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Business Centric IT: Data Management

David A. Chapa
David A. Chapa
David A. ChapaFounder, Sr. Analyst at The CTE Group

What is Business Centric IT and how do you create greater IT value for the business? This presentation takes a look at how this is possible. Contact me for more information and how The CTE Group can help.

Business Centric IT: Data Management

1 of 40
Establishing a Business-Centric IT
Approach to Data Management
David A. Chapa
Senior Analyst, Founder
The CTE Group
What is the impact on the business, its
brand and its bottom line if Availability
needs are not met?
It is significant?
• Example
• Parcel Service loses a customer’s digital data from one of its
trucks
• Impact: Could affect customer loyalty and trust
• Impact: Could affect future revenue
• Cloud Backup Provider Loses Customer Backup Data
• Impact: Subscription services may drop, customer trust diminished
• Impact: Brand value declines, revenues drop
• Secondary Impact: Backup Provider blames failure on disk vendor
• Disk Manufacturer’s reputation on the line
Headlines
• Example
• Financial Institution Employee Loses Tablet with PII of 10,000 cust.
• Impact: Trustworthiness rating drops
• Impact: Media Frenzy: Media reaches out to employee(s) for comment.
• Lost Revenue, Lost customers, Potential litigation
• Government Contractor Inadvertently Leaks 000s of Vets SSN
• $$/each SSN lost or leaked
• Potential loss of future GSA contracts
• Hotel Chain’s Reservation System Goes Down
• Impact: Future revenue lost, Customer Satisfaction drops, provides
competition an opportunity to win
Headlines
• April 13, 1992
• Chicago River Underground Flood shuts down businesses for
weeks
• Actual physical losses estimated at $1.95B
• Chicago Mercantile Exch shutdown lost an estimated $25B in
trading
• Hundreds of small businesses never reopened.
• DATA protection, recovery and resumption
• Critical to IT centric recovery solution
• Business may place this secondary on its list over protecting
PR fallout
Headlines
We don’t want to
make the headlines
Ad

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Business Centric IT: Data Management

