Rejuvenating BCM - Infrastructure. Business Continuity Awareness Week March 2009

Transcription

1 Rejuvenating BCM - Infrastructure Business Continuity Awareness Week March 2009 Brigitte Theuma MBCI, CBCMMA, CBCMP, CBCITP, MIAEM 23 March 2009 Total of 5 pages

2 Table of Contents I. ICT Service Continuity Current State a. Identifying Requirements and Weaknesses b. Risk c. Business Criticality III. Appendices a. Related Papers and Information b. Glossary of Terms II. Multi-Year Plan a. Balancing Design and Cost b. Multi Year Infrastructure DR Roadmap c. Self Funding Paradigm 1

3 I. ICT Service Continuity Current State I. ICT Service Continuity Current State a. Identifying Requirements and Weaknesses b. Risk c. Business Criticality 2

4 a. Identifying Requirements and Weaknesses Standards, Practices and Programme are they working for you? Do you have in place? Review potential weaknesses - single points of failure, redundancy, supply chain dependence, IT processes, security, backup and restore, availability, Disaster Recovery or IT Service Continuity, BCM, location of premises, systems monitoring, power. Review trend reporting availability, failure, capacity, security, downtime, Service Level reports. Review Service Level Agreements (SLAs) with the Business Owners of the technology or services. Provide GAP analysis. Compare information against corporate Policy, Guidelines, SLA s, Strategy. Measure the costs of desired state vs. current state (downtime vs. resilience expenditure i.e., risk and impact vs. costs) Present the information in business terms, removing the technical complexity and terminology that could impair understanding of the issue. Source: PAS 77:

5 4 b. Risk Heat Map Business Risks - IT Key Data Centre Outage Critical Failure of IT Outsource Customer Data IT Security Inadequate mitigation in place Impact Significant Financial Systems Customer Billing Semi-adequate mitigation in place Minimal India Call Centre Supply Chain Adequate mitigation in place Extremely Remote 1 * years Remote 1 * 2-10 years Possible in Short to Medium Term 1 * 6-24 months Likelihood Likely in Short Term 1 * 0-6 months

6 5 c. Business Criticality Heat Map Criticality of Systems vs. Availability Key Continuous Availability India Call Centre Telecoms & LAN Despatch Data Centre Financial Systems No plan RTO unknown Architecture Disaster Recovery Internet Presence Customer Data SRM Online Ordering Payroll Backup and restore procedures in place. RTO 36 hours Backup & Restore Customer Billing Document Registry Disaster Recovery in place RTO 24 hours Tactical Strategic Critical Mandatory Criticality

7 II. Multi-Year Plan II. Multi-Year Plan a. Balancing Design and Cost b. Multi Year Infrastructure DR Roadmap c. Self Funding Paradigm 6

8 Source: PAS77: a. Balancing DR/HA Design and Cost Finding the right balance Availability is required for each system Cost of failure vs. cost of resilience. Limitations or constraints is the company operating under. Budget, time, resource. Risks associated with approach.

9 b. The Self-Funding IT Paradigm and Disaster Recovery The Self-Funding Ideal Streamline IT Operations, including use of DR equipment. Invest in Breakthrough Strategic Projects, include DR at project level. Realise Business Productivity Gains, find alternate uses for DR equipment Multi-year Strategic Initiatives Business-Led Discretionary Projects Core Infrastructure and Applications Use efficiencydriven costsavings to subsidise nextgeneration or future projects Charge out for DR to cover cost of infrastructure If a cost per use model is used for DR when using SLA s for IT Services, then the DR enablers can be self funded Original concept: The CIO Executive Board 8

10 9 c. Multi Year Infrastructure Disaster Recovery Roadmap FY2009 DR Policy FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 SLA Strategy 1 DR Enablers Data Centre Infrastructure DR Strategy Continuous Improvement via Self Funding DR Paradigm DR Enabler Initiative 3 DR Enabler Initiative 4 Project 1 Project 2 Project 3 Project 4 Strategy 2 Projects & Lifecycle Project 5 Project 6 IT Lifecycle Project 7 Strategy 3 Critical Assets BIA & RA Multi Year DR Project for Top 5 Critical Assets Multi Year Project Critical Assets 2 Multi Year Project 3

11 d. Business Continuity Maturity BCMM Virtual Corporation 10

12 III. Appendices III. Appendices a. Related Papers and Information b. Glossary of Terms 11

13 12 a. Related Papers and Information AS/NZS 4360:2004 Risk Management AS/NZS HB221:2004 Business Continuity Management Business Continuity Institute, Good Practice Guidelines Business Continuity Maturity Model, Virtual Corporation BS31100:2008 Risk Management Code of Practice BS :2006 Business Continuity Management Part 1: Code of Practice BS :2007 Business Continuity Management Part 2: Specification BS25777:2008 Information and Communications Technology Continuity Management Code of Practice BSI ISO/IEC 24762:2008 Information Technology Security Techniques Guidelines for Information and Communications Disaster Recovery Services CIO Executive Board HB Executive Guide to Business Continuity Management HB A Practitioners Guide to Business Continuity Management ITIL V3 NFPA 1600 Standard on Disaster/Emergency Management and Business Continuity Programs PAS 77:2006 IT Service Continuity Management Code of Practice

14 b. Glossary of Terms Business Continuity BCM BC Strategy Disruption ICT Continuity ICT Disaster Recovery Strategic and tactical capability of the organisation to plan for and respond to incidents and business disruptions in order to continue business operations at an acceptable predefined level. Business Continuity Management Approach by an organisation that will ensure its recovery and continuity in the face of a disaster or other major incident or business disruption. Event, whether anticipated or unanticipated which causes an unplanned, negative deviation from the expected delivery of products and services according to the organisations objectives. Capability of the organisation to plan for and respond to incidents and disruptions in order to continue ICT services at an acceptable predefined level. Activities and programmes that are invoked in response to a disruption and are intended to restore an organisation s ICT services. Impact Incident RPO RTO Resilience Risk Testing Vulnerability Evaluated consequence of a particular outcome. Situation that might be, or could lead to, a business disruption, loss, emergency or crisis. Recovery Point Objective. Point in time to which data has to be recovered in order to resume ICT services. Recovery Time Objective. Target time set for resumption of product, service or activity delivery after an incident. Ability of an ICT system to provide and maintain an acceptable level of service in the face of various disruptions and challenges to normal operation. Something that might happen and its effect on the achievement of objectives. Forced failure of all or part of an ICT system, under specific conditions, to verify that recovery is properly performed. Weakness within the ICT asset or activity that might, at some point, be exploited by threats. Source: BS 25777: