vTrack BC and DR Final- Andre Van Der Werff

8/3/2019 vTrack BC and DR Final- Andre Van Der Werff

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2011 VMware Inc. All rights reserved

vTrack

Business Continuity and Disaster Recovery

Andr van der Werff, Sr. Systems Engineer, VMware Netherlands


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Welkom!


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Agenda

09.30 - 10.15 - Disaster Recovery , bent u er al klaar voor? Andre van der Werff - VMware Systems Engineer

10.15 - 10.45 - Site Recovery Manager 5 Technical deep dive Lee Dillworth - VMware Principal Engineer

10.45 - 11.00 - Koffie 11.00 12.30 - Site Recovery Manager en vSphere replication Deep dive

Lee Dillworth - VMware Principal Engineer 12.30 - 13.30 Lunch


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Introduction


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Disaster Recovery, but what about the plan?


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And what about


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High Availability vs. Disaster Recovery

Preventing vs. Recovering

Minor problems vs. True Disaster

Single Point of Failure vs. Site Failure

Minutes vs. Hours*


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Can Disaster Recovery include High Availability?

Stretched datacenter Geo Clustering

Campus Clustering

Active/Active datacenter

Continental Clustering


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HA is focused on uptime (99.999%) rather then recovery time HA protects SPOF HA=Minutes vs DR=Hours HA focuses more on making compute resources available and

accounting for both planned and unplanned outages.

HA solutions tend to be more of a single-site solution, with primaryand standby being relatively close to one another.

HA can DR is Recovering from problems DR helps you to rec DR is often used between sites that are separated by geographic

distances spanning time zones.

DR focuses more on major outages and maximizing recovery ofdata


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Difference between disaster recovery and business continuityplanning?

How do you get started? Business Continuity in 7 steps. Where do we start as a company? The Analyses What are the top mistakes that companies make in disaster

recovery?


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Difference between Business Continuity and Disaster Recovery?

Business Continuity or BC aims to safeguard the

interests of an organization and its key

stakeholders by protecting its critical business

functions (CBFs) against predetermined

disruptions.

Business Continuity


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Difference between Business Continuity and Disaster Recovery?

Disaster Recovery or DR is the ability of an

organization to provide critical Information

Technology (IT) and Communications capabilities

and services, after it is disrupted by an incident,

emergency or disaster.

Disaster Recovery


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No separate entities, but married together!

Disaster RecoveryBusiness Continuity

BusinessContinuity Plan


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What is Business Continuity Plan (BCP)

Iterative process that is designed to identify

mission critical business functions (CBF) and

determine policies, processes, procedures to

ensure the continuation of these functions in the

event of a disaster


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Business Continuity Planning

BCP


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Business Continuity in 7 steps

1. InitiateProgram

RiskAnalyses& Review

BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment


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1. InitiateProgram


BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment

Securing the plan in the organizationCommitment of the managementFormalization


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1. InitiateProgram


BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment

Scope of Critical Business Functions (CBF)Indentify Key Risk AreasPeople, Process & Products


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1. InitiateProgram


BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment

For each CBF:

Assess the (financial & business) impact for the Key Risk AreasDefine Goals, RPO, RTO and MTPODIdentify restoration sequenceWhich parts of the business needs to be restored first?

Present BIA findings to management for comment and acceptance!


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1. InitiateProgram


BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment

Define recovery scope and requirements Identify available recovery alternatives and optionsAssess cost benefits of available recovery options


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1. InitiateProgram


BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment

Capture recovery activities in a DR planClearly define Roles and ResponsibilitiesDefine the ECO system


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1. InitiateProgram


BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment

Define the methodology to test the BC/DR planHow, what, when and where questions

Test and exercising the BC/DR Plan so that:All understand the plan, her/his responsibility and roleAll procedures, including those with suppliers and customersagreed to be tested


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1. InitiateProgram


BusinessImpact

Analyse

RecoveryStrategy

PlanDevelop-

ment

Testing &Exercising

ProgramManage-

ment

Dynamic Organization => Higher Change RateOrganization change == BC/DR ChangeRegularly evaluated and update the BC/DR Plan


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Where do we start as a company?


