Saudi Electronic University Technology Disaster Recovery Strategies Worksheet

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Hi .. please find attachment files .. and follows ASSIGNMENT INSTRUCTIONS to answer it correctly..

I choose questionnaire form .. and I will send ppx files about Develop Disaster Recovery (Technology) StrategiesV14 , How to Select Technology Recovery Strategies and “Assignment —Do’s and Don’ts”—

* Sample Assignment DOC well help you to answer this assignment .. (questionnaire about this sample will send it to understand )

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Business Impact Analysis QUESTIONNAIRE FORM #_____52_____________ Name: Division Name: 1. Dept. or Business Unit: Global Customer Support Location/ Facility Commerce One Support Lincoln, NB Describe the top 5 business functions performed by your department. For each Business Function, describe what you feel are the most “critical” business processes performed by that business function. Indicate the current frequency, the Recovery Time Objective (RTO) by which each function needs to be restored for the work area (desks, phones, etc.) and for the software/hardware used to perform the function. Recovery Time Objectives (RTOs) Are: 4hrs, 8hrs, 1 Day, 2 Days, 3 Days, 1 Week, 2 Weeks, or 1 Month Function 1: Day-to-day management & coordination of hosted customer solutions Description of Function: This department is responsible for ensuring that the specific software that it supports is operating as it should. Troubleshooting and fixes are part of this department’s responsibilities. Frequency: Software/Hardware Used to Perform this Function: Daily Internet; Office; Commerce One (1 Sun Fire V880 midrange system; 1 LAN server) RTO of Work Area 4 hrs RTO of Software/Hardware: 2 days Function 2: RPO 1 day Implementation of Commerce One products Description of Function: This department is responsible for implementing Commerce One products, troubleshooting problems and creating/implementing fixes. Frequency: Software/Hardware Used to Perform this Function: Daily Commerce One (3 LAN servers); Commerce One (2 HP Integrity rx7640 midrange systems); Office; Internet RTO of Work Area 4 hrs ©Mary F. Sandy, CBCP, 2009 1 Business Impact Analysis QUESTIONNAIRE FORM #_____52_____________ Function 3: RTO of Software/Hardware: 2 days RPO 1 day Frequency: Software/Hardware Used to Perform this Function: Internal & external support via 800 line Description of Function: The Hotline is operational 24 hours per day, 7 days per week, with employees on call after hours. Even though there are no Service Level Agreements, this department targets 99.7% availability. Daily Vantive (4 Vantive HP Integrity rx7640 midrange systems, used to track problem calls, resolution, etc.); Internet; Office RTO of Work Area 4 hrs RTO of Software/Hardware: 2 days Function 4: 4 hours for Aspect call management software for telephone system RPO 1 day Plans & Beta tests E-Marketplace Solutions Description of Function: This department is involved for identifying enhancements to the software and testing it prior to implementing it in the field. Frequency: Software/Hardware Used to Perform this Function: Daily Gentran (1 IBM Power 550 Express midrange system, 1 IBM Mainframe; and 1 LAN Server); Office; Internet RTO of Work Area 4 hrs RTO of Software/Hardware: 2 days ©Mary F. Sandy, CBCP, 2009 2 RPO 1 day Business Impact Analysis QUESTIONNAIRE FORM #_____52_____________ 2. When the Application Data is recovered, how current must the data be? XX …to accommodate the most recent backup completed (usually yesterday’s backup) ...to your last transaction, no matter what the time of day may be ...last weekly backup. ...other. Specify time: ©Mary F. Sandy, CBCP, 