business continuity and disaster recovery strategies october 2, 2002 paul digiacomo, product...

Business Continuity and Disaster Recovery Strategies

October 2, 2002

Paul DiGiacomo, Product Management DirectorAT&T Business - Managed ServicesAT&T Ultravailable® And Recovery [email protected], 973-644-6340

2

Topics

Key Drivers

AT&T BC/DR Best Practices Governance and Execution Process

AT&T BC/DR Best Practices Architecture

AT&T BC/DR Internal and Client Experiences

Summary

3

FinancialTrends

Customer /

Market

Trends

CxO Drivers Today

- eBusiness- 24x7, Always On- Globalization

- Improved Network Intelligence- Exponential Data Growth- Emerging Protocols- Application Management

- Cost Reduction- TCO / ROI Focus- CapEx Reduction- Managed Services

Organ

izatio

nal

Trends

- Productivity Focus- Scarce Qualified Resources- Internet Time- Consolidation

- Broader Threats- Greater Risk- Greater Exposure

- Volatile Markets- Officer Liability- HIPAA- OHS / SEC / Comptroller

Stake

holder

Trends

RiskTrends

Technology

Trends

4

Industry Trends Shaping Customer Needs

Customer /MarketTrends

TechnologyTrends

Structural /Organizational

Trends

Availability

Scalability

Reliability

Accuracy

Integrity

Quality

Accessibility

Security

Continuity

Performance

Recoverability

Predictability

Business and technology leaders today are facing

highly demandingperformancerequirements

Regulatory /Shareholder

Trends

RiskTrends

5

AT&T BC/DR Best Practices

AcknowledgeImportance of

BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies

MonitorProgressOf BC/DRProgram


Assess Threats,Vulnerabilities,

Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise

Respond,Repair , &Recover


Develop & DeployBC/DR

Plans & Assets


Plans & Assets

Assess &Prioritize KeyAreas of the

Business


Business??

Transfer RiskTransfer Risk

Mitigate RiskBased on

Business Case


Business Case

Accept Risk Accept Risk

Monitor &Manage Events


6



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




7

BC/DR: Key Drivers, Triggers, Enablers

Culture and Heritage of Quality and Reliability Planning

Audit or Risk Committee Findings / Concerns

Reliability Differentiator in the Marketplace

Legal and Regulatory Requirements

Due Diligence / Insurability

Competitive Benchmarks

Recent Outage(s) or Disaster(s)

Stakeholder Expectations

Data Protection Requirements

Process Availability Requirements

Data Center Migration / Consolidation

8



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




9

Site Incident Mgt Teams

Site 1 Site nSite 2 …

An Exemplary Approach to Governance Chairman /

CEO Board ofDirectors Audit

CommitteeCorp.Officer

Corp. Officer(& BC Champion)

SeniorOfficer

SeniorOfficer

SeniorOfficer

PublicRelations Legal

BC/DR Steering Committee

BC/DR Council

RealEstate

ITOperat’ns

NetworkOperat’ns

BusinessUnits

HR

Corporate Support Team

Corp.Officer

ITOperations

BusinessUnit

SecurityFinance

NetworkOperations

ApplicationDevelopm’t

BusinessUnit

BusinessUnit

BC/DROfficer

10



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




11

BC/DR Standards and PoliciesCertification and Assurance Standards

Incident Management Process Standards

Response Planning Standards

Risk Management Standards

Disaster Recovery Planning Standards

Integrated Planning Process StandardClassifications StandardFunding StandardComponent DR Plan Content StandardData Backup / Offsite Storage StandardDisaster Recovery Planning Tool StandardSecurity StandardLevels of Service StandardPlan Exercise (Test) StandardApproval StandardPlan Maintenance and Change Control StandardTraining and Awareness StandardRisk Acceptance for Non-Compliance Standard

Plan Distribution StandardExceptions StandardWork Center DR Plan StandardApplication DR Plan StandardData Retrieval DR Plan StandardNetwork DR Plan StandardAT&T Core Network DR Plan StandardAT&T Internal Data Network DR Plan StandardPlatform DR Plan StandardRecovery Management DR Plan StandardDR Integrated Planning Process FlowDR Teams Roles and ResponsibilitiesComponent DR Plan Content

12



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




13

Potential Key Processes / Functions

Leadership / StrategyLeadership / Strategy

CustomerCare /

Support

CustomerCare /

SupportProduction/Operations

Production/Operations

Research &New ProductDevelopment

Research &New ProductDevelopment

SupplierManagement

SupplierManagement

Marketing &Sales

Marketing &Sales

Billing /Collections

Billing /Collections

Support Functions: HR / Legal / Finance / IR / PR Support Functions: HR / Legal / Finance / IR / PR

Communications & IT Communications & IT

14

Example Impact Assessment QuestionsProcess Description Primary functions, responsibilities, and accountabilities

Regulatory Reporting Types of reports and frequency

Operational Impacts Impact (Service Level Agreements) and relative importance

Financial Impacts Lost revenue and other financial impacts

Technology Resources Communications and applications

Work Inflows / Outflows Internal and external process inputs / outputs

Outage Tolerance How long could your Process be completely idled?

