Developing and testing business continuity and disaster recovery plans that ensure organizational resilience during disruptions. This mission is part of CDA's Theater of Operations Playbook (TOP), which organizes security work into structured, executable missions with clear objectives and measurable outcomes.
Organizations that lack structured execution of this security function experience gaps that directly increase breach risk. Without deliberate attention to this area, security teams react to events rather than proactively managing risk, controls degrade over time as environments change, and compliance obligations go unmet.
This mission establishes the operational discipline needed to maintain effective security controls in a specific domain. When executed consistently, it produces measurable improvements in security posture and demonstrable compliance evidence.
Objective definition. Every mission begins with clear, measurable objectives. What does success look like? How will you measure progress? Define key performance indicators that align with the mission's purpose and the organization's risk appetite.
Current state assessment. Before executing, assess your starting point. What controls are currently in place? How effective are they? Where are the gaps? This assessment provides the baseline against which you measure improvement.
Execution plan. Break the mission into phases with specific deliverables and timelines. Identify resource requirements, including personnel, tools, and budget. Assign ownership for each phase.
Implementation. Execute the plan while maintaining documentation of decisions, configurations, and exceptions. Implementation should follow change management procedures to prevent disruption to production systems.
Validation. Verify that implemented controls work as intended. Test with realistic scenarios. Validate that metrics show improvement over the baseline.
Scope overreach. Trying to do too much at once leads to incomplete implementations across many areas rather than complete implementation in prioritized areas. Focus on the highest-risk gaps first.
Tool dependence. Deploying a tool is not the same as solving the problem. Tools require configuration, tuning, integration, and ongoing management. Without operational processes behind them, tools become expensive shelfware.
Insufficient measurement. If you cannot measure it, you cannot manage it. Define metrics before implementation, collect baselines, and track progress. Metrics should be meaningful (not just easy to collect) and should influence decisions.
Knowledge concentration. If only one person understands how a control works, you have a single point of failure. Document procedures, cross-train team members, and conduct periodic knowledge transfers.
CDA's Theater of Operations Playbook structures this mission within a broader campaign framework. The campaign connects related missions into a strategic initiative with cumulative impact. Progress on individual missions feeds into campaign-level metrics that inform leadership about the organization's overall security trajectory.
The Planetary Defense Model's domain taxonomy ensures that this mission is mapped to the correct security domain, enabling consistent prioritization across the organization's entire security program.
Track both leading indicators (activities that predict future outcomes) and lagging indicators (outcomes that measure past performance). Report mission progress to stakeholders using language they understand, connecting security activities to business risk and compliance status.
Regular reporting cadence maintains visibility and accountability. Monthly operational reports for security leadership and quarterly executive summaries for business leadership are typical patterns.