Disaster Recovery

and and Business ContinuityBusiness Continuity

Gretchen GreyGretchen Grey

AgendaAgenda

• What is it?

• Planning Process

• Planning Background

• Ongoing Readiness

What is it?What is it?

Three Areas of FocusThree Areas of Focus

• Emergency Management

• Business Continuity

• Disaster Recovery

Emergency ManagementEmergency Management

• Crisis management

• Life / safety

• Initial response

• Assessment

• Alert

• Authorities

Business ContinuityBusiness Continuity

• Alternate worksite

• Business exposure assessment / risk analysis

• Business interruption / costs

• Workaround procedures

• Reciprocal agreements

• Return to acceptable operations

• Restore critical business functions

• Data / application recovery

• Salvage / restoration / disposal

• Replacement / replenish resources

Disaster RecoveryDisaster Recovery

University Planning RolesUniversity Planning Roles

Business ContinuityEmergency Management

Disaster Recovery

Dept. of Public SafetyFire DepartmentFacilities / Plant

Registrar’s OfficeHuman ResourcesFinancial AidPayrollPurchasing

ITFacilitiesPlant

University EOCUniversity EOC

–Emergency Operations Center

–Command Center

–University President

Planning ProcessPlanning Process

MAIS Planning ProcessMAIS Planning ProcessAwareness

Test / Exercise

IT Business Units

DevelopBusinessContinuity

Plans

ImplementReadiness

Actions

DevelopRecovery

Plan

ImplementRecoverySolution

IterationsIterations

ITBusiness

Units

Goals

• Protect Employees

• Minimize the effect of an incident

• Protect Assets

• Recover IT

• Readiness – Prepare and Train

Planning BackgroundPlanning Background

Initiation

Former Provost Paul Courant and former CFO Robert Kasdin directed MAIS to work with central offices and business owners to develop disaster recovery/business continuity plans for the University's mission-critical business processes and information systems. 

Recovery BackgroundRecovery Background

─MAIS began planning in earnest more than 2 years ago

─Time to recovery from major systems outage was 30+ days

─Preparations in place today offer recovery time of 2 – 5 days

MAIS Systems RecoveryMAIS Systems Recovery

─Large generator for computer room

─ “Hot site” in Philadelphia

─Files are copied and stored in a secured facility every day

Continued ImprovementContinued Improvement

─Shared computer room at Arbor Lakes

─Shorten recovery times

─Reduce costs by eliminating hot site contract

Business Continuity Business Continuity BackgroundBackground

─ Identified critical business processes such as admissions, payroll and purchasing

─Developed a framework for central offices

Continuity BackgroundContinuity Background

─Procedures to ‘work around’ systems outage and other contingencies

─Store emergency supplies and equipment

Continuity Goals Continuity Goals

• Manage crises with central coordination

• Consistent and accurate internal and external communications

• Cover key roles

• And to impart confidence in all stakeholders

Ongoing ReadinessOngoing Readiness

Recovery Test OverviewRecovery Test Overview

─Execute tests at least annually

─Testing time is limited/precious

─Set specific goals and objectives

─Define tasks hour-by-hour tasks

─All necessary resources are in place

Recovery Test OverviewRecovery Test Overview

─Two 48-hour tests every year

─Deploy teams to Philadelphia

─Every test is a success

Continuity Exercises Continuity Exercises

– Table top discussion

– Scripted and simulates time passing as realistic as possible

– Cross divisional dependencies and touch points

– Eventually, introduce unexpected situations

Planning Do’sPlanning Do’s

– Store in a safe and easily accessible location - Don’t leave it at work

– Home address, phone, … treat all contents as confidential

– Authorized and essential personnel

– Call-in number for status and instructions

Raising Awareness in U-M UnitsRaising Awareness in U-M Units

─Enterprise-wide readiness

─Not just technology

─Top-down support

─Policies / standards

Success FactorsSuccess Factors

– Tests / exercises are valued

– Clear directions for every level

– Integrated planning with day-to-day operations

– Continuous internal awareness

FocusFocus

─Ask yourself everyday “If I knew for certain that something catastrophic will happen tomorrow, what will I want with me? What will I wish I had done to prepare?”

Web SiteWeb Site

See the University’s Emergency Preparedness Web Site

http://www.umich.edu/~urel/prepare/message.html