ, Vol 12 , 3, p. 16) Most media are swallowing whole the current Y2K happy talk coming from corporations and government agencies. Information Week, for example, reported earlier this year that "There seems to be a growing consensus that Year 2000 computer problems at most major U.S. businesses will be nothing more than minor annoyances that can be easily managed."
"January 1,2000: Hello? Hello?", P. Fisher. (DRJ, Vol 12, 2, p. 22) Across the globe people dedicated to preparing for not only a century change but also a new millennium are working diligently to fix all the known glitches. Programmers are attempting to correct all computer code that relies solely on 2-digit dates in order for business process programs to continue to run even as the clock ticks its way into the new year.
"Keeping Up With the Joneses: Is Your Business Keeping Pace With Y2K Preparedness?", V. Van Gilson. (CPM, Vol 4, 1, p. 12 ) With the Year 2000 date change only one short year away, you need to be sure---now more than ever---that your company is in good company. In today's corporate environment of interdependent business processes, outsourcing, and just-in-time inventory, no matter how self-sufficient you think you are, you are never alone.
"Millennium Clashes: Who Will Pay?", M. Willard. (RM, Jan. 99, p. 25) As we near 2000, doubt concerning insurance coverage is almost outpacing the technological uncertainty. Risk managers should get the broadest possible terms and be prepared for litigation.
"One-on-One vs. Clustered Protection", R. MacCleary. (EMI, Vol 19, 2, p. 41) The magnitude of change currently being implemented to support year 2000 conversions will require companies to take steps to quickly combat the expected increase in errors that will occur. Although testing will capture many potential problems, the lack of time will cause many other items to be omitted from testing.
"Ready for the Challenge", C. Salerno. (CPM, Vol 4, 10, p. 10) With Y2K preparations at the top of the headlines and the recent explosion of e-Commerce, continuity planning is truly a field on the move. Will the issues that place BCP in the spotlight today make it a corporate priority tomorrow?
"Swatting the Expected Year 2000 Problems", P. Courtney. (EMI, Vol 19, 1, p. 45) The magnitude of change currently being implemented to support year 2000 conversions will require companies to take steps to quickly combat the expected increase in errors that will occur. Although testing will capture many potential problems, the lack of time will cause many other items to be omitted from testing.
"The Check Is In the Mail", V. Van Gilson. (CPM, Vol 4, 7, p. 10) Automatic Data Processing (ADP) has been diligently working to keep America paid in the new millennium. Here's the story of ADP's Y2K preparations.
"The Human Effect of the Year 2000 Crisis", M. Braham. (DRJ, Vol 12, 1, p. 16 ) Industry leaders tend to talk about the Year 2000 crisis as a technical problem that affects businesses throughout the world, with very little attention paid to the human element. But while the problem starts out in the computerized, date-sensitive information systems of companies around the world, the effects will ripple through every community a business touches - its suppliers, its vendors, its customers, and even its employees.
"The Last Stand: Year 2000 Contingency Planning", D. Wisniewski. (RM, Oct. Sup. 99, p. 12) Contingency planning is your last line of defense against the year 2000 problem. Preparations should have started month ago; if not, there's a lot to do.
"The Y2K Bug: The Final Curtain", C. Salerno. (CPM, Vol 4, 10, p. 30) As we face the final weeks of 1999, it seems only fitting to take one last look at the long-debated entity that is the Y2K Bug.
"The Y2K Transitional Toolbox", L. Maynes. (CPM, Vol 4, 9, p. 24) Validating the status of your computer system in terms of Y2K compliance can be accomplished via a number of tools. Here’s a brief rundown of available resources.
"This Time It's Different", M. Emery, B. Young. (DRJ, Vol 12, 2, p. 43) The new millennium's greatest threat to the enterprise is inadequate preparation based on weak and superficial risk analysis. The resultant efforts at restoring functionality and profitability will likely be ineffective.
