Office 2007 In Business Continuity Whitepaper: Microsoft Corporation

Microsoft Office 2007: A Platform for
Business Continuity
Secure, efficient collaboration to better prepare,
respond, and recover
White Paper
Published: June 2008
For the latest information, please see www.microsoft.com/peopleready

Contents
Introduction .................................................................................................................................1

Defining BCM ..............................................................................................................................2
Why Engage in BCM? ............................................................................................................2
Recent History ........................................................................................................................3

The 2007 Office System Supports Best Practices for BCPs ......................................................5
Scenario 1: Creating the BCP ................................................................................................7
Scenario 2: Ensuring Continuous Customer Care .................................................................8
Scenario 3: Ensuring Business Continuity in the Oil and Gas Industry .................................9
Scenario 4: Ensuring Business Continuity in the Supply Chain .......................................... 11
Scenario 5: Ensuring Communications During a Disaster .................................................. 11

Conclusion ............................................................................................................................... 13

Introduction
Business continuity management (BCM) in companies across all industries and sectors has
important implications for the health and well being of the economy and the people who drive
it. Potentially, all business activity is subject to disruption. While catastrophic events like
hurricanes or acts of war dominate the headlines, planned maintenance events and
unplanned business disruptions inevitably occur in all sectors of the economy. In fact, more
than 90 percent of business-threatening incidents are never reported.
At the same time, management and executives are realizing that choosing the right
technology platform for BCM and for creating business continuity plans (BCPs) is a critical
success factor in an organization’s overall health.
This paper provides a definition and overview of BCM and the business case for engaging in
BCM for organizations across many different sectors. It describes the emergence of best
practices and discusses how the 2007 Microsoft® Office system—an integrated system of
programs, servers, and services—supports those best practices as a cost-effective, integrated
platform for BCM. The paper concludes with a series of real-world examples that demonstrate
the applicability of the 2007 Office system in a wide variety of use case scenarios.

Microsoft Office 2007 – A Platform for Business Continuity 1

Defining BCM
The purpose of business continuity management (BCM) is to ensure a corporation’s resilience
to business disruptions, either planned or unplanned, by identifying in advance those events
that will negatively affect its ability to achieve its key objectives. These objectives will vary
from organization to organization, but two key elements include:

 Incorporating an element of proactive risk mitigation. Risk management is the
ongoing process of assessing predefined, acceptable levels of risk to the business by
monitoring mission-critical business processes to ensure they do not exceed those
levels of risk.

 Involving groups from many departments and hierarchical levels across the
organization. BCM is a holistic management process that reaches from senior
management to line workers, and across all divisions, sites and vendors.

BCM is a holistic strategy, and its success rests on widespread endorsement. BCM enables
the organization to continue to deliver on a predefined level of services and goods during a
wide variety of business disruptions, including those that may not meet the definition of a
disaster. In general, BCM safeguards the corporation from any damage to its reputation and
its economic viability at all times.
As a key element of BCM, a business continuity plan (BCP) is a documented collection of
plans and procedures that is developed and maintained for use before, during, and after a
planned or unplanned business disruption at varying levels of severity. As such, it is more
than a disaster recovery plan, which focuses on a set of procedures around restoring a
company’s ability to provide its goods and services during and after a business disruption.
Disaster recovery plans often focus on separate departments.

Why Engage in BCM?
Although research shows that 75 percent of companies in the United States have no
experience with disasters, there are many compelling reasons for creating a business
continuity plan (BCP):

 You may be required by law to set up a disaster recovery plan.

 Your business can fail if you do not properly plan how to recover from disaster.

 Proper planning protects your directors from liability and your investors from financial
loss.

 Disasters are a very real risk to the operation of your business.

According to a popular 2007 business continuity study:

 Nearly 25 percent of those surveyed say their company has suffered from a disaster.

 Of companies that suffered from a disaster, 12 percent lost less than $100,000 a day,
3 percent lost $100,000 to $500,000 a day, and 1 percent lost more than $1 million
per day.

Another recent study reveals that more than 60 percent of businesses that lose their computer
data, and that do not have adequate backup, go out of business.


Today, the Sarbanes-Oxley Act strongly encourages all publicly traded companies to develop
a BCP. In fact, organizations across all industries face increasing pressure to conform to
regulations that protect themselves and their management from liability, and protect their
investors from financial loss. Some of these regulations include:

 The Health Insurance Portability and Accountability Act (HIPAA) in the medical
sector.

 FFIEC FIL-67-67 for the financial services and banking sector. For example, financial
institutions examined by the FFIEC must rewrite their pandemic responses to deal
with the possibility of extended 40 percent peak absentee rates.

 SEC regulations for public companies.

 Consumer Credit Protection Act (CCPA) section 2001 Title IX for e-commerce
transactions.

 A new, independent standard for BCP called BS 25999, released in December 2006
by the British Standards Institute. This standard applies to organizations across all
industry sectors and of all types, sizes, and missions, whether governmental or
private, profit or nonprofit.

 Sarbanes-Oxley Act – 2002.

Business continuity planning is now seen as a priority by more than 69 percent of IT
executives in the United States. Similarly, a recent survey reports that 56 percent of 1,017 IT
decision makers at North American and European enterprises said purchasing or upgrading
disaster recovery capabilities is either a critical or important priority during the next 12 months.
Analyst groups also report a growing recognition of the competitive advantage of emergency
preparedness, crisis management, business continuity, and business resiliency.

Recent History
The evolution of business continuity management (BCM) among corporations indicates a
growing reliance on IT. Originally, most companies limited the scope of BCM activities to
within the IT department. These activities concentrated on ensuring data replication, a service
provided by commercial, alternate site providers. These providers promised to maintain a
company’s critical systems somewhere other than the headquarters or data center. This
approach focused on worst-case scenarios. However, with a move away from mainframes,
and the rise of application-specific, less-expensive servers and decentralized computing,
companies began to reevaluate their BCM practices. They wondered whether it was a good
strategy to spend their business continuity budget on worst-case scenarios that meet
1
regulatory requirements but paid little attention to the rest of the business.
Companies began to realize that in planning for the statistically improbable worst-case
scenario, they might be overlooking far more likely, but less severe, business interruption
scenarios. In fact, if a company plans only for the worst case scenario, it will miss some very
2
important goals of BCM:

 To mitigate the risk of a less severe, but more likely, business disruption.

Kathleen Lucey FBCI, ―Why BC for SMEs Should be Different,‖ Continuity, Vol. 9 Issue 2
1

2
Ibid.


 To manage and monitor conditions identified as critical thresholds to the health of a
business.

 To help prepare for, and correct, those critical thresholds before they cause a
disruption.

Today, BCM is expanding beyond IT disaster recovery to include maintaining and restoring
mission-critical business processes, personnel, and facilities. The goal is to ensure
emergency preparedness and business resiliency. BCM has been broadened to include six
major components:

 Risk management and mitigation

 IT disaster recovery

 Business recovery

 Business resumption

 Contingency planning

 Crisis management

In fact, according to some research, many corporations today are extending their security
programs to focus more on addressing business risk issues than on responding to tactical
security events.
There are a number of reasons for this. While September 11 and Hurricane Katrina were
high-profile events that threw disaster recovery into the limelight, behind the scenes
organizations have faced their own crises that involved failures in information management,
communication, and collaboration systems. As IT continues to play a critical role for
information workers to perform the communication, collaboration, and information
management processes that constitute everyday business, companies are realizing their
value. We have moved into a new world of work, where IT is critical to an organization’s
success in managing overwhelming streams of information in an always-on, always-
connected digital work environment. Rather than simply focusing on saving the data center in
a crisis, organizations are paying more attention to maintaining their communication and
collaboration technologies in a wide variety of scenarios.


The 2007 Office System Supports Best Practices for
BCPs
Out of this brief summary, several key requirements emerge that are important best practices
for choosing a technology platform that supports business continuity management (BCM). In
order to succeed, BCM in general—and business continuity plans (BCPs) in particular—need
to have broad visibility across business units. If a company chooses widespread, user-friendly
technologies for people across the organization to use when creating and executing BCPs,
this helps democratize the concept of BCM throughout the organization. The 2007 Microsoft®
Office system client programs are well suited for BCM initiatives because they are familiar,
cost-effective, easy to use, integrated, and flexible. Many organizations are already turning
the 2007 Office system client programs to amplify the impact of their employees to:

 Drive individual productivity.

 Work together more effectively.

 Get more value out of business information.

 Manage content and streamline processes.

If an organization positions BCM as an integral, necessary component of doing business on
the same level as, for example, performing inventory management or developing marketing
strategies, the company can expect these benefits to apply to BCM as well. The 2007 Office
system offers people-ready client software that supports business continuity planning needs:

 Microsoft Office Word 2007: Staff can assemble BCP documents by using new
building block features that provide predefined content for quick assembly. They can
choose to share documents in either Portable Document Format (PDF) or XML Paper
Specification (XPS) without third-party tools to include vendors that might not be on
the same technology platform.

 Microsoft Open XML Format: Employees can use this for risk mitigation. The new
Office XML Formats enable better data integration with back-end systems, so staff
can easily monitor the health of enterprise business systems by using Office Word
2007 or Microsoft Office Excel® 2007 spreadsheet software.

 Excel Services: Staff can use, share, secure, and manage Office Excel 2007
workbooks as interactive reports over the Web to collaborate with consultants or
partners in remote locations while developing BCPs, monitoring complex business
processes, or exchanging information during a planned or unplanned event. This
information can be often be leveraged as valuable business intelligence, and
integrates seamlessly with Office Excel 2007 for local analysis and delivery.

 Microsoft Office InfoPath® 2007 information gathering program: Staff can use
Office InfoPath 2007 to build flexible electronic forms to efficiently gather information
from different business systems while developing BCPs. They can also create simple
forms and templates for common tasks within BCM, such as after-incident review and
analysis. An effective, usable BCP should be simple and easy to execute under times
of stress. Staff can create automated workflows by using Office InfoPath 2007
electronic forms and Microsoft Office SharePoint® Server 2007 to automate and
simplify workflows within their BCPs.


 Microsoft Office Communicator 2007: Staff can use this unified communications
client to reach people in different locations during an event when flexibility in
communications is key to achieving a coordinated response among distributed
parties. They can choose from instant messaging (IM), voice, and video. Integration
with programs across the 2007 Microsoft Office system—including Word, Excel,
Microsoft Office PowerPoint® 2007, Microsoft Office OneNote® 2007, Microsoft Office
Groove® 2007, and SharePoint Server—gives staff many different ways to
communicate with each other via a consistent and simple user experience.

 Microsoft Office Outlook® 2007: With a new emphasis on mobility and anywhere,
anytime information access and unified messaging capabilities, Office Outlook 2007
and Microsoft Exchange Server 2007 provide a powerful collaboration platform for
BCM. Staff can take advantage of their combined benefits for secure collaboration
and multiple messaging approaches—including e-mail, IM, and integrated voice and
video—to keep communication and collaboration channels open before, during, and
after an event. The 2007 Office system programs offer new levels of coordinated
communications and collaboration through capabilities such as:

o Corporate-wide unified messaging using Exchange Server 2007.

o Secure communications linking people through IM.

o Presence awareness, phone, voice, video and Web conferencing using
Microsoft Office Communications Server and Microsoft Office Communicator
2007.

 Microsoft Office Groove 2007: During an event, people can use Office Groove 2007
to work together in dynamic teams that can collaborate securely outside the corporate
firewall and in situations of unpredictable network access, whether they are
connected to the corporate network or not. Because all Office Groove 2007
workspaces and tools are stored on a user’s portable computer, people can continue
to work even if Internet connectivity is unavailable, syncing up to the network
whenever they find a hotspot.

Microsoft Office SharePoint Server 2007 plays a key supporting role with BCM. Office
SharePoint Server 2007 provides integrated enterprise-class capabilities to improve
organizational effectiveness by connecting people, processes, and information across
boundaries.
Seamless integration between the 2007 Office system client programs and servers, such as
Office SharePoint Server 2007, means that information workers have a powerful, self-serve
collaboration environment that supports workflow-enabled document review, managed reports
distribution, and structured information accessible when and where it’s needed. These are key
aspects of creating and executing any BCP. Multichannel message dissemination facilitates
an integrated stance on crisis situations and reaches a company’s wide range of key
3
stakeholders.
Integration between the 2007 Office system programs and back-end server-based business
processes, databases, and line-of-business processes means that every department can
create BCPs that use the same technologies as the rest of the organization. For example,
Microsoft Office Excel Services that interface with Microsoft SQL Server® 2008 Reporting
Services, or Microsoft Office InfoPath 2007 forms that use Web services to automatically
update data stored in a line-of-business application, can be used in a wide variety of
scenarios. All of these integrated features and functionality support secure corporatewide
3
COMMUNICATIONS EXECUTIVE COUNCIL, MARCH 2006, Primary Brief, www.cec.executiveboard.com


communications and access to important information before, during, and after a business
disruption.
Using the 2007 Office system servers, programs, and services, people are working smarter
and harder and collaborating better to develop BCM that exemplifies the following best
practices:

 Applies to the entire organization through an integrated approach to response.

