Metrics are what you use to measure things. It sounds obvious. What’s not so obvious is why figure-driven metrics seem so often to be channelled off towards disaster recovery and IT in particular, whereas other high-level metrics end up with business continuity. Sure, there are the historical IT roots of disaster recovery to be considered compared to those of business continuity, but in theory we’ve evolved since then. Are we face to face with a phenomenon of, well, “metricism” – our term to express unjustified discrimination in the way metrics are used? (more…)
Posts Tagged ‘disaster recovery planning’
Primary Metrics For Disaster Recovery And Business Continuity
Wednesday, December 21st, 2011Morphing DR Plans Into BC plans
Tuesday, December 20th, 2011Disaster recovery plans are like car insurance. It’s not because you’ve insured your car that you’re obliged to have an accident; similarly, it’s not because you have a great disaster recovery plan, that you’re obliged to have a disaster. Although reactive disaster recovery will always be a counterpart to proactive business continuity, better driving will also mean fewer accidents, so to speak. The more you can do in business continuity and the less you have to do in disaster recovery, the better.
The Danger Of Disaster Recovery Overkill
Monday, December 12th, 2011In theory, disaster recovery like its counterpart business continuity needs to concentrate on what is critical in an organisation to keep it functioning correctly, and concentrate on planning for and managing those aspects. Experience plays a large part in understanding how far to go, and having broad knowledge gained by working in or with the various operations of a company can be invaluable. Otherwise plans can become too elaborate and too costly compared to the general level of business risk that applies to an organisation. Yet, how much disaster recovery is too much?
Webinar: Disaster Recovery Planning & Testing – The Real Cost of Downtime
Wednesday, January 5th, 2011Novell is hosting a complimentary Webinar on the Real Cost of Downtime on January 19, 2011 (or Thu, Jan 20, 2011 6:00 AM – 7:00 AM AEDT if you’re in Australia).
The main topics to be covered are:
- Traditional disaster recovery challenges, particularly when it comes to testing and recovery planning
- Best practices for reducing disruption and improving coordination and communication
- How virtualisation is a potential game changer in increasing the level of trust businesses have in disaster recovery plans
Register to participate here.
Don’t have time for Business Continuity Management? Then why not outsource it!
Wednesday, October 13th, 2010Ensuring continuity of your business functions, processes and critical IT systems and applications, along with the decision making in a time of crisis cannot be completely outsourced; there will always be responsibilities owned by the board, executive team and operational staff members. However, a great deal of the co-ordination and maintenance can be outsourced for considerably less cost than hiring a full-time Business Continuity Manager. A commitment to ongoing maintenance of your business continuity plan not only ensures that it is current and usable, but also assists with meeting regulatory and audit obligations.
OpsCentre tailors a Business Continuity Managed Service to meet suit any level of requirements and budget and can include activities such as:
1. Conducting regular reviews and updates of all business continuity and IT disaster recovery documentation to ensure it is current
2. Ensuring ongoing IT and business change management and project implementations consider Business Continuity implications and that the plans and strategy are kept in alignment with an evolving organisation.
3. Co-ordinating periodic refreshes of the business impact analysis and risk assessments
4. Scheduling regular desktop exercises and live tests of the business continuity plan
5. Providing induction training for new staff, maintaining training materials and training your trainers
6. Providing ongoing mentoring and training for key staff in their business continuity roles
7. Chairing a periodic Business Continuity Steering Committee and tracking progress of resulting action items.
8. Crisis support in the case of a business interruption incident
9. Providing co-ordination and facilitation assistance during actual disaster events or major incidents.
We cater to all levels of client needs: from basic quarterly maintenance tasks to 24×7 standby support; helping co-ordinate an incident response whenever it may happen day or night. Using our skilled and experienced team means you also gain access to the latest methodologies, industry research and continuity planning standards that we continually work with.
Talk with OpsCentre’s Director, Rod Crowder today to discuss your needs and we can build a business case to show how you can achieve more and save money compared to hiring an in-house resource.
Business Continuity Terminology – What’s the difference between MTO, RTO and RPO?
Sunday, January 3rd, 2010A common query that we come across in business continuity consulting is, ‘what is the difference between MTO, RTO and RPO?’
MTO is the Maximum Tolerable Outage
The Maximum Tolerable Outage for a critical business process represents the maximum amount of time that an organization can survive without the business process in any form (manual or automated). Defining the MTO for a process gives you the deadline for when this process must be up and running in some form or another.
The BCI describes MTO as ‘At what point in time do you need to either recover your business process, or invoke contingency procedures to prevent you from meeting your business objectives\targets.’
RTO is Recovery Time Objective
Recovery Time Objective is essentially the timeframe requirement for how long it should take to recover from the time of declaring the disaster (not the time of the actual incident) to when the critical process or system is available to users.
RPO is the Recovery Point Objective
The Recovery Point Objective describes the age of the data you want to restore in the event of a disaster. For example if your RPO is 6 hours, you want to restore systems back to the state they were in no longer than 6 hours ago. This dictates your backup requirements, in this example you must be making data backups at least every 6 hours. Any data created up to the 6 hour RPO will be lost and will need to be recreated during your recovery process (if possible).
What is the difference between disaster recovery and business continuity planning?
Tuesday, December 29th, 2009Persons new to recovery planning often find it difficult to differentiate between Business Continuity and Disaster Recovery. In its simplest form, Business Continuity differs from Disaster Recovery in that its focus is on people and the continuation of business processes and objectives rather than the availability of IT systems and infrastructure.
Business Continuity Planning deals with taking pro-active measures to ensure continuity of business as well as plans to manage the response and recovery from a business interruption. The Business Continuity Plan would include a plan for the Command Team who will co-ordinate and oversee the response as well as sub-plans for the business units.
The IT Disaster Recovery Plan supports the recovery effort by detailing the IT system recovery priorities and time constraints, plans and strategies for recovery as well as detailed restoration procedures. The priorities and time constraints need to be driven from the business continuity requirements identified in the business impact analysis.
Of vital importance is getting Business Continuity Plans and IT Disaster Recovery Plans to dovetail in and work together to support one another in a recovery effort.
Need help integrating the pieces of the puzzle? Disaster Recovery and Business Continuity Consulting