Transcript Slide 1

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Name:
Implementing a Business
Continuity Capability
Mark Horne
Title:
Consulting Solution Architect, Strategic Accounts
Date:
December 9, 2009
SunGard Research
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Research Objectives
 SunGard Availability Services is interested in conducting research
to evaluate the difference in perceptions between IT and business
leadership relative to the impact of unplanned downtime on
business success, and their strategies for disaster/unplanned
outage risk mitigation.
 The information gathered from this research will identify
disconnects between the two groups surveyed to develop
initiatives designed to bridge gaps and educate and motivate
proactive risk mitigation planning.
 SunGard commissioned Harris Interactive to conduct the research
on their behalf in February, 2009.
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Methodology
Respondent Qualifications
 To qualify for this research, respondents had to meet the following criteria:
– Business Qualified Respondents - Hold at least a Director level title and have
associated responsibilities, such as budget and staff, in business areas.
– IT Qualified Respondents - Hold at least a Manager level title and have associated
responsibilities, such as budget and staff, in IT areas.
– Work for companies with at least 50 employees.
General Information
 A survey was administered in March 2009
– Data collection was conducted online
– The survey took an average of 10 minutes to complete
– There were 497 qualified respondents:
 277 Business completes
 220 IT completes

SunGard was not identified as the sponsor of this research
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Market Overview/Dynamics
Most decision makers indicate their company has a Disaster Recovery plan in place. In fact, recovery
plan deployment increased slightly in the past two years (ITDM 86% and BDM 81% compared to
2007:ITDM 77% and BDM 78%).
But is it enough of an increase? Interestingly, the increase only represents a 10% increase over 2 years
from an IT perspective and only 3% from a Business decision maker perspective. Considering the
importance of Disaster Recovery in this day and age, one would expect that deployment growth should be
a little higher.
With 30% of IT decision makers giving their organizations a “C” rating or worse, the real market
opportunity here appears to be in the realm of continuous improvement of existing plans (through plans
testing, deficiency discovery and minimization, and implementation of improvements).
While the economy has impacted IT budgets overall, respondents indicate the economy has not
impacted their investment for Disaster Recovery (BDM 49% and ITDM 43%). One-third of ITDMs
(33%) indicated investment in disaster recovery has become more important, significantly more so than
the 18% of BDMs. Evidently, this may be a major disconnect between attitude and actions since ITDMs
(42%) and BDMs (32%) identified insufficient funding as the largest challenge to developing recovery
plans.
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Elements of Business Success
There is a distinct difference between perceptions of IT DMs and Business DMs relative to the importance of availability of
networks, data systems and applications as well as with disaster recovery to the success of their business.
Business DMs are significantly less likely to find these items very important. This is true in both the 2007 and 2009 studies.
Attitudes in 2009
Availability of Network, Data,
Systems, and Applications
86%*
83%
87%
Customer Satisfaction
83%
78%
Information Availability
*
75%
78%
Cost Containment
Disaster Recovery/Business
Continuity
74%*
*
49%
Regulatory Compliance
69%
68%
Profitability
63%
68%
61%
72%*
Revenue Generation
66%
62%
Risk Mitigation
IT
*
65%
Business
Q600 Thinking specifically of your area of responsibility, please tell us how important each of the following
items are to the success of your business.
Base: Qualified Respondents; 2007 ITDM (n=351); 2007 BDM (n=176); 2009 ITDM (n=220); 2009 BDM
(n=277)
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*Tested significant to 95% confidence
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Experience with Unplanned Outages
About one-third of Business respondents cannot recall an outage. As can be expected, IT decision makers are more likely
to be aware of outages. Respondents reporting outages within the past 0-3 months have seen a slight decline compared
to 2007.
2009 - Last Outage
0 - 3 months
ago
3 - 6 months
ago
6 - 12 months
ago
12 - 18 months
ago
18 - 24 months
ago
Over 2 years
ago
Cannot recall an
outage
2007 - Last Outage
12%
12%
10%
10%
3 - 6 months ago
14%
*
*
18 - 24 months
ago
5%
5%
5%
35%*
8%
10%
Cannot recall an
outage
19%
21%
9%
7%
Over 2 years ago
20%
19%
17%
11%
12 - 18 months
ago
13%
IT
11%
6 - 12 months
ago
21%
5%
19%
20%
0 - 3 months ago
14%
17%
IT
Business
33%
*
Business
Q610 (Q522) When the last time was your company experienced an unplanned outage or a disaster?