Impact Profiles by Time Impact based on: monthly, weekly, daily and hourly

Work Backlogs Backlog, normal and seasonal

Special Requirements Any one-of-a-kind items required to conduct business

Backups Frequency of and access to backups

Work Around Procedures Are their work around procedures? How good are they?

Workload Shifting What percentage of workload can be shifted to vendors for how long?

Disruption Experience History and type of process disruptions

Process Vulnerability Vulnerability of your Process to a prolonged disruption or outage

Restoration Complexity How difficult to recover to an acceptable level after a disruption?

Recovery Time Objective What is the optimal Recovery Time Objective (RTO) for your Process?

15



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




Reduce the Threat,Vulnerability, Risk orExposure

16

Plan A Plan B Information Technology: Server and client platforms, LAN,

MAN, WAN, data security, data management, applications, voice, storage, Disaster Recovery plans…

Facility Security: Perimeter security, entrances / exits, loading dock, security cameras, alarm methods, remote monitoring, guard staffing, interior security systems…

Information Security: Servers, routers, firewalls, applications, intrusion detection systems, security policies and standards, organization structure, training and policy deployment…

Infrastructure / Environmentals: Physical building structure, location, HVAC, water / plumbing, environment inspection…

Facilities Safety: Fire exits, emergency procedures, fire suppression equipment (extinguishers, Halon, FM2000, dry & charged sprinklers), emergency lighting, test schedules…

Power: Grounding, distribution, switching, dual grids, UPS installation, maintenance, capacity, load testing, generator installation, maintenance, DC battery plant…

Other: Organizational structure, training & education, customer / supplier contracts…

Best Practices Risk Assessment Approach Current

RiskMitigation Investments

17

Typical Client Scenario

Centralized Data Center / Work Center / Call Center

Single Location for Mission Critical Data

Single Location for Mission Critical Computing

Single Location for Mission Critical Applications

Single Points of Failure for Network Access

Unacceptable Concentration of Risk

The Enterprise MAY NOT Survive a Disaster

18

Costs of Outages & Disasters

QuantitativeDirect

QuantitativeDirect

- Revenue Impact- Opportunity Cost- Penalty Clauses- Fines- …

QuantitativeIndirect

QuantitativeIndirect

- Market Share Loss- Customer Share Loss- Litigation- ...

+

StrategicStrategic

- Potential for Total Business Failure- Brand Equity Loss- Market Cap Loss- ...

+

Physical LossPhysical Loss

- IT/Network Assets- Lost Data- Buildings, Vehicles, Furniture- …

+

Recovery &Restoration

Recovery &Restoration

- Relief & Recovery Operations- Interim Operations- Replacement- ...

+=

Total Business

Impact

19

Costs of Outages & Disasters areTime and Severity Dependent

Do

llar

Co

st

of

Ou

tag

e

0$

1K$

$1M

$1B

seconds minutes hours days weeks months years

TimeDependent

Costs

SeverityDependent

Costs

Larger

Smaller

LongerShorter

20



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




21

Disaster Recovery Approach

Typical Approach Elements:– Off-site data vaulting

– Shared IT Resources

– Permanent Primary Site, Shared Subscription to Temporary Recovery Site

Some Down Time

Some Data Loss

Lower Cost

Best Where Investment in Duplication Would Exceed Importance of Process / Service / Asset

Not Network-Centric

Secondary Recovery Site(Deferrable Workload)

Production Sites

Vendor Location

Vendor Location

- AT&T Production Site 3 is Primary Recovery Site- Test / Development / Deferrable Workload Moved to Vendor Site- Guaranteed Recovery to Second Vendor Location- Full IT Recovery Environment with Extended Stay Potential

CriticalBusiness

Apps

Test / Dev /Deferrable

Apps

Primary Recovery Site(s)

ProductionSite 1

ProductionSite 2

System Disaster Recovery:Deferrable Workload Strategy

/* App 1 Listing */main() {int I, j, k;char *s; { zxy lqr zcnutjkd; for xykj = xzemi;{ xz += fllskj + fjeio; fkjldkfokw;}




