|March 26, 1999||Volume 6, Number 13|
Y2K contingency planning process underway
With the bulk of data collection and assessment completed, the focus of the Y2K Project has shifted to the contingency planning process.
Bob Eaton, project manager, says this initiative will "ensure that organizational units are prepared for potential Year 2000-related incidents."
Later this month, a Contingency Planning team will be formed. Its members will be identifing appropriate contacts to initiate unit-level planning.
"All organizational units will be asked to provide contingency plans to address the potential failure of 'critical' items," says Eaton.
Documentation, including templates, benchmarks, sample scenarios, and suggested strategies, will be provided to assist units in this process. Further assistance will be available from the Contingency Planning team through consultations, presentations, and meetings, as required.
Information and updates will be provided through regular mail-outs to unit contacts and through the Y2K web site (www.usask.ca/y2k/).
The Contingency Planning team will also address institution-wide risks, including utility failure and network outage. Members of this team from Facilities Management will develop a comprehensive contingency plan for potential large-scale failures, such as a power outage.
Individual units, however, will be expected to consider the potential effects of such failures on their functionality, and outline ways in which these situations could be addressed.
Nowell Seaman, director of Insurance Services and Contingency Planning team leader, says that "although Year 2000 poses a number of unique challenges for units, general contingency planning is an essential component of prudent management."
As such, issues and solutions developed for Y2K-related problems can be expanded into overall plans to ensure unit functionality in the event of other emergency situations. While some plans will be relatively simple, others may require detailed strategies for appropriate unit action.
The completion of the contingency planning process, scheduled for September 1, 1999, will result in two valuable resources: a list of risks (to be used for future risk assessment and business analysis of the institution) and a set of contingency plans (to be referenced for institution-wide and unit-specific Y2K emergencies).
Through extensive collaboration with unit representatives across campus, Eaton says the Task Force continues to make notable progress in its inventory and assessment of 'critical' items. About 85% of the non-compliant items have been identified, with 80% of the remediation plans and cost estimates determined.
At the organizational unit level, close to 90% of desktop data and research/college/unit applications and equipment data has been collected and reviewed. To date, the University has estimated Y2K-related costs for the University at $10 million, including requested funds and contributed resources. (See related story.)
For more information, contact Bob Eaton, Y2K Project Manager, at -4854 or at email@example.com
- Corinne Szwydky
For further information, visit the web site or contact firstname.lastname@example.org
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