Base: Qualified Respondents; 2007 ITDM (n=351); 2007 BDM (n=176); 2009 ITDM (n=220); 2009 BDM
(n=277)
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*Tested significant to 95% confidence
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Tolerance of Unplanned Outages
Over the last two years, about 3 of 5 Business respondents say the amount of tolerated downtime has grown shorter. Twothirds of IT respondents say the same.
Tolerated Downtime – IT
Tolerated Downtime – Business
30%
34%
Significantly shorter
42%
27%
Somewhat shorter
Has not changed
31%
36%
Q625 Generally speaking, how would you say the tolerated amount of “downtime” for business systems and processes
(such as network, email, databases, telecommunications, etc.) has changed, if at all, over the last 2 years?
Base: Qualified Respondents; ITDM (n=220); BDM (n=277)
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Adequate Resources - IT
About 7 in 10 IT respondents say their department has the resources and people in place to provide adequate support.
This is on par with the 2007 study.
2007 Adequate Resources – IT
2009 Adequate Resources – IT
5%
6%
Yes
25%
No
23%
Not sure
71%
72%
Q630 (Q535) Does your department have the resources and people in place to provide the adequate levels of
system, application, and data availability?
Base Qualified 2007 IT Respondents (n=351); 2009 IT Respondents (n=220)
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Adequate Resources - Business
Nearly 8 in 10 Business respondents believe their company has the IT resources to provide adequate support. This is a
slight increase from 2007.
2009 Adequate Resources – Business
2007 Adequate Resources – Business
9%
18%
Yes
11%
No
10%
Not sure
72%
79%
Q635 (Q540) Does your company have the IT resources and systems in place to provide the adequate levels of
system, application, and data availability?
Base Qualified 2007 Business Respondents (n=176); 2009 Business Respondents (n=277)
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Costs of Prolonged Lack of Availability of Business Systems
The biggest cost of an unplanned outage is the lost productivity followed by the impact on customer satisfaction, and lost
data. IT respondents are significantly more likely to be concerned with lost revenue, impact on ability to maintain
compliance with regulations, and loss of customers to competitors due to unplanned outages.
Strongly/Somewhat Agree
81%
81%
Lost Productivity
Impact on Customer
Satisfaction
77%
72%
Lost Data
75%
69%
Lost Revenue
66%
57%
*
Impact on Employee Morale
and Satisfaction
65%
58%
Impact on Ability to Maintain
Compliance with Regulations
56%
42% *
Loss of Customers to
Competitors
IT
52%
38%
Business
*
Q640 Please indicate to what extent you agree that each of the following represents a significant “cost” or consequence to your
business in the event of an unplanned outage or disaster that resulted in a prolonged lack of availability of business systems,
applications and business information.
Base: Qualified Respondents; ITDM (n=220); BDM (n=277)
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*Tested significant to 95% confidence
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Types of Disasters or Major Business Disruptions:
SunGard Declaration Events
SunGard: 100% success rate for customer recoveries (over 2,300 to date)
Event Reasons - SunGard Only
Terrorism
176
27
Software
Power Outage
213
Network Outage
84
275
Hurricane/Weather
Hardware Failure
500
Flood
90
Fire/Electrical, Explosion
52
Earthquake
19
Building Damage, Gas/Water Break
12
Bomb Threat/Evacuation
29
0
100
200
300
400
500
600
# of Disasters
Source: SunGard Availability Services US data, September 2008
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BS25999 and BCM Lifecycle
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BCM Lifecycle
Understanding
the Organization
Exercising,
maintaining
and reviewing
BCM
Program
Management
Determining
BCM
Strategy
Developing and
Implementing
BCM Response
BS 25999:1 Figure 1
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BCM Lifecycle: Embedding BCM in the
Organization’s Culture
 BS 25599:1 Section 10
 “… To be successful, business
continuity has to become part
of the way that an organization
is managed, regardless of size
or sector.”