 Addresses a broad spectrum of business disruptions, planned and unplanned.

 Addresses a wide range of disruption severity levels.

 Acknowledges the importance of maintaining the communication, collaboration, and
information management needs of information workers.

A BCP created by using familiar, common desktop programs tools not only drives adoption,
but assures the plan’s usefulness during an event. Employees will balk at learning a new set
of tools to handle disruptive events, compromising the efficiency of their response.
The following use case scenarios illustrate the value that the 2007 Office system brings to the
table for proactive BCM.

Scenario 1: Creating the BCP
Many organizations are already using the 2007 Microsoft Office system to create BCPs. All
employees can therefore take advantage of these same technologies to actually carry out a
BCP should an event occur. Using familiar 2007 Office system programs to respond and
recover from an event enables everyone to focus on what they need to do, rather than on
learning new tools. It is also more cost-effective to take advantage of the tools you already
own instead of purchasing stand-alone solutions that do not integrate across the company.
To mitigate risks, companies spend a lot of time performing business analysis across the
organization to document each division’s dependences on both technology systems and other
departments. That information is stored in databases where it has to be available for analysis
and for sharing across the organization as plans are developed to deal with different groups’
vulnerabilities. With the 2007 Office system release, staff can take advantage of Microsoft
SQL Server 2005 Data Mining Add-Ins for Office 2007 to perform advanced analysis directly
in Office Excel 2007. Staffers can then use Excel Services to share Excel workbooks on
Office SharePoint Server 2007 portals. And, by using Excel Services, remote teammates or
partners can view live, interactive workbooks by using only their browser.
Choosing a platform that is ubiquitous and widely supported throughout the organization so
employees don’t have to be trained to collect, analyze, and share data to create a BCP saves
time and money. If a company wants to ensure a common consensus on using BCP plans
across the organization, Microsoft Office technologies offer all of the requisite data analysis,
communication, collaboration, and information presentation needs that people require to build
their BCPs right on their desktop. By leveraging these same tools and technologies
organization-wide to build PCPs, these plans can be endorsed and embraced more readily on
a company-wide basis: a prerequisite for their success should a disruptive incident occur.


Scenario 2: Ensuring Continuous Customer Care
The call centers for the customer care program of a large, multinational corporation are
located all over the world and are subject to disruptions from events outside of their control.
The corporation has a small business continuity team responsible for maintaining
uninterrupted customer service around the globe, but the team is well prepared for business
disruption scenarios in customer care. IT has developed a Microsoft Office-based series of
BCPs that address scenarios that range from ―location unavailable‖ to ―tools unavailable‖ to
―network unavailable.‖
In addition, this company has taken advantage of the fact that many Microsoft partners are
developing additional solutions by using Microsoft Office-based technologies to augment a
corporation’s BCP. In this case, the company chose a partner solution called E•SPONDER
from Convergence Communications that focuses on incident management response and
helps to automate the creation of call trees. Based on the 2007 Office system, the solution
integrated seamlessly into the Office SharePoint Server workflows already included in the
company’s BCP. Within the E•SPONDER solution, staff can use Office InfoPath 2007 to
develop and deliver the forms for information gathering, and they can write documents by
using Office Word 2007 or analyze data by using Office Excel 2007.
When the business continuity team learned of an upcoming transport strike in one location,
they looked at their BCP for a scenario called ―people unavailable‖ and began to put the plan
into action. The team knew the strike would last approximately 12 hours, so they posted
Office Word 2007 strategy documents to an Office SharePoint Server 2007 site to
communicate their plans to the 1,000 affected engineers, so the engineers could make
alternate plans to get to work. They used IM, e-mail, and phone conferencing with duty
managers to ensure the managers were on track with staffing arrangements. Each duty
manager took charge of their piece of the business, communicating out to the engineers via
mobile phone, IM, and e-mail to make sure people came in a day early and found hotels near
the call center to stay overnight. During the event, they relied on Microsoft Exchange and
Office Communicator 2007 to send out notifications. They also kept log notes on the Office
SharePoint Server 2007 site. Duty managers shared their experiences with each other on
their own SharePoint sites, and these were useful for after-incident reviews.
In the end, the company was able to staff the call
Fact: …companies center adequately and there was no disruption to
service. Microsoft Office programs such as Office
are prioritizing Outlook 2007 and Office Communicator 2007,
customer-facing IT integrated with Exchange Server 2007, worked well
services — customer because they supported a distributed response within
support, e-mail and a collaborative, organized environment. While still
phone systems — in enforcing a top-down hierarchy, the BCP plan
their business continuity included leeway for the duty managers to take their
plans. Only corporate local knowledge dealing with a political situation and
financial systems tweak the plans according to their expertise. The
received 1a higher duty managers used the same Microsoft Office
ranking. programs to communicate with their engineers as
they did to report back on their situation so everyone
was aware of what was going on.
In fact, the event management process where people use Microsoft Office servers, programs
and services is a key element of all of the BCP plans for this customer care organization.
While the company has built redundancy into its physical network and invested in resilient,
fault-tolerant network applications and systems, the fact remains that it is the Microsoft Office-
based, event management component of the plan where people need to communicate and
collaborate that is essential to mitigate business impact during an event.


