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Business Continuity & Disaster Recovery

Business Continuity & Disaster Recovery. Lauren Farese – Oracle Corporation Paul Christman – VERITAS Software Walter Callahan – State of Ohio. What happened on August 14 th , 2003?. Disasters happen every day...its a fact! . Disasters cost money so why suffer by being unprepared?

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Business Continuity & Disaster Recovery

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  1. Business Continuity&Disaster Recovery Lauren Farese – Oracle CorporationPaul Christman – VERITAS SoftwareWalter Callahan – State of Ohio

  2. What happened on August 14th, 2003?

  3. Disasters happen every day...its a fact!  • Disasters cost money so why suffer by being unprepared? • Organizations that survive typically have: • management foresight • tested procedures • processes • back-up facilities • Business Continuity Planning (BCP)

  4. Percentage Availability Downtime Per Year (7x24x365) * Cost$ Days Hours Minutes 95% 18 6 0 $250M 99% 3 15 36 $51M 99.9% 0 8 46 $5,003,312 99.99% 0 0 53 $504,136 99.999% 0 0 5 $47,560 99.9999% 0 0 1 $9,512 Downtime Costs Money Numbers assume $5B yearly revenue run rate. * Oracle calculated costs and is not associated with the Standish Group Report

  5. Business Continuity Planning vs.Disaster Recovery Planning • Both are directed at recovery of operations • Business Continuity Planning is directed at the recovery and resumption of business activities across the entire enterprise • Disaster Recovery Planning is usually directed at the recovery of information technology systems and business applications, including corporate data • BCP addresses Processes, People and Property

  6. Business Continuity Planning Phases • Typically three phases • Pre-Planning • Planning • Post-Planning • Critical success factor • Cost is always an issue • Executive ownership is critical • Must be a business priority

  7. Phase One: Pre-Planning • Project initiation and management • Establish a need • Executive management ownership • Time and budget allocation • Risk evaluation and control • Events and environment issues • Facilities and process evaluation • Cost benefit analysis • Impact analysis • Disruption and disaster scenarios • Critical business functions • Recovery time analysis

  8. Phase Two: Planning • Develop continuity strategies • Alternative organizational recovery • Operations and information systems • Adhere to recovery time objectives • Emergency response and operations • Procedures for response and stabilization • Establish operations center • Emergency command and control • Developing and implementing the plan • Plan provides recovery within time objective

  9. Oracle BCM Business Flow

  10. Phase Three: Post-Planning • Awareness and training • Create organizational awareness • Enhance skills • Maintaining and exercising • Coordinate plan exercises • Evaluate and document exercise results • Develop process to maintain the plan • Report results clearly and concisely • Coordination and communication • Communication with media, families, suppliers • Crisis coordination with first responders, local authorities

  11. What about the technology?

  12. Wks Days Hrs Mins Secs Secs Mins Hrs Days Wks Sync.Replication Clustering Async.Replication Remote Replication OnlineRestore Tape or DiskBackup Tape Restore Match the Tools to the Business Needs Recovery Point Recovery Time

  13. Clients Load Balancer Web Cache Application Server Tier Java Clusters Database Tier Only as Good as the Weakest Link

  14. BC/DR Must Address Every Component • Network Infrastructure • Data Storage – online, near-line and off-line • Application servers and their offspring Any component down = the entire system is un-usable

  15. Network Infrastructure • Wide Area Traffic Manager to direct client traffic to proper site • Network load balancer to distribute incoming requests • Dedicated, fast link between sites • Influences production database performance • Redundant components and paths • Network paths to the site and within the site

  16. BC/DR Techniques for Data Storage • Snapshots – frequent, within an array, FC, temporary • Mirrors – frequent, in a different array, FC, temporary • Replicas – synchronous or async, remote or local, FC or IP, temporary or semi-permanent • Near-Line Disk – infrequent, x-platform, FC or IP, BI copy, DLM, or staging for backup • Tape Backup – infrequent, FC or IP, required best practice for DR

  17. Application Availability with Local Clustering Server 2 Instance ‘B’ Server 1 Instance ‘A’ Database Protects from local server failures Depends on shared available storage

  18. Cleveland Columbus Cincinnati Extends local clustering model to several sites Requires data mirroring or replication Sandusky Wide Area Clustering

  19. Site Migration Wide Area Clustering Failover Replication

  20. Key Steps to Success • Conduct a Business Impact Analysis • Identify which processes are truly critical and cost of BC • Prioritize investments in people and technology • Plan and Implement • Test, test, test!!! • Review the business continuity plan when the business process changes

  21. Real Life Example Ohio Dept. of Public Safety • State Highway Patrol • Bureau of Motor Vehicles • Emergency Management Agency • Emergency Medical Services • Investigative Unit • Homeland Security • Administration

  22. Data Center Facilities • State of Ohio Computer Center – • West campus of Ohio State University • Primary site • Full data center facilities, i.e., UPS, Generator, Environmental • Operates light out • Charles D. Shipley Building – Public Safety Headquarters, 1970 W. Broad Street • Approximately 4 miles apart • Secondary site • Full data center facilities, i.e., UPS, Generator, Environmental • Remote operations

  23. Features • OC48 Sonet ring between the buildings • Moving to Gigabit Ethernet • Mainframe environment has mirrored disks at primary site, 3rd mirrored leg at secondary site • Robotic tape silos at primary site, remote tape drives at secondary site • Redundant server with failover for law enforcement • Servers at either site, mirror to other site

  24. Decision Factors • Prioritize business functions • Work with business units for business continuity to determine IT disaster planning levels • Determine level of acceptable risks • Distance for secondary site • Hot versus cold site • Mirror data versus backups • Redundant servers with failover versus build new server at time of disaster

  25. “The pessimist sees difficulty in every opportunity.The optimist sees opportunity in every difficulty” - Winston Churchill

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