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Where do we start as a company? The Analysis

Business Impact Analysis Indentify business most critical functions (systems and processes) Restoration Sequence : Which part of the Business needs to be restored first! For each critical function define:

Recovery Point Objective (RPO) Recovery Time Objective (RTO) Maximum Tolerable Period of Downtime

Threath Analyses Disease, Earthquake, Fire, Flood, Cyber attack, Sabotage (insider or external threat) Hurricane or other major storm, Utility outage, Terrorism, Theft (insider or external

threat, vital information or material)

Random failure of mission-critical systems, etc, etc Often used as basis for the BCP


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Definition of RPO, RTO and MTPOD

RPOMaximum acceptable

data loss following an

unplanned event

(hours)

RTOLength of time that a CBF could be unavailable

(hours)

Protection Technologies Recovery Process and Technologies

100%

Product / Service

100%

Product / Service

Resumption

MTPOD: Maximum Tolerable Period of Down TimeDuration after which an organizations viability will be irrevocability threatened

if product or service delivery cannot be resumed.

Disaster

Business

Resumption

Minimum

level


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MTPOD: Maximum Tolerable Period of Disruption

Published end 2007, british standard 25999-2 Forces DR/BC professionals to first look at products and services

Customer expectations Regulatory requirements Reputational issues Financial and operational impairment Strategic consequences

Defined within the scope of BCP


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BCP, the basics


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9 Absolute basics a BCP should cover

1. Develop and practice a contingency plan that includes a succession plan for themanagement

2. Train backup employees to perform emergency tasks. The employees you counton to lead in an emergency will not always be available

3. Determine offsite crisis meeting places and crisis communication plans for topmanagement. Practice crisis communication with employees, partners, suppliers

and customers

4. Invest in an alternate means of communication and access to crucial informationin case the local networks go down

5. Make sure that all employees-as well as management-are involved in theexercises so that they get practice in responding to an emergency


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9 Absolute basics a BCP should cover (cont.)

6. Make business continuity exercises realistic enough see how people involvedreact when the situation gets stressful

7. Form partnerships with partners and/or suppliers to establish a good workingrelationship

8. Evaluate your company's performance during each test, and work towardconstant improvement. Continuity exercises should reveal weaknesses.

9.

Test your continuity plan regularly to reveal and accommodate changes.Technology, people and processes are in a constant change at any company.


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Pitfalls of BCP

Pitf ll f B i C ti it Pl i


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Pitfalls of Business Continuity Planning

Failure to gain support from senior-level managers. The largestproblems here are:

Not demonstrating the level of effort required for full recovery. Not conducting a business impact analysis and addressing all gaps in the

recovery model.

Not building adequate recovery plans that outline your recovery time objective,critical systems and applications, vital documents needed by the business, and

business functions by building plans for operational activities to be continuedafter a disaster.

Not having proper funding that will allow for a minimum of semi-annual testing. Lack of Ownership, hot potato bounce between IT, Operations,

Finance, etc.

Pitf ll f B i C ti it Pl i ( t )


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Pitfalls of Business Continuity Planning (cont.)

Considered an IT-only issue Over-reliance on Outsourced Vendors Inadequate planning, undefined priorities Wrong identification of all critical systems (ie forgot external

systems or suppliers)

Unclear RPO/RTO/MTPOD Wrong information in asset management tooling. Failure to bring the business into the planning and testing of your

recovery efforts.

Untested Backup and Restore


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Q&A


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Thanks!

Andr van der Werff

[email protected]

vTrack BC and DR Final- Andre Van Der Werff

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Transcript of vTrack BC and DR Final- Andre Van Der Werff