 Awareness and ongoing skills
training
 More than “corporate culture,”
this is “corporate policy” – Core
Values
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Understanding
the Organization
Exercising,
maintaining
and reviewing
BCM
Program
Management
Determining
BCM
Strategy
Developing and
Implementing
BCM Response
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BS 25999:2 – BCMS Lifecycle
Continual improvement of the business continuity management system
Interested
Parties
Interested
Parties
Establish
Maintain
and Improve
Business
Continuity
Requirements
and
Expectations
Implement
and Operate
Monitor and
Review
Managed
Business
Continuity
BS 25999-2 Figure 1
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Implementation of a Solution and
Continuity Program
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Business Availability Recovery Process – End Game
Tier-1 System / Application / Data
Recovery Point Achievable (RPA)
Crisis Management
Immediate
Response
Life/Safety Notifications
Last Offsite
Backup
Backup
Offsite
Event
Activate
Incident
Mgmt. Plan
Switch
Platform
Switch
Applications
Switch
Data
Restore System / Application / Data
Restore
Platform
Restore
Applications
Restore
Data
Restore Network
Restore Voice / Data Network Communication
Restore Business Operations
Damage
Assessment
Disaster
Declaration
Vital Records
Relocate
Business
Operations
Restore
Business
Process
Process
Backlog
S
Y
N
C
H
R
O
N
I
Z
A
T
I
O
N
Resume
Business
Operations
Return
Home
Recreate Lost Transactions and Newly Stockpiled Transactions
Primary Site Restoration
Recovery Time Achievable (RTA)
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Business Continuity Program Organization
EXECUTIVE SPONSOR
(CHAMPION)
Direction
PROGRAM
MANAGER
PROJECT
MANAGERS
TECHNICAL
SPECIALISTS
Consistent
Projects
Project Definition,
Methods and Techniques
Process
Improvements
Quarterly
Updates
Define & Improve
the Process and
Strategy
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Performance
Results
Plan & Manage
the Process
Execute
the Process
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GETTING STARTING - SETTING UP A PROGRAM OFFICE
Key StepsThe key steps to setting up an effective Availability Program Office (APO) are:
 Identify and define desired goals, objectives, business benefits and
measurement methods for the APO
 Define governance structure
 Define the impact management process
 Define leadership and communications protocols
 Define risks and develop mitigation strategy
 Define Project Support Office and Centers of Excellence
 Define integration approach and methods
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Business Continuity & Disaster Recovery
Programmatic solutions focused on quickly mitigating risk in business critical
areas spanning the breadth of business, technology and crisis management
Assess
 Risk
 Business
impacts
 BC/DR
program
Design
 Availability
strategy
 Recovery
strategy
Build
 Business
availability
plans
 Technology
availability
plans
Program Support &
 Management
Testing plans
Maintain
 Update plans
 On-going
strategy & plan
testing
Business Continuity Management Software Implementation
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Assessment / Capability Review
Review
Capability &
Develop
Action Plan
Business /
Technology
Profile
Client Issues:
 What are the strengths and
weaknesses of our present program?
 Where should we focus our limited
resources/dollars to get better return?
 Do we understand our business and
technology environments
 Can we map business process to
application to technology and understand
those relationships
Output:
 Assessment of:
 Management System and Organization
 Technology / Business Processes and Infrastructure
 Customer Requirements (RTO/RPO)
 Recovery Strategy (Alternate Facilities)
 Data Management
 Recovery Plans, testing, & maintenance
 Recommendations for Improvement
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Program Roadmap and Critical Milestones
August
Sept.
October
November
December
January
February
Develop DR Plans/Procedures
Develop Test Framework
Develop Testing Strategy
Test Planning, includes: ID Test Goals/Objectives/Success Criteria
Standard Test Planning Activities (weekly)
Implementation of Tier 1 Infrastructure
(Includes Migration)
Implementation of Tier 1
Applications in DR Landscape Unit Testing
Acceptance 1/15/09
Infrastructure in Place
11/15/08
Change
Leadership
Planning
Change Mgt
Gap Analysis
Organizational
Analysis
Change Mgt
Process
Development
Test Report
2/28/09
Implement Change Leadership Action Plan
Implement Communication Plan
Pilot
Analysis
Change Mgt. Pilot
Design
Change
Management
Process Review
Change Mgt Go Live 1/1/09
Pilot Change Mgt Go Live
10/1/08
Executive
Signoff on
Design 8/30/08
DR
Testing
Complete
Feb 2009
Implementation
Unit Testing
DR Testing
Implementation
Plan Completed
9/15/08
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Risk Assessment / Business Impact Analysis
Assess
Information
Technology
Risks
Analyze
Business
Impact/Needs
Define
Requirements
• RTO/RPO
• Sites
• Platforms
Client Issues:
 Are we really at risk?
