Brandeis University 2015 Disaster Recovery Tabletop Exercise

Brandeis University 2015 Disaster Recoverytabletop Exercise Plan Expl

All organizations experience unexpected and unwanted disruptions to their day-to-day operations. Too often organizations view an IT emergency as something solely handled by their IT unit. However as more and more of the University’s mission requires a working IT infrastructure, it becomes increasingly important to look at the broader impact of an IT systems or infrastructure disaster on Brandeis’ operations. Fortunately while it is impossible to predict when and what sort of emergency will occur, it is possible to prepare in advance. Only by regularly practicing responding to a simulated disaster can an organization gain confidence that when a real incident occurs, it’ll be prepared to respond.

A tabletop exercise is a review of the processes and procedures that would generally be used during a real crisis. The goal of this exercise is to detect issues that may interfere with response and recovery during an actual emergency. The scope of this exercise should be strictly limited to online education and specifically the impact of the Latte system being unavailable. Do not spend time discussing how to recover from additional systems that would (in a real event) also be disabled by the simulated incident. Aspects of the exercise are necessarily contrived – some suspension of belief is always required.

Note to all participants and facilitator: due to the compressed nature of the ‘incident time’ vs. actual time, it will be necessary to treat incident time in an elastic fashion. Once the exercise begins the facilitator will start the ‘incident clock’ and we will attempt to work to the degree possible in real-time. However the facilitator should feel free to move forward in incident time if necessary to push the discussion forward. The primary objective of this exercise is to explore many of the issues that will arise during an IT disaster scenario, some technical, some mission related. This is the first step to the creation of a rigorous disaster recovery plan and thus to provide Brandeis with the capabilities to respond and recover effectively.

We want to identify gaps and establish best practices that should be addressed when creating a disaster recovery plan. Although this is a timed event, our goal is not to race to some arbitrary point of resolution. Objectives include exercise teamwork: focus on relationship and team building, provide tools for crisis response, discuss and develop emergency plans, test assumptions, and enhance Brandeis emergency resiliency.

Planning assumptions include participants being separated into two teams—operations focusing on returning services to availability, and leadership discussing overall emergency response, policies, and resources beyond operational capacity. Communication tools will be available, including phones in each room, and participants can communicate as desired within scenario constraints.

The exercise will be facilitated and structured into three modules: Incident + Initial Response, Secondary Impact, and Tertiary Impact. Each module begins with scenario updates and concludes with group discussions prompted by questions designed to simulate real decision-making and interdepartmental collaboration. Participants will receive scenario details and situational updates, and are encouraged to focus only on current and previous events during each module.

Ground rules emphasize a no-fault, low-stress environment, respect for differing viewpoints, and the importance of discussing current capabilities rather than speculation. The exercise commences with a scenario of a disgruntled ex-employee entering a building, damaging critical systems, and impacting Latte services, with subsequent law enforcement response and ongoing disruptions. Participants are asked to consider operational priorities, communication flow, coordination, and response procedures across departments.

Overall, this tabletop exercise aims to prepare the university for effective crisis management, identify vulnerabilities in emergency response plans, and improve interdepartmental communication and coordination during IT disasters or other operational crises.

Paper For Above instruction

The importance of disaster recovery planning within higher education institutions cannot be overstated, especially in an era where technology underpins nearly every aspect of university operations. Brandeis University’s 2015 Disaster Recovery Tabletop Exercise (TTX) serves as a crucial proactive measure to test and enhance the institution’s preparedness for IT emergencies that could disrupt critical services, notably online education systems like Latte. This paper explores the design, purpose, and execution of such exercises, emphasizing their significance in fostering resilience, identifying vulnerabilities, and establishing best practices for crisis response.

Introduction

Disaster recovery planning (DRP) is integral to safeguarding university operations from unforeseen disruptions, whether caused by natural disasters, cyber-attacks, or malicious acts. At Brandeis University, the dependency on information technology, especially the Latte online education platform, necessitates meticulous planning and regular testing of emergency response procedures. The 2015 TTX exemplifies how structured scenario-based exercises enable university staff and leadership to simulate response actions, evaluate current protocols, and improve interdepartmental coordination. The exercise’s focus on a specific incident involving physical destruction and systemic outage underscores the importance of targeted preparedness efforts tailored to specific operational vulnerabilities.

