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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

This is the final installment of the four-part case study on conducting an operational recovery exercise. In part one I discussed the preparations for, and the conducting of, the actual meeting with the business unit sponsor. In part two I described the weekly planning meetings and the structured walk-though of the exercise, and in part three I shared the compiled results of the exercise. In this part I show how the recovery exercise team captured, analyzed and followed up on several lessons learned.

Lessons Learned – What We Did Well

The recovery team conducted a lessons learned sessions within one week of the exercise. I facilitated this meeting in a manner described in the earlier section. This included a round robin method to solicit input on what we did well, and a nominal group technique to prioritize the responses. After compiling the feedback, I wrote and distributed a brief analysis of the results. Table 1 displays this information. I asked each participant to rank their top seven responses. Responses ranked first received seven points, those ranked second received six points, and so on. The far right column of Table 1 shows the distributions of these rankings. The total points received by each response served to prioritize them, as shown by the second column of the table.

Table 1 Prioritized Actions Done Well

What Did We Do Well?

#

Pts

Response

Distribution

1

45

Exercise preparation uncovered production problems.

7,7,7,6,5,5,5,2,1

2

34

Good communication prior to exercise.

7,7,7,6,4,3

3

32

Identified what needs to be fixed.

7,6,5,4,4,4,1,1

T4

27

Set reasonable expectations prior to the exercise.

6,6,5,4,2,2,2

T4

27

Achieved the goals of the exercise.

7,7,6,4,2,1

T4

27

Good communication during the exercise.

7,6,5,5,4

7

26

Good identification of issues prior to exercise.

7,5,5,4,3,2

8

23

Good participation from cross-functional teams

6,5,5,4,2,1

9

21

Identified the right owners to the right pieces.

6,5,5,3,1,1

T10

19

Pre-planning and assumptions done well.

6,3,3,3,2,1,1

T10

19

Good response to problems.

7,4,4,2,2

12

17

Agendas, action items and daily meetings were fruitful.

6,6,2,2,1

13

14

It was correct to make it a functional test.

7,3,3,1

14

10

Involved the right customers.

6,3,1

15

9

Daily and weekly meetings complemented each other.

3,3,3

16

5

Video communication was a plus.

4,1

17

4

Good leadership was displayed.

4

18

3

Geographic logistics added realism to the test.

3

19

2

Made good use of the bridge line.

2

20

0

Pulled servicing in early to get a feel for the process.

 

Analysis

The fact that the preparation for this exercise uncovered some unknown production problems was by far highest rated response in this category with 45 points. The next two highest ranked entries, with 34 and 32 points, involved actions prior to (good communication) and during (identifying fix-it needs) the exercise. The next three responses tied for fourth place with 27 points and also involved activities prior to (reasonable expectations), during (communication) and after (goals all met) the exercise. The next response ranked just under these three with 26 points and involved good identification of issues beforehand.

The next four ranked responses were grouped closely and rounded out the top ten with 23, 21 and a tie for 19 points. These entries involved favorable impressions of participation, planning and problem-solving. The remaining responses touched on such items as meeting management, video teleconferencing and geographic logistics.

Lessons Learned – What We Could Do Better

In a manner similar to collecting input on 'What We Did Well', I facilitated gathering feedback on 'What Could We Do Better?', shown in Table 2. This information was extremely important in learning how to improve future exercises, and led to several follow-up action items, shown in Table 3.

This concludes the case study on an actual operational disaster recovery exercise. The effort was successful in that the team restored critical software applications at a designated recovery site within reasonable time-frames, and that business users were able to verify the functional operation of the software. A number of improvement suggestions came out of the exercise, and these will be put into practice during upcoming months. Another similar exercise will be conducted in about six months.

Table 2 Prioritized Improvement Suggestions

What Could We Do Better?

#

Pts

Response

Distribution

1

49

Extend time between system build out and exercise.

7,7,7,6,6,6,5,3,1,1

T2

45

Provide more time for application build out.

7,7,7,6,6,6,5,1

T2

45

Evaluate timelines/scope for better schedule estimates.

7,7,5,5,4,4,4,3,3,2,1

4

34

Validate and pre-test systems prior to the exercise.

7,6,6,6,5,3,1

5

30

Improve assignment of roles.

7,6,6,5,4,2

6

24

Provide more clearly defined handoffs.

5,5,4,3,3,2,2

7

20

Limit those who want to act as leaders during exercise.

6,4,3,2,2,2,1

8

19

Build out applications sequentially, not all at once.

7,5,3,3,1

T9

18

Increase participation by Enterprise Architecture.

7,5,4,2

T9

18

Provide more time to plan/execute exercise properly.

6,5,4,3

11

16

Improve Friday meetings.

5,5,3,2,1

12

13

Ensure attendees prepare better for Friday meetings.

4,4,2,2,1

13

12

Test host files more thoroughly prior to exercise.

4,4,3,1

14

10

Increase attendance at weekly planning meetings.

7,2,1

T15

4

Improve testing of VPN concentrator POC.

4

T15

4

Improve terminology to clarify purpose of exercise.

3,1

17

3

Provide more machines for shadowing.

2,1

18

0

Improve use of bridge line.

 

Analysis

The three highest ranked responses (with 49, 45 and 45 points) all dealt with time issues. It is clear that the majority of participants feel more time is needed in future exercises to ensure that software applications are fully built out and successfully tested prior to the exercise. This is included as one of the follow-up action items. Two other responses, ranked slightly lower in 8th and 9th place (tied) with 19 and 18 points, also dealt with time issues.

Two other follow-up action items are a result of lessons learned improvement suggestions. The fourth highest ranked response with 34 points was to validate and pre-test systems, and the 13th entry with 12 points was to test host files more thoroughly.

Responses ranked 5th and 6th with 30 and 24 points, respectively, both involved exercise management, and consisted of improving role assignments and providing more clearly defined handoffs. These responses also resulted in follow-up improvement items.

Table 3 Follow-up Action Items

#

Date Asgnd

Description

Resp Person

ECD

Rev ECD

ACD

1

6/09

Resolve issue of security badge not allowing access into building D.

Associate

A

8/01

 

 

2

6/09

Resolve Citrix access problem with home laptop computer.

Associate

B

8/01

 

6/09

3

6/09

Ensure adequate time is provided to staff for application build-outs

Associate

C

8/01

 

 

4

6/09

Ensure script that shuts down clusters is checked for successful completion.

Associate

D

8/01

 

 

5

6/09

Ensure that host files are tested prior to exercise.

Associate

E

8/01

 

 

6

6/09

Improve and clarify the assignment of roles for next exercise.

Associate

F

8/01

 

 

7

6/09

Provide more clearly defined handoffs for next exercise.

Associate

G

8/01

 

 

8

6/09

Emphasize proper handoffs during Walk-Thru simulation

Associate

H

8/01

 

 

9

 

 

 

 

 

 

10

 

 

 

 

 

 

ECD=Estimated Completion Date Rev-ECD=Revised Completion Date ACD=Actual Completion Date

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