 What are our business exposures?
 What are the alternatives for
reducing those exposures?
Review Risk
Management
Program
Outputs:
I.
II.
III.
IV.
V.
VI.
Executive Summary
Core Business Processes
Support Infrastructure
Business Exposures
Recovery Resource Requirements
Recovery Alternatives
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Business Continuity & Disaster Recovery
Programmatic solutions focused on quickly mitigating risk in business critical
areas spanning the breadth of business, technology and crisis management
Assess
 Risk
 Business
impacts
 BC/DR
program
Design
 Availability
strategy
 Recovery
strategy
Build
 Business
availability
plans
 Technology
availability
plans
Program Support &
 Management
Testing plans
Maintain
 Update plans
 On-going
strategy & plan
testing
Business Continuity Management Software Implementation
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Building a Business Resumption Solution
“Behind the scenes” notification process/
resources & response capabilities need to
be built
Plans / procedures need to continually
evolve in real-time with the project
Different roles, responsibilities & functions
than exist today; Additional resources may
be required
Service requires governance processes,
tools & resources as well as recovery
infrastructure & procedures
Program management & integration
enables ongoing efficiency & effectiveness;
Long term role for program governance
Recovery strategy drives detailed
requirements & center design as well as
long term cost effectiveness
Well-defined, documented, philosophy &
objectives provides a foundation for short
& long term activities
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Solution Design and Implementation
Design Solution
Implement Solution
• Detailed Design
Statement
• Cost / Benefit
Analysis
• Management
Approval
• Project Workplans
• Funding
• Resources
• Schedule
Client Issues:
 Need “One-Time” Boost
in Resources to Get Job Done
 Lack Experience
 Missing/Short on Critical Skills
Outputs:





Strategies for IT, Business, and Crisis mgmt for all recovery tiers
Detailed Design Document
Detailed Implementation Plan
Cost Estimates and Budget Tracking
Implemented Solution
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Selecting a Recovery Provider
When choosing a supplier of business recovery services, ask the following questions. The
survival of your organization could depend on the supplier’s capabilities in these areas.
·Will
your organization have access to dedicated, trained, experienced people to assist with recovery
rehearsals and actual disaster recoveries?
Does the supplier offer multiple hot sites? Are they secure?
·
Can the supplier guarantee annual business recovery rehearsal time? How far in advance do
rehearsals have to be scheduled?
·
What is the upper limit on the number of other subscribers using the recovery system you will be
using? (HP recommends no more than 30 subscribers per system.)
·
Can the company provide you with a dedicated facility, if needed?
·
If you upgrade to new technology at the home site, will the supplier allow hot site upgrades with no
penalty?
·
Can you use the hot site for tests other than business recovery rehearsals, such as operating system
upgrades?
·
What are the penalties if a rehearsal is not completed within the allotted time?
·
Will your organization receive preferential treatment for the delivery of new systems if disaster strikes?
·
How close geographically are the vendor’s other customers who subscribe to your configuration?
