Evaluating and Selecting the Most Appropriate Continuity Strategy

Evaluating and Selecting the Most Appropriate Continuity Strategy Solutions That Integrate People, Processes, EVALUATING & SELECTING THE MOST APPROPRATE CONTINUITY STRATEGY FOR YOUR ORGANIZATION and Technology For The Most Appropriate Continuity BUSINESS CONTINUITY & DISASTER RECOVERY PLANNING Strategy BENNY D TAYLOR DISASTER RECOVERY INSTITUTE INTERNATIONAL FEBRUARY 2002 .

BC/DR Strategy Technology is the Business. Exposure to Slowdowns or Interruptions Is Directly Related to The High Availability - The Cost of Doing Business in the e-World 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 Ri sk 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 Technology is Vital to the Solution Conti nuous Servic Con e tinu ous Ope Hig rati h ons Ava ilabi Fau lity lt Avo idan ce Inte grit y Rap id Rec over y Perfor mance GAP Availability Continuum High Availability & Continuous Business Operations Access to Applications & Data During Scheduled Outages Access to Applications & Data During Scheduled Time Predicting & Correcting Faults Before They Impact Application Availability Data Integrity in the Event of Unscheduled Outage 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 • • Manual Workarounds Are No Longer Direct Loss Compensatory Payments Lost Future Revenues 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 • Regulatory • Legal Damaged Reputation • Customer, Suppliers, Partners, Banks, Financial Markets • Credit Ratings 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