VaultedData Data

ProductionSite 3

23

Response

Disaster Recover Timeline

Data in Transit

Data Vaulted

Notification, Damage Assessment & Declaration

Recovery

Restoration

Relief

RecoveryPoint

Objective(RPO)

Recovery TimeObjective (RTO)

Data Backup

Disaster

Incident Management

24

Fundamental Continuity Strategy: Network-Based Geographic Dispersion

Distant Enough for Safety

Close Enough for Cost-Effective Performance

The needs of today’s customersfor Business Continuity

mandate a network-centricgeographically-dispersed infrastructure

25

Disaster Recovery vs. Business Continuity

Typical Approach Elements:– Off-site data vaulting

– Shared IT Resources

– Permanent Primary Site, Shared Subscription to Temporary Recovery Site

Some Down Time

Loses Data

Lower Cost

Best Where Investment in Duplication Would Exceed Importance of Process / Service / Asset

Not Network-Centric

Typical Approach Elements:– Data Mirroring

– Computing Fail-over

– Multiple Permanent Sites

No Down Time

No Data Loss

Higher Investment

Best for Mission Critical Processes / Services / Assets

Highly Network-Centric

Disaster Recovery Business Continuity

26

Four Major Availability Levels / StrategiesStandard

Availability

Computing

Data

Network

SingleServer

DisasterRecovery

HighAvailability

Ultravailable(99.999%)

Server w/Hot-Site

Subscription

LocalCluster

DispersedCluster w/Failover

SingleStorageDevice

StorageDevice w/Off-SiteVaulting

LocalRAID Striping/

Mirroring

SynchronousRemote

Mirroring

Legacy LAN/MAN/WAN

Connectivity

TrailerizedNDR

Resources

UnprotectedDWDM

Services

ProtectedMetro RingServices

27

AT&T Ultravailable® Network Services Diverse Routing with Automatic Protection Switching /

Optical Path Failover for 99.999% Availability

Gigabit EthernetFibre ChannelFICON, ESCON

OCxD1 Digital Video

64 Unprotected or 32 ProtectedWavelengths per Fiber for High Bandwidth,

Rapid Provisioning, & Low Cost

Client- or AT&T-Facility Based

Secure, ConditionedNetwork Nodes

Data Rates of 2.5Gb/s ->10Gb/s Evolving to 40 Gb/s and up

Multiprotocol forFlexibility and

Future-Proofing

24x7 CentralizedMonitoring & Management

for Service Assurance

Non-Switched All-Optical for Low

Latency

Dual Laterals,Dual RisersTo Eliminate

SPOFs

28

AT&T Ultravailable® Suite

MAN-Area Server Clustering / Fail-Over

Synchronous Mode Data Mirroring based onLeading Vendor Disk Arrays for Zero Data Loss

Remote Server-Based or Serverless Backup / Restoreto Automated Tape Libraries for Data Protection

24x7 Centralized Monitoring & Management for Service Assurance

Network Agnostic:- Fibre Channel / FICON/ ESCON over Ultravailable Dedicated or Wavelength DWDM- IP / GigE over Metro Ethernet Services- Channel Extension over T1/T3/OCx

99.999%Data

AvailabilityPrivate orHostedStorage

SANs

PrimaryStorage

29

NDR Trailers

COCO CO

AT&TCO

AT&TCO

AT&T HostingLocation

SANs UltravailableData NAS

UltravailableTape

UltravailableData

UltravailableManaged

Hosted Data

ClientLocation

ManagedPrimaryStorage

ManagedServices

Client Portal

GCSC

GNOC

UltravailableComputing

ManagedHosting

Managed TokenAuthentication Managed

VPN

Managed Intrusion Detection& Scanning Services

Managed InternetServices

ManagedFirewallServices

AT&T Continuity, Recovery, Hosting, & Security Services

Ultravailable Network and Wavelength Services

30

LAN Bridging

Remote Disk Mirroring Remote Back-up

SAN Extension

Server Failover /Remote Clustering

Interlocation Trunking

Multimedia ConferencingContent Distribution

Database Replication

EMPSALORGDoe 37 C5Ng 27 C5rd 88 F9




Example Applications

31



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




32

Example DR Plan Timeline

Task NameDeploy the SDR ProcessRun DR MergeRun Audits & Correct ErrorsEmergency ODA RetrofitForward Prioritization ListApply Joker Equipment OptionsSwing / Build A LinksRelocate ASTN NI BackupBuild ASTN NI F LinksAssign ISDN D Link NodesRe-Engineer Switched T1sDeploy the NDR TrailersPrep the NDR Trailers for RecoveryConnect Fiber and T3 FacilitiesTest and Turn Up TechnologiesTrunk Recent ChangesTrunk Status EvaluationProvide Status ReportsOverall Service Evaluation

ID123456789

10111213141516171819

33

Process Architecture Performance:Four Parallel Example Activities

Bring up OS10 Hours

Bring up OS10 Hours

SwingWAN

10 Hours

SwingWAN

10 Hours

RetrieveVaulted Tapes

10 Hours

RetrieveVaulted Tapes

10 Hours

Test LAN10 Hours

Test LAN10 Hours

How long will this take?!?

