The terrible loss of life and physical disruption of basic services in the wake of the recent earthquake and tsunami in Japan should put disaster-recovery planning top of mind. If your organization lacks a plan, start drafting one today. If you have one, take if off the shelf and add those updates you've been meaning to make.
In 2002, I wrote a "day-after"
disaster-recovery story that urged IT managers to plan today for recovery
tomorrow. With the terrible images still fresh in our minds from the earthquake
and tsunami in Japan, now is the time to press forward with full-scale
business-continuity and disaster-recovery plans for your organization.
Of course, this assumes there
is a plan. If your organization doesn't have a business-continuity strategy-and
you plan on staying in business after an emergency situation has passed-then
the first thing to do is to put a plan in place. You can start by going to my
2002 story here.
There you'll see suggested readings and resources for creating a disaster-survival
Even for organizations that
have plans, this is the time to make adjustments and updates. Start by asking the
question, what does business-continuity look like? An answer along the lines of
"everyone comes to work the next day and work continues as normal" is almost as
bad as "I have no idea." Both indicate a lack of serious thought about dealing
with a significant loss of reliable utility power and water,
inaccessible roads, fuel scarcity, and injured or missing staff members.
Start your planning with a goal such as getting to 50 percent 80 percent
capability within one or two days of the damaging event.
Your disaster plan needs to
account for the people who will carry it out. Don't be surprised if staff members
choose their family responsibilities over work duties if your organization
forces them to make a choice. Charge your human resources team with offering
family-support services as a predefined benefit for crucial staff. Also, make
sure your organization stocks food, drinking water and toileting supplies in
areas where crucial recovery work must take place. It's no good knowing the
passwords to your crucial systems if staff members are forced to forage for
basic necessities away from the job site.
The cloud can play a crucial
role in your disaster-recovery plan. However, recall that every single cloud service
lives in a brick-and-mortar data center. Make it your business to know where
the company's cloud lives and what plans are in place for its continued
operation. Make sure you have a service-level agreement that defines how your
cloud-based services will move from one physical location to another in an
emergency. Keep in mind that you'll need to press providers for fairly detailed
specifics. If you hear words to the effect that "everything will function just
as it did prior to the disaster event," then be suspicious. Re-housing an
entire data center is a non-trivial effort that will have some impact on
I used to be a big proponent
of practice drills. Given the complex interdependence of IT systems, I'm not so
sure drills are a good idea for enterprise data systems. Today, I recommend
making sure that spare equipment is positioned where it's needed, that run
books are up-to-date and accessible to those who need them and that the
batteries in your UPSes and the engines in your backup generators are serviced
and in good working order. And don't forget to check the fuel tanks, lines and
filters for these systems. Rather than pulling the plug on your servers, it's
better to spend that time firing up the generators and letting them spin for a
couple of hours every quarter.
Cameron Sturdevant is the executive editor of Enterprise Networking Planet. Prior to ENP, Cameron was technical analyst at PCWeek Labs, starting in 1997. Cameron finished up as the eWEEK Labs Technical Director in 2012. Before his extensive labs tenure Cameron paid his IT dues working in technical support and sales engineering at a software publishing firm . Cameron also spent two years with a database development firm, integrating applications with mainframe legacy programs. Cameron's areas of expertise include virtual and physical IT infrastructure, cloud computing, enterprise networking and mobility. In addition to reviews, Cameron has covered monolithic enterprise management systems throughout their lifecycles, providing the eWEEK reader with all-important history and context. Cameron takes special care in cultivating his IT manager contacts, to ensure that his analysis is grounded in real-world concern. Follow Cameron on Twitter at csturdevant, or reach him by email at email@example.com.