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

2. The Stakes Are Greater And
BC/DR High Availability - The Cost of Doing Strategy Business in the e-World
The Stakes Are Greater And
The Vulnerabilities are Accentuated, Serious, and Real
Technology is the Business.
Exposure to Slowdowns or Interruptions Is Directly Related to The Level of Dependence on Technology
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
Cost $$ $$
Minutes
Hours
Days
Weeks
Hours
Days
Risk

3. Conventional Recovery
BC/DR The Dynamics of High Availability
Strategy
Full Recovery
& Roll Forward
Manual
Automated,
Integrated
Long-Term
Short-Term
Shared
Dedicated
Degraded
Performance
Time of
Last Backup
Point of
Disaster
Restartable
Lengthy
Fast
Duration
Data Base Image
Environment
Data Currency
Service Level
Response
Equivalent
Restoration Time
The Threat Of Lost Economic Viability Will Drive High Availability
Conventional Recovery
Cost
Containment
Increased
Revenue
ROI
High Availability

4. BC/DR Availability Strategy Continuum
Continuous Service
Continuous Operations
High Availability & Continuous Business Operations
High Availability
Access to Applications & Data During Scheduled Outages
Technology
is Vital to the
Solution
GAP
Fault Avoidance
Access to Applications & Data During Scheduled Time
Integrity
Predicting & Correcting Faults Before They Impact Application Availability
Rapid Recovery
The focus of any High Availability strategy covers many areas.
This ladder shows a HA continuum as seen by HDS.
Our strategy utilizes our strength of hardware/infrastructure as our base and expands to the upper levels until the goal of continuous service is achieved.
Data Integrity in the Event of Unscheduled Outage
Performance
Minimizing Downtime Resulting From Unscheduled Outages
User Perception of Downtime. Unacceptable Performance

5. BC/DR Serious Financial Impact In Strategy 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
Number of Fully Burdened Employee impacted
Lost Revenue
Direct Loss
Compensatory Payments
Lost Future Revenues
Investment Loss
Manual Workarounds Are No Longer Practical or Available
Interruptions
COSTS
Total Outage Costs
Delayed Collections
Billing Losses
Missed Discounts
Extra Expense
Cost to Recover
Overtime Expense
Increased Fraud Risk
Increased Error Rate
Travel Expenses
Temporary Employees
Damaged Reputation
Customer, Suppliers, Partners, Banks, Financial Markets
Credit Ratings
Penalties
Contractual
Regulatory
Legal

6. BC/DR Availability Solutions Are Strategy Comprehensive
Each Layer in the Stack Must Be Sound
Providing A Stable Foundation For The Adjoining Layers
The Continuous Service Stack is Interconnected
Business
Continuous
Service
Strategic Planning, Architecture Definition, Planning & Control
Applications
SDLC, Data Structures, Naming Conventions, Quality Standards
Management Practices
Change, Problem, and Configuration Management,
Support Systems
Operations Automation, Logical Security, Middleware, Database
Systems Software
Operating Systems, Network Protocols
Hardware
Servers, Storage Devices, Routers, Switches
Facilities
Construction, Environmental, Electro-Mechanical, Utilities,

7. BC/DR Implementation Strategy Rewards
Increased Productivity
Substantial Cost Savings
Increased Customer Demand
Improved Service
Increased Revenue
Improved Collections
Improved Compliance
Higher Morale
The Benefits of Higher Availability