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"It is impossible for ideas to
compete in the marketplace if no forum for
their presentation is provided or available."
Thomas Mann, 1896
The Business Forum
Journal
Designing and Developing an IT Continuity Strategy
By Garry Herron
Why
Develop a
Strategy?
Obtain "Buy
in" from Others
-
You do not
want to be the only one pulling on the oars in this boat.
-
Assess and document risks and
vulnerabilities, especially those that are external.
-
Analyze
impact of IT outage on operating units; measure and state the cost to each
unit; document it; gain agreement from each unit's manager; present to
senior management for executive sponsorship of further action.
Document
Goals & Objectives
-
Senior management will not fund the
program unless it supports the mission of the organization.
-
IT Continuity Strategy must have goals &
objectives that contribute to the organization's success.
-
IT continuity objectives can help to set
expectations among "user" departments & senior management.
-
It is important to develop linkages with
"user" department continuity plans.
-
This is a 2 way street; use
documentation to gain agreement.
Gain
Agreement on Justification for Investment
-
There is a price tag on achieving the
goals and objectives.
-
Balance the price against the costs that
the organization would incur due to an emergency or disaster.
-
The earlier "Buy in" from users and
management should support the costs.
-
Senior management must commit funding
based on this justification so that one of the strategy options can be
selected and implemented.
-
Executive sponsorship is critical.
Maximize Value
Received -- 1
Assumption: a strategy has been developed and
adopted; it requires at least some vendor-provided service.
You must implement the strategy for IT.
-
Learn about the various service providers.
-
Understand the offerings and how they fit
your needs.
-
Differentiate among the choices.
-
Negotiate an agreement.
-
Use the agreement as part of your
strategy.
-
Maintain currency with the changing
business needs.
Maximize Value Received -- 2
Two categories of service providers: "Full
Service/General Purpose" and "Niche."
Providing the ability and framework for
periodic testing and recovery exercises is key.
The more relevant functions that a single
provider (along with its subcontractors and partners) can deliver the better it
is for the client.
Maximize Value Received -- 3
Differentiate among the
choices.
Pin down meanings of key terminology.
Stated responsibilities are critical.
Commitments are vital.
How long does the agreement last? (The
term might extend if you make changes to the covered configuration.)
Maximize Value Received -- 4
·
How is the price determined?
-
Technical specifications for system
configuration and network connectivity.
-
Amount of annual test time included in the
subscription.
-
Length of the agreement (the longer the
agreement, the lower the monthly charges).
-
Service commitments that are included,
especially on what is delivered upon disaster declaration.
-
Resemblance to "standard" terms and
conditions.
-
Shared use/shared cost.
Maximize Value Received -- 5
If it helps, do things in stages.
-
For a single IT platform, start with only the
critical portions.
-
For multiple platforms, start with covering
those that are most critical.
-
Bring more on over time.
-
Build on success of first stage.
Watch out for moving End Date due to
additions or changes.
Maximize Value Received -- 6
How is the price determined?
-
Technical specifications for system
configuration and network connectivity.
-
Amount of annual test time included in the
subscription.
-
Length of the agreement (the longer the
agreement, the lower the monthly charges).
-
Service commitments that are included,
especially on what is delivered upon disaster declaration.
-
Resemblance to "standard" terms and
conditions.
-
Shared use/shared cost.
Bundle in extra vendor support servicesHot site service provider has staff who can
load recovery media and restore systems.
-
Use remote operations; be prepared to do it
from various locations, with hot site provider's involvement.
-
Understand service provider's staffing and
support structure so you know how much attention you can expect.
Let us
Review . . .
-
Gain agreement and support from the affected
parties.
-
Analyze impacts on the organization of
emergency IT outages.
-
Measure and quantify the costs of lost
business.
-
Develop strategy and plans to support the
business.
-
Educate yourself on outside services
available and get as much help as you can for whatever you pay.
-
Just because a service looks the same from
multiple providers doesn't mean that it is the same.
-
Get it all on paper! (And read the FINE
PRINT!)

Garry Herron is a Fellow
of the Business Forum Institute, and is President and founder of
Advanced Technology Solutions (ATS), a California small business
specializing in disaster recovery and business continuity
design, planning and preparations. He and his firm have provided
requirements reviews, planning guidance and operational solutions to
help numerous companies and governments in the development and
implementation of disaster recovery and business continuity
preparations. Prior to forming ATS, Garry was a career IBM
professional with expertise in sales, management and consulting. A
highlight of that career was leading the IBM Western Region Business
Recovery Services team in its support of clients recovery actions
after the January 1994 Northridge earthquake in Los Angeles. Garry
holds an MBA degree from the Anderson School of
Management at UCLA, and a
Bachelors degree in Mathematics and Computer Science.
Visit the Authors Web Site
http://atsprotect.com
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