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There is a noticeable confusion in the literature between Business Continuity Planning (BCP) and Disaster Recovery Planning (DRP). The two expressions are very often used interchangeably especially when it comes to their application. In this paper, the differences between business continuity and disaster recovery are discussed. The disaster management cycle is also addressed in order to highlight the importance of having plans before, during and after the occurrence of an incident.

A review of the extant literature on business continuity and disaster recovery was made. A number of different views were then presented in order to provide a better understanding of the two concepts and their potential overlap/connection. The literature review was conducted in 2020 using a variety of academic resources ranging from journal articles to text books and credible Internet websites. Relevant journal articles were obtained from two primary databases: Emerald Insight and EBSCOhost. Keywords, such as DRP, continuity, disruption and BCP, were mainly used to facilitate the search for these resources and other related material.

Reviewing the literature revealed that BCP and DRP are not the same. Yet, they are used interchangeably very often in the literature. This indicates a possible relationship/overlap between the two. The relationship between BCP and DRP can be viewed from a variety of perspectives, which altogether provide a better understanding of their purposes and application.

On top of the need to differentiate between business continuity and disaster recovery, the widespread impact of the current COVID-19 crisis, especially on businesses and supply chains, has unfolded the necessity to deal with business disruptions in all their forms and the significance of quick and effective recovery. This research clarifies the purpose of BCP and the purpose of DRP and their role in combating impacts of disruptive incidents on businesses and organizations.

BCP and DRP are discussed extensively in the literature. Yet, few studies attempted to address the precise functions of the two resulting in an obvious confusion between their meaning and purpose which subsequently reduced the uniqueness of their application and the uniqueness of the application of each. Only a small minority of practitioners and academics recognise the precise differences between the two. This study aims at clarifying this misconception to a wider set of readers and interested parties.

Discusses the formulation of a business recovery plan. As a starting point, presents the business recovery timeline model. Gives a framework of components to be considered in a business continuity project planning process, i.e. a risk reduction programme.

States that for business recovery planning to be successful, more than just a business recovery plan should be produced. Proposes that testing and training are just as important as the plan itself. Addresses three key areas: the plan and its importance; what else is needed to manage a disaster; and what is gained by testing and training. Concludes that an extensive programme of testing and training will prepare an organization for almost any contingency.

The 11 September tragedy in the USA has provided a wake up call to remind businesses of the need for adequate disaster recovery and business continuity planning. A business continuity plan must be comprehensive and up to date. This paper outlines the key content of such a plan and the issues to be addressed in drawing one up to ensure it meets real business recovery needs. Continues the plan through to the actions needed to handle an actual emergency.

The purpose of this paper is to address the problems associated with informatics and analytics projects that are developed in an “organic” manner. As such, this often circumvents formal project management principles and practices. The decision to do this is determined by organizational factors; however, even in an informal environment, ensuring that adequate disaster recovery and business continuity plans are in place for all mission-critical applications is vital to ensure the long-term survival prospects of an organization in the event of a disaster.

By adapting the principles and techniques of traditional disaster recovery and business continuity planning, an informatician can develop plans that integrate the requirements of their projects into a larger, organization-wide plan to recover from incidents and ensure continuity of business operations.

The use of disaster recovery planning and business continuity planning can help ensure the long-term viability of informatics and analytics projects within an organization.

Most business continuity planning is focused on projects that are formally developed and relatively large in scale. This paper applies these principles and practices to informatics and analytics projects that are developed informally and managed casually. Thorough an example, the point that more traditional disaster recovery and continuity practices can and should be applied in this less-formal environment is demonstrated.

The purpose of this paper is to provide an overview of disaster recovery and contingency planning for digital library systems.

Using best practices, the paper develops a context for developing business continuity and disaster recovery plans.

Business continuity planning and disaster recovery are important components of digital library system planning. Two out of five organizations that incur a major disaster event are unable to permanently recover, but by developing a continuity and recovery plan in advance, libraries can greatly increase the likelihood of long‐term recovery of institutional resources.

This paper will be of interest to systems developers and managers, as well as senior library management, who need to plan for unexpected organizational disruption. The paper provides a context and outline for developing a business continuity and disaster recovery plan.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.