  • 1. Establishing a Business-Centric IT Approach to Data Management David A. Chapa Senior Analyst, Founder The CTE Group
  • 2. What is the impact on the business, its brand and its bottom line if Availability needs are not met? It is significant?
  • 3. • Example • Parcel Service loses a customer’s digital data from one of its trucks • Impact: Could affect customer loyalty and trust • Impact: Could affect future revenue • Cloud Backup Provider Loses Customer Backup Data • Impact: Subscription services may drop, customer trust diminished • Impact: Brand value declines, revenues drop • Secondary Impact: Backup Provider blames failure on disk vendor • Disk Manufacturer’s reputation on the line Headlines
  • 4. • Example • Financial Institution Employee Loses Tablet with PII of 10,000 cust. • Impact: Trustworthiness rating drops • Impact: Media Frenzy: Media reaches out to employee(s) for comment. • Lost Revenue, Lost customers, Potential litigation • Government Contractor Inadvertently Leaks 000s of Vets SSN • $$/each SSN lost or leaked • Potential loss of future GSA contracts • Hotel Chain’s Reservation System Goes Down • Impact: Future revenue lost, Customer Satisfaction drops, provides competition an opportunity to win Headlines
  • 5. • April 13, 1992 • Chicago River Underground Flood shuts down businesses for weeks • Actual physical losses estimated at $1.95B • Chicago Mercantile Exch shutdown lost an estimated $25B in trading • Hundreds of small businesses never reopened. • DATA protection, recovery and resumption • Critical to IT centric recovery solution • Business may place this secondary on its list over protecting PR fallout Headlines
  • 6. We don’t want to make the headlines
  • 7. • New IT: Blend of ”tech guru” and ”business consultant” • Over half (51%) business execs rate IT #1 resource1 • Tech and Business is and will be forever intertwined • CIOs need a “business-savvy” bench • Over 60% of business professionals, involved in evaluations2 Business Professionals & IT Decisions Sources: 1 “Building digital organizations”, CompTIA, 2015 2 “CIOs need a business-savvy bench”, CIO Magazine 2016
  • 8. • Customer Satisfaction • Beating the Competition • Generating Revenue and Profit • Growth Business Objectives
  • 9. • Customer Satisfaction • Deliver competitive service • Support systems and applications • Thrive to expand capabilities IT Objectives
  • 10. Different functions, similar goals Customer Satisfaction Deliver competitive service Support systems and apps Thrive to expand capabilities Customer Satisfaction Beating the Competition Generating Revenue & Profit Growth IT Business
  • 11. RPO Solutions RTO Solutions Recovery Solutions Tape Backup Periodic Replication/ Snapshots Conventional Disk Backup PBBA Tape/Archive Synchronous Replication/ Mirroring HA & Clustering Asynchronous Replication CDP Cost RecoveryObjectives Weeks Seconds Snapshots / Replication
  • 12. • Align top line goals with Corporate Goals • Understand the business and its specific needs • SmB: The business and corporation potentially are the same • Mid-Large: Multiple business units make up the entire corporation • Clear picture of FY initiatives & how IT will support • IT Centric Recovery v. Business Centric Recovery • May be very different objectives • IT: System and Data focus • Business: Customer and Public Relations Focus Business Centric IT
  • 14. • Can you meet the business recovery expectations? • Do you have the resources, staff and support? • What recovery workloads are candidates for cloud? • What gaps could be filled with additional headcount? IT Self Assessment
  • 15. Business Impact & Recovery Strategies BIA Risk Assessment Recovery Strategies Update/Develop Backup Policy Update/Develop DR Plan Maintain/Update the DR Plan Planned and Scheduled Tests SOURCE: “Implementing Backup and Recovery”, Wiley and Sons, by: David A. Chapa
  • 16. • Think like you own the business • Risk Assessment, Recovery Strategy, Customer Relations, HR/Employee Relations, Investor Relations, Public Relations, Supply Chain, Communications Plan Business Impact & Recovery Strategies
  • 17. • Communication Plan • Work closely with your PR firm • Communication is key to maintain control of media • Who to include? • Employees, Customers, Vendors • BOD, Shareholders, Investors Business Impact & Recovery Strategies
  • 18. • Media Training • If you are contacted by the news or press • Know what you should say, should not say • When in doubt, say nothing Business Impact & Recovery Strategies
  • 19. When you initiate the communication, you remain in control.
  • 20. • Identify the Business Unit(s) (BU) • Understand the BU’s top line goals and initiatives • Create scenarios to simulate a disaster • Work with the BU to determine priorities for recovery • Applications/Systems/Data Business Impact & Recovery Strategies
  • 21. • “Think like a journalist” – Interview the BU • Don’t assume you know what is important • Act like a vendor providing a service • Literally, no such thing as a dumb question Business Impact & Recovery Strategies
  • 22. • IT perspective: Identify key stakeholders • Data owners • Storage Admins • Backup Admins • Network and Security Admins • Business Unit Mgrs/GMs • Who has sign-off • Final approval • Sponsorship • Vendors/Partners Business Impact & Recovery Strategies
  • 23. • What needs protecting • What is protected • Where are you gapped? • Identify Protection Gaps • Unprotected critical data on Laptops • Unsecured Desktops Business Impact & Recovery Strategies
  • 24. • Remote Access Requirements • Order of Recovery • Cloud, On Premise, Hot Site? • DR Team and Tasks • Very important to have primary and secondary roles • Critical to review this plan when IT turnover occurs Business Impact & Recovery Strategies
  • 25. • Identify recovery heat index • Using the Business Impact Analysis • Cost vs. Loss of unprotected Data • Cost vs. Access to unsecured Data • Applications and Systems • Classification Framework • Application/System/Data • Mission Critical • Critical • Deferred Business Impact & Recovery Strategies
  • 26. • Audit Process • Subscribe to 3rd Party Validation Service • Avoid self-audits • Regularly scheduled tests and trials • Measure results • Action plan to improve or enhance Business Impact & Recovery Strategies
  • 27. • Recovery KPIs – use the SMART approach • Specific • Measurable • Achievable • Realistic • Timely Business Impact & Recovery Strategies What’s measured improves – Peter Drucker
  • 28. • Examples • Time from declaration to DR execution • DR Test/Result/Audit • Time to “business as usual” • Time to Tier 1 system resumption • Customer Satisfaction Rating • Within 3 months of DR • Revenue Impact Analysis Business Impact & Recovery Strategies What’s measured improves – Peter Drucker
  • 29. The final product may resemble more of a business plan
  • 30. The Plan Proposal • Executive Summary • The purpose of the plan • Main objectives and goals • IT and Business Sponsors • Include Key stakeholders
  • 31. The Plan Proposal • Business Impact Analysis • Identify the risk and associated loss for each business unit • What is the continuity strategy • IT Assessment • Capabilities • Gaps • Strategies • Cloud, hot site, cold site, etc.
  • 32. The Plan Proposal • Financial Assessment • Solution Costs • Headcount needs • CAPEX/OPEX • ROI/TCO • Measured based on projected loss from BIA
  • 33. The Plan Proposal • Business Continuity • Disaster avoidance plans • Outline key metrics this plan will target and achieve upon execution • Time to resolution • Customer Satisfaction Rating
  • 34. The Plan Proposal • Recovery Plan • Determine Declaration Criteria • DR Team • Tasks and Responsibilities • Call Tree • Who can declare disaster? • Process for “business as usual” • Apps/Systems/Data • Business Case • Inclusion / Exclusion of specific apps/systems/data
  • 35. The Plan Proposal • KPI Section • Review cycle, test cycle, audit cycle • How all KPIs will be measured • Plans for improvement
  • 36. In closing… • When Disaster Strikes • Be prepared • Test regularly • Show the results of your tests and corresponding KPI
  • 37. In closing… • Regular meetings with plan sponsors • Follow change control management for this plan • Get alignment cross functionally • Money talks • Take the details from the BIA and drive that into $$ saved • By averting disaster • By recovering from disaster • By improving business process
  • 38. 5 Key Takeaways Know the business of the business Set up regular cross functional team meetings Teach the business of IT Get non-IT professionals more engaged
  • 39. 5 Key Takeaways Audit/Review/Test Absolutes for a solid Business Impact and Recovery Plan Metrics speak volumes to the business Use this as a platform to show the value of the plan and execution Create strategic criteria for workload/workflows Cloud v. On Premise
  • 40. Thank You The CTE Group http://www.TheCTEgroup.net david@thectegroup.net