Figure 1: SharePoint-based Business Continuity Portal for managing
processes and information.

Scenario 3: Ensuring Business Continuity in the Oil and Gas Industry
A multinational oil corporation has to perform a routine well work-over. This is part of routine
maintenance for oil companies; however, it does impact the company’s production because
the well has to be shut down for a period of time. The company uses Office Excel 2007, Excel
Services, and Office InfoPath 2007 to not only execute the well work-over, but also to perform
key process equipment monitoring to assess, for example, when vibrations on a compressor
are approaching abnormally high levels. Engineers and operators out in the field are
constantly monitoring wells, evaluating flow rates, temperatures, and other operational data.
They use Office SharePoint Server 2007 sites along with Office Communicator 2007 and
VoIP capabilities to collaborate in real time over large geographical distances, making
decisions about when to intervene and how to mitigate the impact to the business.
When production declines to the point that a well work-over is scheduled, engineers access
and share Office Word 2007 engineering documents and Office Excel 2007 spreadsheets
using an Office SharePoint Server 2007 portal to manage this planned business incident. In
this case, sand has infiltrated the well bore in an oil rig in the Gulf of Mexico and the company
has to stop production to set up a rig over the well and send sand-screens down the bore to
clean it out. This requires collaboration among engineers and third-party equipment and
service providers. Large numbers of documents, drawings, calculations, permits, and
modeling designs are generated, shared, and stored before, during, and after a typical 6-week
well work-over at a cost of about a quarter of a million dollars.
It’s in the company’s best interest to achieve a speedy and efficient well work-over, so it uses
a Microsoft Office-based BCP to ensure a quick return to business as usual. The managing
engineer sets up an Office Groove 2007 workspace for all required participants in the
process, and exports necessary documentation from existing document libraries on an Office
SharePoint Server 2007 site. He doesn’t have to worry about setting up security for third-party
access to internal systems. Inside the Office Groove 2007 workspace, people can check
documents in and out. Office Groove 2007 automatically updates all changes to the
documents, facilitating communication and collaboration among virtual teams. During the
work-over, people used Live Meeting and Office Communicator 2007 to connect with experts
and collaborate online. Six weeks later, when the work-over is complete, the site can be
disbanded and all pertinent documentation is checked back into a permanent Office
SharePoint Server 2007 repository behind the corporate firewall.


The 2007 Office system at this oil corporation supports a whole continuum of scenarios that
range from monitoring the business to mitigating the impact of routine maintenance to
extraordinary events, like a well blow out. The level of severity of the business incident
becomes less important, because the response mechanisms for all are based on familiar,
everyday tools.
This oil and gas corporation also chose the 2007 Microsoft Office system as a foundation for
its BCM practices because the platform easily adapts to the complex, highly collaborative,
document-centric nature of its business. A typical set of books for a refinery is 30 feet long.
Every drawing, every calculation, every nut and bolt on a well is documented, approved, and
stamped. All papers are routed through complex document versioning and collaboration, all
according to regulations. With this much documentation around, it is not unheard-of to lose
valuable business information. For example, a set of books documenting field research for a
new well compiled by teams of engineers in the field and containing logs for well planning
represents a $10 million dollar investment for an oil company. Now that more and more oil
and gas companies are digitizing their documentation, they are using Office SharePoint
Server 2007 enterprise search as an important tool to protect themselves from the loss of
valuable information and to ensure they are in compliance with industry regulations.

Figure 2: Using intermittently connected clients and portal
infrastructure for collaborating and communicating.


