COMP-3: Betting the Farm on your Disaster Recovery Plan Are you prepared? David Petranek Systems Engineer

COMP-3: Betting the Farm on your Disaster Recovery Plan

Are you prepared?

David PetranekSystems Engineer

© 2006 Progress Software Corporation2COMP-3: Betting the Farm on your Disaster Recovery Plan

Agenda

Betting the Farm

What are the chances? Laying the groundwork Real-world problems and effects Effective D/R planning process OpenEdge® insurance


Recent News that Cost Millions

Computer glitch grounds two airlines


Sunday morning, causing delays that were expected to last


all day . . . flight operations database malfunctioned . . .”


CNet News, Aug 1, 2004







CNet News, Aug 1, 2004US Airways back in bankruptcy court

US Airways back in bankruptcy court

““US Airways filed for bankruptcy protection Sunday afternoon . . .”

US Airways filed for bankruptcy protection Sunday afternoon . . .”

Washington Business Journal, September 12, 2004




““US Airways filed for bankruptcy protection Sunday afternoon . . .”

US Airways filed for bankruptcy protection Sunday afternoon . . .”



ATLANTA -- “The cancellation of 1,100


Christmas Day flights by Comair because of


computer troubles is prompting calls fo

r more


r more

investments in backup systems . . .

experts say


experts say

computer glitches . . . likely to cost m

illions


illions .”.”

AP, December 27, 2004






r more


r more


experts say


experts say


illions


illions .”.”

AP, December 27, 2004

““Comair’s president quit, less than a month Comair’s president quit, less than a month after the Delta unit suffered a computer after the Delta unit suffered a computer

meltdown . . . which took five days . . . to return meltdown . . . which took five days . . . to return to its full schedule.”to its full schedule.”

Wall Street Journal, January 18, 2005

““Comair’s president quit, less than a month Comair’s president quit, less than a month after the Delta unit suffered a computer after the Delta unit suffered a computer

meltdown . . . which took five days . . . to return meltdown . . . which took five days . . . to return to its full schedule.”to its full schedule.”

Wall Street Journal, January 18, 2005

Laptops Prove Weakest Link in Data SecurityLaptops Prove Weakest Link in Data Security

““Just this week . . . Fidelity Investments disclosed that one Just this week . . . Fidelity Investments disclosed that one of its laptop computers was stolen, and with it, the personal of its laptop computers was stolen, and with it, the personal information, including [196,000] social security numbers”information, including [196,000] social security numbers”

Wall Street Journal, March 24, 2006

Laptops Prove Weakest Link in Data SecurityLaptops Prove Weakest Link in Data Security

““Just this week . . . Fidelity Investments disclosed that one Just this week . . . Fidelity Investments disclosed that one of its laptop computers was stolen, and with it, the personal of its laptop computers was stolen, and with it, the personal information, including [196,000] social security numbers”information, including [196,000] social security numbers”


Hannover Re Posts Loss, Hurt by Hurricane


“one of the world’s largest reinsurers . . . moved to a


fourth-quarter net loss of 12.6 million (#15.2 million),


hurt by exposure to Hurricane Wilma.”












Sunoco Reports Fourth Quarter Results


““An eight-day steam system outage at the Haverhill, OH

An eight-day steam system outage at the Haverhill, OH

plant reduced current quarter results by approximately


$2 million..”$2 million..”PRNewsWire, February 01, 2006



““An eight-day steam system outage at the Haverhill, OH

An eight-day steam system outage at the Haverhill, OH



$2 million..”$2 million..”PRNewsWire, February 01, 2006

““businesses affected by Hurricane Katrina . . . are 13,265

businesses affected by Hurricane Katrina . . . are 13,265

for Louisiana, 2,665 for Mississippi and 53 for Alabama”


US Census Bureau, 2006““businesses affected by Hurricane Katrina . . . are 13,265

businesses affected by Hurricane Katrina . . . are 13,265



US Census Bureau, 2006


Is it Really a Problem?

“Business Continuity/Disaster Recovery was the #1 concern of data center

executives.”

Gartner Survey, June 2004


Lost Revenue by Industry – 2005 Survey

Industry Total Downtime Costs

% of Revenue

%of cost from Outage

% of cost from Degradation

Transportation and Logistics

$32M 2% 69% 31%

Manufacturing $154M 9% 69% 31%

Retail $41M 5% 77% 23%

Infonetics Research Inc. http://www.optrics.com/emprisa_networks/2005_UPNA05_DWN_ToC_Excerpts.pdf


Agenda

Betting the Farm

What are the chances? Laying the groundwork Real-world problems and effects Effective D/R planning process OpenEdge insurance


The Best Laid Plans

Water Leak Protection?