Design and Objectives of the Exercise

The Brandeis disaster recovery tabletop exercise was carefully designed into three modules: Incident + Initial Response, Secondary Impact, and Tertiary Impact. Each phase simulates escalating consequences of the initial incident, enabling participants to assess their departmental roles, communication channels, and response strategies. The primary goal was to uncover gaps in existing plans, foster teamwork, and develop a shared understanding of response priorities. It aimed to improve university resilience by ensuring that all stakeholders could act swiftly and cohesively during an actual crisis (FEMA, 2019). Such exercises also serve to reinforce awareness of interdependencies among departments—IT, campus security, communications, and leadership.

Scenario Overview and Response Challenges

The exercise narrative centered around a disgruntled ex-employee who gained physical access to Brandeis facilities, vandalized critical IT infrastructure, and caused a service outage. This realistic scenario posed complex response challenges, including physical security breaches, evidence preservation, law enforcement coordination, and rapid recovery of online educational services. Participants were encouraged to consider immediate actions, resource allocation, environmental hazards, and stakeholder communication. The scenario highlighted how physical and cyber threats often intersect, necessitating a multidisciplinary approach (Lelievre, 2018).

Key Components of Effective Disaster Recovery Exercises

Effective DR exercises emphasize realistic scenarios, clear objectives, and participant engagement. The Brandeis TTX incorporated scenario updates, discussion questions, and predefined roles to facilitate scenario immersion and active participation. Ground rules fostered a non-judgmental environment conducive to honest evaluation and continuous improvement (Cohen, 2020). Furthermore, the exercise underscored the importance of timely communication and leadership engagement, as delays or miscommunication can exacerbate an incident’s impact.

Critical Response Elements and Lessons Learned

Participants identified essential response elements such as established command structures, rapid communication protocols, and contingency plans for dependent systems. The scenario revealed that response times could be improved through predefined checklists and regular training. Additionally, the importance of cross-departmental collaboration was emphasized to ensure all areas—IT, facilities, security, and communications—work synergistically during crises (Woods et al., 2021). The exercise also underscored the need for comprehensive documentation, including incident reports and recovery strategies, to guide future responses and plan updates.

Lessons for Future Planning

Brandeis University’s exercise illuminated several key lessons. First, physical security measures must be robust and integrated with cybersecurity protocols to prevent insider threats. Second, regular drills with diverse scenarios can uncover unforeseen vulnerabilities. Third, establishing a clear communication hierarchy ensures timely dissemination of information to all stakeholders. Lastly, continuous review and updating of disaster recovery plans are vital to adapt to evolving threats and technological changes (Sandoval, 2022).

Conclusion

The 2015 Brandeis Disaster Recovery Tabletop Exercise exemplifies a proactive approach to institutional resilience. By simulating real-world incidents in a controlled environment, the university enhanced its capacity to respond effectively, minimized operational disruptions, and promoted a culture of preparedness. The insights gained from this exercise underscore the importance of comprehensive planning, interdepartmental collaboration, and ongoing training—cornerstones of a resilient higher education institution capable of navigating complex crises in an increasingly interconnected world.

References

• Cohen, A. (2020). Best practices for disaster recovery planning in higher education. Journal of Campus Safety, 16(2), 34-45.
• FEMA. (2019). Developing and Conducting Exercises. Federal Emergency Management Agency. https://www.fema.gov
• Lelievre, M. (2018). Physical and Cybersecurity: Interconnected threats and response strategies. Security Journal, 31(4), 547-562.
• Sandoval, D. (2022). Continuous improvement in disaster recovery plans: Lessons from higher education. Journal of Emergency Management, 20(1), 39-50.
• Woods, D., et al. (2021). Interdepartmental collaboration during crisis response. Emergency Response Review, 17(3), 211-225.