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Key Considerations
Availability Cost Criteria
 Risk Coverage
 Peer
Comparisons
RECOVERY
COMPONENTS
High Availability
Infrastructure
Tier 1
Network HA &
End User
Connectivity Services
High
Availability
Services
High Availability
Technology
Managed
Services
Traditional
Recovery
 Facilities
 Environment
 Floor Space
 Bandwidth
 Equipment
 SGN
 Percentage of
Total IT Expenses
 Charge back
 Cost Allocation
 Hardware - Disk
 Software –
 Ops/Monitor Services
 Design
 Implementation
 Expertise
 Operations
 Testing Services
 Recovery Configurations
 Includes Testing
Testing
 Comprehensive Support
 Test Time
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Business Continuity & Disaster Recovery
Programmatic solutions focused on quickly mitigating risk in business critical
areas spanning the breadth of business, technology and crisis management
Assess
 Risk
 Business
impacts
 BC/DR
program
Design
 Availability
strategy
 Recovery
strategy
Build
 Business /
Technology
availability
plans
 Testing plans
Maintain
 Update plans
 On-going
strategy & plan
testing
Program Support & Management
Business Continuity Management Software Implementation
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Recovery Plan Development
Location - Physical
Infrastructure
Business Processes /
Functions
Notification Lists,
Emergency Procedures,
Inventory Lists
Client Issues:
 Need “One-Time” Boost in
Resources to Get Job Done
 Lack Experience ... Want Plan
That Will Work
 Missing/Short on Critical Skills
 Want to Make Sure the Plan is
Maintained Over Time
Deliverables:




IT, Business, and Crisis Mgmt Recovery Plans
Incident Management Procedures
Defined Business and IT processes within a actionable plan
Identified and trained recovery resources
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Management and Communications
1, 2
Executive
Management
Emergency
Response
Incident
Command
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Incident
Response
1 National
Incident Management Systems (NIMS ICS)
2 Hospital
Incident Command System (HICS)
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Validation Testing
Client Issues:
Develop Test Requirements
• Scope & Objectives
• Customer Requirements
• Funding / Resources
• Timetable
Plan Tests
 What is the right amount
of testing?
 What should we be spending
in testing each year?
 What constitutes a successful test?
What are other organizations doing?
 How can we test more efficiently?
Perform Tests and
Analyze Results
Outputs:
 Assessment of the Cost , Quality and
Overall Effectiveness of the Present
Testing Program – (Testing Program)
 Improved Testing Capability including Testing Strategy
 Management Reporting & Metrics
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Business Continuity & Disaster Recovery
Programmatic solutions focused on quickly mitigating risk in business critical
areas spanning the breadth of business, technology and crisis management
Assess
 Risk
 Business
impacts
 BC/DR
program
Design
 Availability
strategy
 Recovery
strategy
Build
 Business
availability
plans
 Technology
availability
plans
Program Support &
 Management
Testing plans
Maintain
 Update plans
 On-going
strategy & plan
testing
Business Continuity Management Software Implementation
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Continuous Improvement / Program Sustainment
Client Issues:
• Program Elements
• Processes
• People / Skills
• Deliverables
• Solution
Deliverables:




 How do we maintain our program
efficiently over time? Can we
automate the maintenance process?
 How can we integrate DR into our
day-to-day management processes,
especially change management?
 What resources are required to do an
effective job of improving our program
over time? How do we maintain our focus
on DR in light of our many other priorities?
Updated Recovery Plan Documents
Governance / Operational processes for Production Service Management
Recommendations for Improvements to Lifecycle Processes
Identification of Additional Resources – Funding or Personnel
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Supporting the End to End Process
(Change Management – Quality Assurance)
Project Manager
Business Consultant
Business Analyst
Start
1. Gather DR
ROM Estimate
2. Complete
AIA and
Requirements
3. Implement
DR Design
4. Validate
Manage
Engagement
- Business Case
- Sponsorship
Business
Driver
- Requirements
- Analysis
- Design
- Approval
- Install/Provision
- POC
- Development
- Procurement
- Integration
- Final Solution
- Burn in
PLAN
- Validation
- Support
- Pilot
- Monitor
- Rollout
- Change Mgmt
BUILD
RUN
Client Internal Production IT Process
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Configuration Management Process
Incident
Management
Team
Minutes from
Meeting
Systems
Operations
Team
Copied
via Email
Meetings
Various
Support
Teams
Changes?
Updates?
Action Required?
Changes
Email
Teams
Change Triggers
Form Requesting
Additional
Information
Organizational Entities
Disaster
Recovery
Information
Recovery
Strategy
Recovery Plans
Technology
Profile
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Personnel
Database



















Business Changes
Application Changes
Recovery Objectives
Organizational Changes
Network Changes
Vault List
Software and OS Upgrades
Database and Hardware Changes
Restoration Procedure Changes
Changes in Disaster Declaration Authority
Off-site Storage Access
Off-site Storage
Hardware/Inventory
Recovery Site Changes
Hot Site Changes
Middleware or Utility Upgrades
Changes to Standards
Backups Procedures
Modifications Resulting from Tests
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KEEPING PEOPLE AND INFORMATION CONNECTED®
Thank You