Scenario 4: Ensuring Business Continuity in the Supply Chain
Companies’ growing reliance on third-party suppliers around the world is increasing their
4
vulnerability to business disruptions from natural disasters and man-made catastrophes.
Companies that do not ensure the security and resiliency of their supply chains will have
difficulty acquiring the materials and transporting the goods that ensure timely business
operations and great customer service.
It is essential for a company to work together with its
partners in supply networks to identify risks and improve
Fact: The very preparedness. The 2007 Office system provides an ideal
platform for communications across corporate networks,
nature of business so partners can share information about threats and
itself is changing and collaborate on developing joint BCPs, and to actually
becoming conduct mock drills and practices. During an emergency,
increasingly companies need to collaborate securely with multiple
externalized, with agencies and organizations across networks, firewalls,
systems access and and technologies, with unreliable network access.
the transfer of Together, Office Groove 2007 and Office SharePoint
information no Server 2007 deliver the ideal platform for business
longer confined continuity in the supply chain scenario. As many first
within well-defined 1 responder agencies have found, these technologies help
corporate networks. to reduce the impact of jurisdictional borders, enabling
different agencies to communicate and share information
security across agency networks as they work together
during and after emergencies.

Scenario 5: Ensuring Communications During a Disaster
Following an ice storm, a mid-sized technology company found itself without power for two
weeks. Like 42 percent of business technology managers recently surveyed, the CIO of this
company had identified the ability for workers to access corporate resources remotely in the
event of a disruption as an area of weakness in her BCP. She decided to address the issue
by using the 2007 Office system programs because her employees were already familiar with
them and she had the technology already installed on everyone’s desktops.
This CIO simply took advantage of her existing investments in Office technologies to ensure
that key players in the company could communicate with each other despite intermittent
Internet connectivity — a cost-effective alternative to buying third-party solutions.
Having installed Office Groove 2007 on all employees’
portable computers, the company was able to operate
Fact: A surprising almost without impact when the storm hit. It was too
dangerous to drive to work, so employees were
19 percent of
encouraged to stay at home. Even with no Internet
organizations have connection at the office or at home for many for many of
no plan whatsoever the employees because of the storm, business continued
for assuring to be done. One employee used Office Groove 2007 to
business continuity, connect seamlessly on and off the Web when he
with these discovered that his neighbor had power and an
enterprises most intermittent Internet connection and was willing to share
often blaming cost 14 his access key. He walked up to the neighbor’s to send
as the key barrier. and receive e-mail messages with other employees and
to share files and documents with co-workers on a team
project. Every time he connected, Office Groove 2007

Bill Roberts, ―Supply Chain Disasters Await,‖ Journal of the Microsoft Global High Tech Summit,
4

http://www.microsoft.com/htsummit


automatically updated his Office Word 2007 documents, keeping track of versioning. He used
Office Groove 2007 to see who was online and, therefore, who had power. Sometimes he
drove over to their houses to continue work, taking comfort in the fact that if it was absolutely
necessary he could still communicate as required to keep up with the business.
For this mid-sized business, the 2007 Office system, including Office Groove 2007, provided a
cost-effective technology solution to ensure business continuity during a severe, unplanned
natural event.

Figure 3: Communication and Collaboration using Office Groove 2007
in intermittent communications situation.


Conclusion
The 2007 Microsoft® Office system provides business value in the business continuity space
for corporations because they already possess the software they need to create plans and
manage events. They are familiar and require minimal training, ensuring corporatewide
endorsement of business plans and facilitating cross-corporation communications with
suppliers and third-party agencies during an event. They focus on the communication and
collaboration capabilities key to maintaining business as usual, using business-as-usual tools.
Finally, they are cost-effective. Microsoft Office technologies that support business continuity
plans are not expensive add-ons; instead, they leverage the communication and collaboration
capabilities in the most commonly used software currently licensed by most organizations.

The information contained in this document represents the current view of Microsoft Corporation on the issues discussed as of the
date of publication. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment
on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information presented after the date of publication.
This white paper is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS
DOCUMENT.
Complying with all applicable copyright laws is the responsibility of the user. Without limiting the rights under copyright, no part of this
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© 2008 Microsoft Corporation. All rights reserved.
Microsoft, Excel, Groove, InfoPath, OneNote, Outlook, PowerPoint, SharePoint are either registered trademarks or trademarks of
Microsoft Corporation in the United States and/or other countries. The names of actual companies and products mentioned herein
may be the trademarks of their respective owners.


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