23 March 2009

Total of 5 pages

Rejuvenating BCM - Infrastructure

Business Continuity Awareness Week23 – 27 March 2009

Brigitte TheumaMBCI, CBCMMA, CBCMP, CBCITP, MIAEM

2

Table of Contents

I. ICT Service Continuity Current State

a. Identifying Requirements and Weaknesses

b. Riskc. Business Criticality

II. Multi-Year Plana. Balancing Design and Costb. Multi Year Infrastructure DR

Roadmapc. Self Funding Paradigm

III. Appendicesa. Related Papers and Informationb. Glossary of Terms

I. ICT Service Continuity Current State

3

I. ICT Service Continuity Current State

a. Identifying Requirements and Weaknesses

b. Riskc. Business Criticality

a. Identifying Requirements and Weaknesses

4Source: PAS 77: 2006

• Standards, Practices and Programme – are they working for you? Do you have in place?

• Review potential weaknesses - single points of failure, redundancy, supply chain dependence, IT processes, security, backup and restore, availability, Disaster Recovery or IT Service Continuity, BCM, location of premises, systems monitoring, power.

• Review trend reporting – availability, failure, capacity, security, downtime, Service Level reports.

• Review Service Level Agreements (SLAs) with the Business Owners of the technology or services.

• Provide GAP analysis.

• Compare information against corporate Policy, Guidelines, SLA’s, Strategy.

• Measure the costs of desired state vs. current state (downtime vs. resilience expenditure i.e., risk and impact vs. costs)

• Present the information in business terms, removing the technical complexity and terminology that could impair understanding of the issue.

5

b. Risk Heat Map

Key

Adequate mitigation in place

Semi-adequate mitigation in place

Inadequate mitigation in place

IT Security

Data CentreOutage

Supply Chain

CustomerBilling

FinancialSystems

CustomerData

IndiaCall

Centre

Failure ofIT Outsource

Extremely Remote1 * 10-100 years

Remote1 * 2-10 years

Possible in Short to Medium Term

1 * 6-24 months

Likely in Short Term1 * 0-6 months

Business Risks - IT

Critical

Significant

Minimal

Impa

ct

Likelihood

6

c. Business Criticality Heat Map

Key

Disaster Recoveryin place

RTO 24 hours

Backup and restoreprocedures in place.

RTO 36 hours

No planRTO unknown

Data Centre

Payroll

CustomerBilling

FinancialSystems

CustomerData

IndiaCall

Centre

Telecoms &LAN

Tactical Strategic Critical Mandatory

Criticality of Systems vs. Availability

ContinuousAvailability

DisasterRecovery

Backup &Restore

Arch

itect

ure

Criticality

emailInternetPresence

OnlineOrdering

SRM

Despatch

DocumentRegistry

7

II. Multi-Year Plan

II. Multi-Year Plana. Balancing Design and Costb. Multi Year Infrastructure DR

Roadmapc. Self Funding Paradigm

a. Balancing DR/HA Design and Cost

8Source: PAS77:2006

Finding the right balance

• Availability is required for each system

• Cost of failure vs. cost of resilience.

• Limitations or constraints is the company operating under. Budget, time, resource.

• Risks associated with approach.

9

Use efficiency-driven cost-savings to

subsidise next-generation or

futureprojects

b. The Self-Funding IT Paradigm and Disaster Recovery

Invest in “Breakthrough” Strategic Projects, include DR at project level.

Realise Business Productivity Gains, find alternate uses for DR equipment

Streamline IT Operations, including use of DR equipment.

Core Infrastructure and Applications

Business-Led Discretionary Projects

Multi-year Strategic Initiatives

The Self-Funding Ideal

Original concept: The CIO Executive Board

If a cost per use model is used for DR when

using SLA’s for IT Services, then the DR enablers can be self

funded

Charge out forDR to covercost of infrastructure

10

FY2011 FY2012 FY2015FY2014FY2013FY2010FY2009

Strategy 3Critical Assets

Strategy 1DR Enablers

Strategy 2 Projects &

Lifecycle

Data Centre Infrastructure

c. Multi Year Infrastructure Disaster Recovery Roadmap

SLA

DR Policy

Continuous Improvement via Self Funding DR Paradigm

Project 6

DR Strategy

DR Enabler Initiative 3

DR Enabler Initiative 4

Project 1 Project 2 Project 3

IT Lifecycle

Project 5

Project 7

BIA & RA

Multi Year DR Project for Top 5 Critical Assets

Multi Year Project Critical Assets 2

Project 4

Multi Year Project 3

d. Business Continuity Maturity

11BCMM© Virtual Corporation

12

III. Appendices

III. Appendicesa. Related Papers and Informationb. Glossary of Terms

13

a. Related Papers and Information

• AS/NZS 4360:2004 Risk Management• AS/NZS HB221:2004 Business Continuity Management• Business Continuity Institute, Good Practice Guidelines 2008 http://www.thebci.org/ • Business Continuity Maturity Model, Virtual Corporation

http://www.virtual-corp.net/html/bcmm.html • BS31100:2008 Risk Management Code of Practice• BS25999-1:2006 Business Continuity Management – Part 1: Code of Practice• BS25999-2:2007 Business Continuity Management – Part 2: Specification• BS25777:2008 Information and Communications Technology Continuity Management –

Code of Practice• BSI ISO/IEC 24762:2008 Information Technology – Security Techniques – Guidelines for

Information and Communications Disaster Recovery Services• CIO Executive Board http://www.cio.executiveboard.com• HB 293-2006 Executive Guide to Business Continuity Management• HB292-2006 A Practitioners Guide to Business Continuity Management• ITIL V3• NFPA 1600 Standard on Disaster/Emergency Management and Business Continuity

Programs• PAS 77:2006 IT Service Continuity Management Code of Practice

b. Glossary of Terms

Business Continuity

Strategic and tactical capability of the organisation to plan for and respond to incidents and business disruptions in order to continue business operations at an acceptable predefined level.

BCM Business Continuity Management

BC Strategy Approach by an organisation that will ensure its recovery and continuity in the face of a disaster or other major incident or business disruption.

Disruption Event, whether anticipated or unanticipated which causes an unplanned, negative deviation from the expected delivery of products and services according to the organisations objectives.

ICT Continuity

Capability of the organisation to plan for and respond to incidents and disruptions in order to continue ICT services at an acceptable predefined level.

ICT Disaster Recovery

Activities and programmes that are invoked in response to a disruption and are intended to restore an organisation’s ICT services.

14

Impact Evaluated consequence of a particular outcome.

Incident Situation that might be, or could lead to, a business disruption, loss, emergency or crisis.

RPO Recovery Point Objective. Point in time to which data has to be recovered in order to resume ICT services.

RTO Recovery Time Objective. Target time set for resumption of product, service or activity delivery after an incident.

Resilience Ability of an ICT system to provide and maintain an acceptable level of service in the face of various disruptions and challenges to normal operation.

Risk Something that might happen and its effect on the achievement of objectives.

Testing Forced failure of all or part of an ICT system, under specific conditions, to verify that recovery is properly performed.

Vulnerability Weakness within the ICT asset or activity that might, at some point, be exploited by threats.

Source: BS 25777:2008