34

Importance of Exercising Process

RecoveryTime

Objective

MinimumRecovery

Time

Lik

elih

oo

d o

f M

ee

tin

g o

rB

ea

tin

g R

eco

ve

ry T

ime

90%ConfidenceRecovery

Time

0%

50%

90%

100%

0hours

72hoursMode

35

Process Architecture Performance:Four Serial Normally Distributed Activities

Sorted Results of 100 Trials

Each normally distributed activity has a meanof 10 and a standard deviation of 5.

Results:Minimum: 23.9027Maximum: 67.7011Mean: 41.0530Median: 40.150695% Confidence: 57.8925

Assurance Level BSimulation Exercise Conducted - All Critical Deficiencies / Critical MRs Corrected:- Component simulation exercise completed - Copy of Critical data must be off-site- Critical MRs / deficiencies corrected and closed by Post Review.- The exercise was completed in no more than double the time

specified by the RTO.

Unit and C&AJoint Assurance Assessments

Assurance Level E

Plan Documented: - Local Format - Data Identified and Backed up- Plan Updated within the Last 12 months

Unit Self Assessments

Assurance Level F

No Plan

Assurance Level D

Exercise Ready:- Required Content- LDRPS- Plan Maintenance Validated- Paper Walk Thru Completed

Assurance Level A

Certification:- Process Owner requirements for RTO/RPO ** and service level met/ensured• No critical deficiencies/MRs.

Assurance Level C

Simulation Exercise Conducted:- Component Simulation Exercise Conducted-Copy of Critical Data should be Off-site- Critical MRs / deficiencies occurred in Exercise

5-8%

9-34%

35-50%

90-95%

% Reflects Estimated Likelihood of Recovery.

Certification Achieved

51-65%

66-89%

** RTO - Recovery Time Objective RPO - Recovery Point Objective

Certification and Assurance Metrics

37

AT&T Experience

38

AT&T Switched Network

4ESS

4ESS

4ESS) (

DR Access TrailerDR Intertoll Trailers

AT&TDISASTER RECOVERY




Network Disaster Recovery

EndOffices

Disaster Site

Joker4ESS

39


40

NDR Mobile Recovery Assets

Access Trailers

Digital Access and Cross-Connect Systems Trailers

DTMS/FASTAR® Trailers

Lightwave Trailers

5ESS Switch Recovery Platform Trailers

DMS500 Switch Recovery Platform Trailers

Lightguide Regeneration Trailers

Digital Radio Trailers

Power Generation

Digital Radio Recovery Trailers

Portable Radio Towers

Emergency Communications Vehicles

41

NDR Exercises Training and Field Exercises Conducted Quarterly

Test, Exercise, and Develop Capabilities– Declaration / Deployment / Transportation / Set-Up

– Technology

– Teams

– Processes

Sample of Exercises Conducted Since 1997

’01 Tampa, FL

’01 Denver, CO

’00 St. Louis, MO

’00 White Plains, NY

’00 Phoenix, AZ

’99 San Antonio, TX

’99 Lodi, CA

’99 Atlanta, GA

’98 Salt Lake City, UT

’98 Kansas City, MO ’98 Arlington, VA

’97 Oakbrook, IL

42

Recent NDR Deployments9/2001 WTC Disaster NYC, NY &

Northern NJTechnology Trailers, Satellite Units

Communications NYPD Support Humanitarian Relief

6/2001 Flooding (Tropical Storm Allison)

Houston, TX Satellite Unit Technology Trailers

Communications Humanitarian Relief

2/2000 Tornado Camilla, GA Satellite Unit Humanitarian Relief

9/1999 Flooding (Hurricane Floyd)

Tarboro, NC Satellite Unit Humanitarian Relief

9/1999 Flooding (Hurricane Floyd)

