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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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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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High Availability vs. Disaster Recovery
Can Disaster Recovery include High Availability?
Stretched datacenter Geo Clustering
Campus Clustering
Active/Active datacenter
Continental Clustering
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High Availability vs. Disaster Recovery
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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Disaster Recovery, but what about the plan?
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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Business Continuity in 7 steps
1. InitiateProgram
RiskAnalyses& Review
BusinessImpact
Analyse
RecoveryStrategy
PlanDevelop-
ment
Testing &Exercising
ProgramManage-
ment
Securing the plan in the organizationCommitment of the managementFormalization
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Business Continuity in 7 steps
1. InitiateProgram
RiskAnalyses& Review
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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Business Continuity in 7 steps
1. InitiateProgram
RiskAnalyses& Review
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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Business Continuity in 7 steps
1. InitiateProgram
RiskAnalyses& Review
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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Business Continuity in 7 steps
1. InitiateProgram
RiskAnalyses& Review
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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Business Continuity in 7 steps
1. InitiateProgram
RiskAnalyses& Review
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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Business Continuity in 7 steps
1. InitiateProgram
RiskAnalyses& Review
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
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