Evaluating and Selecting the Most Appropriate Continuity Strategy
Solutions
That
Integrate
People,
EVALUATING & SELECTING
THE MOST APPROPRATE
CONTINUITY STRATEGY FOR
YOUR ORGANIZATION
Processes,
and
Technology
For The Most
BUSINESS CONTINUITY & DISASTER RECOVERY PLANNING
Appropriate
Continuity
Strategy
BENNY D TAYLOR
DISASTER RECOVERY INSTITUTE INTERNATIONAL
FEBRUARY 2002
.
BC/DR
Business in the e-World
Technology is
the Business.
Exposure to
Slowdowns or
Interruptions Is
Directly
Related to The
High Availability - The Cost of Doing Strategy
The Stakes Are Greater And
The Vulnerabilities are Accentuated, Serious, and Real
1 Technology Is Woven Into the Operating Fabric of The
Enterprise
2 Globalization Eliminates Inherent Time Zone Differences
3 Explosive Growth in Internet and Intranet Computing Has
Increased Demand for Continuous Operations
Level of
Technology
Cost $$ $$
Dependence on
Hours
Days
Minutes
Hours
Days
Weeks
2
The Threat Of
Viability Will
Drive High
Availability
Manual
Long-Term
Shared
Cost
Containment
Degraded
Performance
Time of
Last Backup
Full Recovery
& Roll Forward
Lengthy
The Dynamics of High Availability
Response
Automated,
Integrated
Duration
Short-Term
Environment
ROI
Service Level
Data Currency
Dedicated
Increased
Revenue
Equivalent
Point of
Disaster
High Availability
Lost Economic
Conventional Recovery
BC/DR
Strategy
Data Base Image
Restartable
Restoration Time
Fast
3
BC/DR
Strategy
Continuous Service
Continuous Operations
Availability
Continuum
High Availability & Continuous Business Operations
Access to Applications & Data During Scheduled Outages
Technology
is Vital to the
Solution
High Availability
Access to Applications & Data During Scheduled Time
Fault Avoidance
GAP
Predicting & Correcting Faults Before They Impact
Application Availability
Integrity
Data Integrity in the Event of Unscheduled Outage
Rapid Recovery
Performance
Minimizing Downtime Resulting From Unscheduled
Outages
User Perception of Downtime. Unacceptable Performance
4
BC/DR
Strategy
Serious Financial Impact In
Mission Critical Environments
High Availability Cannot Be Acquired Out-Of-The-Box;
It Is Built Into the Architecture and Preserved by Effective Processes
Productivity Loss
Lost Revenue
• Direct Loss
• Compensatory Payments
• Lost Future Revenues
Manual
Workarounds
Are No Longer
• Investment Loss
Practical or
Available
• Number of Fully Burdened
Employee impacted
Delayed Collections
• Billing Losses
• Missed Discounts
Extra Expense
• Cost to Recover
•
•
•
•
•
Overtime Expense
Increased Fraud Risk
Increased Error Rate
Travel Expenses
Temporary Employees
Penalties
• Contractual
Damaged Reputation
• Customer, Suppliers,
Partners, Banks, Financial
Markets
• Credit Ratings
• Regulatory
• Legal
5
BC/DR
Strategy
Availability Solutions Are
Comprehensive
Each Layer in the Stack Must Be Sound
Providing A Stable Foundation For The Adjoining Layers
The
Continuous
Service Stack
is
Interconnected
Business
Applications
Management Practices
Continuous
Support Systems
Service
Systems Software
Hardware
Facilities
Strategic Planning, Architecture Definition, Planning &
Control
SDLC, Data Structures, Naming Conventions, Quality
Standards
Change, Problem, and Configuration Management,
Operations Automation, Logical Security, Middleware,
Database
Operating Systems, Network Protocols
Servers, Storage Devices, Routers, Switches
Construction, Environmental, Electro-Mechanical,
Utilities,
6
BC/DR
Strategy
Implementation
Rewards
• Increased Productivity
• Substantial Cost Savings
• Increased Customer Demand
The Benefits
of Higher
Availability
• Improved Service
• Increased Revenue
• Improved Collections
• Improved Compliance
• Higher Morale
7