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📄 Contents

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  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

Last month I had the opportunity to lead a cross-functional team at a financial services company in planning and conducting a major disaster recovery exercise. Knowing how popular case studies are to our readers of the IT Management Guide, I decided to chronicle the key activities of this effort in this four-part series. In this initial segment I discuss how the project came about, how I assembled the team, and how we developed the objectives and assumptions for the exercise. In subsequent segments I will discuss the planning meetings and simulated walk-through; the results of the exercise itself; and the many lessons learned from the activity. Where appropriate I have replaced names of individuals, departments, applications and locations with fictitious versions.

The project was born out of IT's desire to test the restoration of one of the company's most critical application systems at the firm's newly built out-of-state recovery facility. IT managers asked me to coordinate what we described as an operational disaster recovery exercise. We would simulate the primary data center being completely disabled, and proceed to restore business operations supported by this critical application system. The system consisted of dozens of separate applications and databases.

The first decision was to determine how many applications to include in this exercise. After careful review we decided on 17 of the most critical applications. Managers wisely chose not to include all of them to keep the scope of the project to a reasonable level, to be able to complete it within six weeks, and because this was the first attempt at a recovery exercise of this magnitude.

The second decision was to include several business users to ensure the team had functionally restored all applications and that they could support the business processes of the users. This turned out to reap huge benefits later on in terms of building a spirit of trust, credibility and shared responsibility between the IT and business departments.

The third issue was deciding how to realistically simulate the primary data center being down without adversely impacting 24-hour production that needed to run. The technical teams accomplished this by revising access control lists in routers and using modified host files to route traffic to the recovery site. These decisions all combined to help with the next one, which was determining who would participate in the exercise, and what their roles would be.

10.10.2 Objectives

The overall purpose of this exercise was to flush out issues associated with the recovery of a key application system at an out-of-state recovery data center. It was not designed to be a Pass or Fail test. This was a recovery exercise intended for the staff to learn about, build upon, and make improvements to our overall recovery strategies. The team identified 13 specific objectives for this recovery exercise listed below in Figure 1.

  1. Determine to what degree the 17 key applications can be recovered to the location xyz recovery data center.
  2. Determine the minimum time needed to recover the entire system (recovery time objective, or RTO).
  3. Determine the minimum amount of data that cannot be recovered (recovery point objective, or RPO).
  4. Improve the partnering and teambuilding among appropriate individuals from the business units, IT and business continuity by collaborating on the development and execution of a successful recovery plan.
  5. Conduct a simulation walk-through one week prior to the recovery exercise to validate the sequence, thoroughness, dependencies and estimated timeframes of required recovery activities.
  6. Demonstrate that two separate branch offices can have all of their processing done using only the location xyz recovery data center.
  7. Demonstrate that a branch office can access web applications.
  8. Verify that there is no single point of failure associated with the primary data center in recovering systems at the location xyz recovery data center.
  9. Evaluate the development and execution process of the exercise by analyzing the results of surveys submitted by all participants.
  10. Conduct a lessons learned session to identify and prioritize mistakes to avoid and improvements to implement.
  11. Develop action plans to implement improvements.
  12. Compile a final report on the results of the exercise.
  13. Determine the priority and sequence of bringing up applications.

Figure 1 Recovery Exercise Objectives

Assumptions

The IT sponsoring managers and I developed an initial set of assumptions for this exercise. I discussed these with the entire cross functional team during subsequent planning meetings. Figure 2 lists our final set of assumptions.

  1. Critical application system xx will be tested for recovery and will include 17 specific applications (names removed here for proprietary reasons).
  2. Specific application qq6 was not initially available at the recovery data center during preparations for this exercise, but portions of it were available by May 13th.
  3. This exercise will also test for the recovery of any support applications that are needed to run the primary applications listed above. These support applications include, but are not limited to, the following:
    • Internet Explorer
    • Outlook/Exchange
  4. The issue of how Citrix will be used in this exercise is to load software on to the Citrix servers at the recovery data center.
  5. This exercise will simulate outside access from an outside party to the appropriate website and will include a test submission from an outside party partner. QA will test the appropriate applications as part of this.
  6. Replication between the primary and recovery data centers will be stopped for this exercise.
  7. Network connections will be severed between the participating branch offices and the primary data center.
  8. The branch offices will be used in this exercise to process test data.
  9. The test data will be created using all normal processes up to, but not including, final processing; the DBA and QA groups will be involved to ensure the test data is backed out from the system.
  10. The scenario selected for this exercise will be viable, practical and meaningful; the scenario will be described in sufficient detail so as to simulate an actual event.
  11. Branch office xyz will be used in this exercise to test application qq2.
  12. The Marketing and Business Development departments will not be included in this exercise.
  13. The routing of data from branch office aaa to the recovery data center will be pre-tested prior to May 1st.
  14. The loading of the software on the recovery data center Citrix servers will be pre-tested prior to May 1st.
  15. Full database consistency checks (DBCC) will be performed on all 13 database servers to ensure data integrity.
  16. If any of the DBCCs fail, the data will not be re-replicated.
  17. Citrix will be loaded on the recovery data center desktops prior to the exercise.
  18. Employee A will shadow the activities of the users at the branch offices from her desktop at the primary data center.
  19. The QA rep will be using a laptop at home for this exercise.
  20. We do not need to block traffic from the location xyz sales office to the primary data center.
  21. There will be interruptions to the Exchange servers at the recovery data center and to email services; the Help Desk will issue advisories about these interruptions.

Figure 2 Recovery Exercise Assumptions

Next Steps

In part two of this series, I discuss the weekly planning meetings I conducted in preparation for the exercise, and the simulated walk-through we performed to verify the sequence, thoroughness, dependencies and estimated timeframes of required recovery activities.

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