Rochelle Park, NJ

Satellite Unit Technology Trailers


5/1999 Tornadoes Oklahoma City, OK

Satellite Unit Humanitarian Relief

7/1998 Forest Fires Brevard Co., FL Satellite Unit Humanitarian Relief

2/1998 Tornado Lake Mary & Kissimmee, FL

Satellite Unit Humanitarian Relief

9/1997 Gas Line Break Scranton, PA Satellite Unit Humanitarian Relief

9/1997 Train Derailment Dunkirk, NY Regenerator Trailer Communications

4/1997 Flood Grand Fork, ND Satellite Unit Humanitarian Relief

3/1997 Floods Ohio, Kentucky, West Virginia

Satellite Units Lightguide Trailer


2/1997 Flood Lodi, CA Regenerator Trailer Communications

Date Situation Location Assets Purpose

43

NDR Recovery Site Work

44



BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




45

WTC: AT&T Perspective

9/11 8:48AM AA 11 Hits WTC North Tower

9/11 8:53AM Stories Begin to Air on GNOC- Monitored Broadcast Networks

9/11 8:53AM Network Duty Officer, GNOC Aware

9/11 8:53AM Automatic Network Controls, RTNR Automatically Reroutes Traffic

9/11 8:55AM Targeted GNOC monitoring of NYC

9/11 8:58AM GNOC Detects Unusual Call Volume

9/11 8:58AM Manual Network Controls Instituted – Limits on NYC-Inbound Calls

9/11 9:00AM NDR NE and SE Region Pre-Activation

9/11 9:21AM Management Control Bridge Activated

46

AT&T BC/DR Best PracticesAcknowledgeImportance of

BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




47

AT&T Ultravailable® Network Services

CO

AT&TCO

AT&TCO

Ultravailable Network and Wavelength Services

GCSC

9/11 9:05AM UA 175 Hits South Tower

9/11 9:59AM South Tower Collapses

9/11 9:59:35AM South Tower Transport Node Crushed

9/11 9:59:35AM Ultravailable Client Traffic Fails Over Successfully

WTCSouthTower

48


9/11 10:20AM All NYC AT&T Offices Ordered to Evacuate All

Non-Essential, Non-Network Personnel

9/11 10:45AM MCB Orders Satellite Phones Readied

Nationally

9/11 11:00AM Mid-Atlantic Emergency Operations Center Activated

9/11 11:30AM Southeast Emergency Operations Center Activated

9/11 11:50AM NDR Equipment Deployment Initiated

49

9/12 4:00AM NDR Team Assembles at Staging Area

9/12 12:00PM Emergency Communications Vehicle To One Police

Plaza

9/12 7:00PM Recovery Location Selected

9/12 10:00PM Location Secured, Trailers DepartStaging Area

9/12 10:30PM Positioning and Leveling Begins

9/13 2:50AM Fiber Spliced to Recovery Location

9/13 8:45AM Grounding Complete

9/13 12:00PM Power Cabling Complete - 500KW

9/13 1:55PM Transport, Digital Cross Connect Up

9/21 ECV Moved From NYPD To Support Relief Workers

AT&T 9/11 Network Disaster Recovery

50

AT&T BC/DR Best PracticesAcknowledgeImportance of

BC/DR


BC/DR

Create aBC/DR

GovernanceStructure

Create aBC/DR

GovernanceStructure

Develop& Deploy

Standards &Policies

Develop& Deploy

Standards &Policies




Risks &Exposures


Risks &Exposures

Simulate /Test /

Exercise

Simulate /Test /

Exercise




Plans & Assets


Plans & Assets


Business


Business??



Business Case


Business Case




51

Can you identify who is in charge of Business Continuity? What are the strategic continuity objectives and organizational structure to guarantee their achievement?

Do you know which processes, services, and/or assets are most critical?

Do you know the threats, vulnerabilities, risks and financial impact to those processes, services, and assets?

Have you developed a sound business and financial analysis of alternatives?

How confident are you that your plan will meet objectives?

Have you balanced classic strategies such as DR to state-of-the-art high availability architectures? What SLA’s are required?

Questions to Consider

52

Summary

Business Continuity is a critical imperative in today’s world

A successful corporate Business Continuity program needs:– A comprehensive, closed-loop governance, planning and execution process –

across multiple lines of business and functional areas

– A geographically-dispersed, hardened infrastructure, integrated and synchronized by the network, for physical threat protection

– A robust information security strategy and architecture for logical threat protection

The Network is central to physical and logical protection– Network access and transport

– Network security

– Hardened facilities

53

The needs oftoday’s customers forBusiness Continuity

require a network-centricapproach to protectingcritical infrastructure

components.

business continuity and disaster recovery strategies october 2, 2002 paul digiacomo, product...

Documents

importance of bcdr

bcdr governance structure

risk monitor

bcdr plans assets

business case

transfer risk

industry trends

business continuity