Business Continuity (BC) & Disaster Recovery (D/R)

Business Continuity

Disaster Recovery

What is the difference?


Where Do We Start?

7%8%

27%

23%

18%

17%

Unknown

Software

Hardware

Human Error

Network

NaturalDisaster

*Adapted from Blueprints for High Availability by

Evan Marcus and Hal Stern (ISBN: 0-471-43026-9)


Don't Know

Disaster Recovery to Dev/Test

Production Load Sharing

Standby

Outsourced

How Should We Approach D/R?

Data: Gartner Research (April 2005)

% of Critical Apps

Source: Gartner, Donna Scott (April 2005)

Disaster Recovery strategies


Agenda

Betting the Farm



What Constitutes A Disaster?

Los Angeles Business Journal - April, 2004

“Los Angeles businesses reported that their computer systems went down . . . 36 percent [from] security breaches . . . 44 percent [from] power outages.”


Real-world Cause and Effects






Agenda

Betting the Farm



Business Impact Analysis Risk Analysis Risk Mitigation Recovery plans Business-as-usual strategy

Elements of a Successful D/R Plan

Your plan should minimally include:


List critical IT resources Identify disruption impacts

• Lost Revenue, SLA, etc.

Determine allowable outage times Develop recovery priorities Evaluate each business process

• Recovery Time Objective (RTO)

• Recovery Point Objective (RPO)


Business Impact Analysis


Don’t Forget Your People

Sandra Glitten, Network World (October, 2005)

“IT groups fail to address a critical part of disaster recovery: loss of personnel .”


Gauge likelihood of events• Which most likely to occur

• Least and worst case scenarios

Assess magnitude of risks• Partial and total system loss

• Select high priority events

Associate specific scenarios with probability and amount of loss


Risk Analysis


Combat the Status Quo

“I don’t know. It’s always been there.”


Take measures to deter specific threats to continuity

Develop plans for quick, direct response to threats• Timely manner

• Appropriate response


Risk Mitigation


Use Common Sense

Multifunction technology?


Have system-specific plans• Readily available

• Tested

• Well maintained

Implements actions to return to operational stability• Business processes

• Support functions


Recovery


Processes and measures to return to ‘normal’ operations• All business functions restored

• No customer service barriers

• Support systems in state of preparedness


Business-as-usual


D/R in context of Business Continuation plan

No system/dept an island Regular drills = instinctive reactions A plan w/ maintenance quickly

becomes no plan at all Automate critical processes Then relax . . .

You’re Prepared!


Other notes of preparedness


Agenda

Betting the Farm



How OpenEdge is Helping You?


OpenEdge Replication Plus


OpenEdge Replication 10.1A – Techie Stuff

Easier Implementation• Enable Replication Online

• Enable AI through Replication

• Manage AI

Replication Failback• Single command to transition back to

production environment


OpenEdge Management

Systems Transparency


OpenEdge Management


For More Information, go to…

Documentation• http://www.progress.com/products/documentation/

openedge_rep10_1a_pdf/index.ssp• http://www.progress.com/products/documentation/

openedge_manage_31a_pdf/index.ssp

Relevant Exchange Sessions:• DB-3: OpenEdge® Replication – How-to• COMP-8: OpenEdge® Management in the Real

World• DB-12: Achieving High Availability with Clusters

and OpenEdge® Replication


Questions?


Thank you foryour time



Not a Simple Problem

“Currently, there are over 35 different types of threats that can cause

catastrophic business disruption, and new and more heinous threats are on the

horizon.”

http://recovery-disaster.info


Why Insure Ourselves?

“Both endeavors are aimed at spending company money to develop capabilities

that in the best of possible circumstances will never actually be used!”

Jon Toigo, http://www.drplanning.org


High Availability In Theory

High Availability is a measure of fault tolerance for a computer, cluster, or system, and its programs.

This measure takes into account both the mean time between failures (MTBF) and the mean time to repair (MTTR), and includes downtime for both planned and unplanned events.


Disaster Recovery

Definition

“the ability to respond to an interruption in services . . . to restore and organizations critical business functions.”

http://www.all-hands.net/Sections-article11-p1.html


Business Continuity

Definition

http://www.bitpipe.com/tlist/Business-Continuity.html

“ensur[ing] that essential functions can continue . . . including the prevention of interruption of mission-critical services, and to reestablish full functioning as quickly as possible.”

Documents

COMP-3: Betting the Farm on your Disaster Recovery Plan Are you prepared? David Petranek Systems Engineer