"What You Don't Know About Your 'Fixed' Code Can Cause Y2K Disasters", A. Burgess. (DRJ, Vol 12, 2, p. 56) Disaster recovery managers must take a lead role in safeguarding against Y2K professionals who are tempted to be, shall we say, less than candid about Y2k code conversion work that's been done.
"What's in a Date? A Ground Zero Scenario", J. Newton, R. Pattison. (DRJ, Vol 12, 1, p. 12 ) With the turn of a few pages on those new 1999 calendars we note with some relief that December 31, 1999 is a Friday. How do you plan to effectively use this window of opportunity?
"When the Clock Strikes 12", E. Agnvall. (SH, Vol 159, 6, p. 26) Interview with Steven Davis, author of the Best Practices Manual for the Year 2000.
"Who Will Pay to Fix Your Year 2000 Problem?", J. Spievack. (RM, Oct. 99, p. 25) Is the money your company spent on millennium bug repairs covered by your insurance policy? The author argues the answer is clearly yes.
"Y2K Contingency Planning: Preparing for the Inevitable", E. Severs. (CPM, Vol 4, 6, p. 23) Never before has contingency planning taken on such global relevance, for never before have all computer users had to deal with the same glitch at the same time. The inevitable Year 2000 computer problem represents the single largest risk to business and government in history.
"Y2K Countdown", P. Kirvan. (DR GUIDE, 1999, p. 47)
"Y2K Crisis Communications: Are You Prepared?", J. Newton, B. Mindszenthy & R. Pattison. (DRJ, Vol 12 , 3, p. 94) What is often difficult to imagine, let alone believe, is that suprisingly few organizations are really prepared for a crisis - even a Y2K crisis. The reality is that every organization will have at least one major crisis during its lifespan, and it will not be handled very well. If your organization is hit, are you prepared? Do you know what to say and how to communicate with your stakeholders?
"Y2K Myth, Contingency Planners, and Reality", N. Koehler. (DRJ, Vol 12 , 3, p. 23) The biggest Y2K myth I hear, even today, is that by declaring a disaster on the dawn of a new millennium, a company can buy some time to fix any significant date related problem(s) they may have.
"Y2K Preparedness Predictions", M. Simonelli. (CPM, Vol 4, 8, p. 34) The technological forecast for the new millennium calls for everything from the mild sunshine of business as usual to the wild weather events of a breakdown in infrastructure. Will Y2K problems come as a drizzle or a downpour for businesses? No one can say, but you'd better bring an umbrella just in case.
"Y2K Recovery: Will the People Be Ready?", D. Saracco, L. Marshall. (DRJ, Vol 12, 2, p. 20) The focus of preparation for the arrival of the Millennium bug has been on technology. It is, after all, a technology problem. As the millennium "hot dates" approach, however, the realization has dawned that technological fixes will not be enough to handle the crisis.
"Y2K: Countdown to Disaster?", S. Wortham. (SH, Vol 159, 4, p. 34)
"Y2K: Don't Let Year 2000 Lawsuits Knock You Out", M. Simonelli. (CPM, Vol 4, 7, p. 28) Just when you thought your Y2K project was drawing to a close, your customers and your suppliers are telling you that your solution wasn't good enough. Instead of going on a well-deserved vacation, you may spend 2000 defending the past few years' work in court.
"Year 2000: Can Utilities Keep the Power On?", S. Mullen. (CPM, Vol 4, 5, p. 26) Your well-written Y2K contingency plans probably take one thing for granted: the availability of power. Loss of electric service translates into safety and financial risks. Do you have a backup plan?
"Year 2000: The Nature of the Beast", J. Newton, R. Pattison. (DRJ, Vol 12, 2, p. 42) Probably the biggest challenge facing those of us trying to develop contingency plans for the Millennium roll-over - and other critical dates - is understanding the nature of what we are facing. Everyone is familiar with the cause, but most of us are desperately trying to predict the effect.