2009 3 Business Impact Analysis QUESTIONNAIRE FORM #_____52_____________ 3. Financial Losses. The Numbers 0 through 14 on the Cumulative Loss Range Groupings scale correspond to an estimated cumulative dollar value of loss. Using the numbers 0 - 14, fill in the middle chart for each Loss Category to depict the financial loss your department(s) would experience if your work area were unavailable. Write in the appropriate numbers across the chart to reflect the changes in the financial losses over time. Cumulative Loss Range Groupings No. Estimated Loss Range 0 1 2 3 4 5 6 7 $0 $50,000,000 2 days 3 days 1 week 2 weeks 1 month 0 0 0 0 0 4 4 4 B Revenue Loss (If Deferred, please specify) Regulatory/Legal 0 0 0 0 0 0 0 0 C Human Resources 0 0 0 0 0 0 0 0 D Control 0 0 0 0 0 0 0 0 0 0 0 0 0 E Additional 0 0 0 Expenses Discuss How you Computed the Loss and Why: REVENUE LOSSES are due to the inability of this department to host applications at the company’s facilities and provide customer service via the support line. This reflects the loss of monthly payments to company due to its inability to provide service to its clients. ©Mary F. Sandy, CBCP, 2009 4 Business Impact Analysis QUESTIONNAIRE FORM #_____52_____________ 4. Using the scale below, indicate the non-financial impact of the following categories on your business should your department’s work area be unavailable: 1 = minimal 2 = somewhat significant Impact Category A 1 day 3 3 = very significant 4 hours 3 8 hours 3 2 days 3 1 1 1 1 1 1 1 3 days 3 1 week 3 2 weeks 3 1 month 3 1 1 2 2 1 1 1 1 1 C Ability to Provide Customer Care Management Control/ Decisions Employee Morale D Customer Satisfaction 2 2 3 3 3 3 3 3 E Company’s Image 3 3 3 3 3 3 3 3 F Other 5. Do you have any documented back-up "work-around" procedures that you would use if your work area were unavailable for an extended period of time? B No Don't know XX Yes A. If Yes, are employees trained in the use of the procedures? Yes No Comments B. __ C. __ Indicate the Manual Systems Effectiveness Over a 3 Day Period: __0% __ __25% __XX __50% __ __75% __ __100% Indicate the Manual Systems Effectiveness for an Outage of >3 Days: __0% _XX_ __25% __ ©Mary F. Sandy, CBCP, 2009 5 __50% __ __75% __ __100% Business Impact Analysis QUESTIONNAIRE FORM #_____52_____________ 6. Indicate the number of resources your work area needs and when you need them if your current work area is uninhabitable and you are required to operate in an alternate location: Type/No. of People/ Equipment Required Current # of Employees # of Employees Amount of Equipment/Access to Apps Required in a Disruption That Lasts. . . 4 Hours 8 Hours 1 Day 2 Days 3 1 Week 2 Weeks 1 Month Days 15 2 2 2 4 4 6 6 6 2 2 2 4 4 6 6 6 Access to Applications (specify) Access to Other Systems (specify) Access to Other Offices (specify) # of Telephones See pp 1 and 2 Same Same Same Same Same Same Same -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 2 2 2 4 4 6 6 6 Access to Laser Printer Access to Fax Machine Access to Copier Other Equipment (specify) Other Equipment (specify) 2 2 2 4 4 6 6 6 2 2 2 4 4 6 6 6 2 2 2 4 4 6 6 6 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- # of PCs on LAN ©Mary F. Sandy, CBCP, 2009 6 Business Impact Analysis QUESTIONNAIRE FORM #_____52_____________ 7. Indicate the number of employees in your department: 15 8. Indicate your department’s normal hours of operation: 8:30 AM to 5:00 PM—Employees are available after-hours for a total of 24X7 9. Peak Periods (Indicate if Daily, Annually, Quarterly, Weekly, etc.): Busy all the time Discuss: 10. Additional Comments: ©Mary F. Sandy, CBCP, 2009 7 1 INSTRUCTOR’S NOTE: THIS IS A SAMPLE THAT I PROVIDED TO YOU ONLY SO THAT YOU CAN SEE MY EXPECTATIONS FOR THIS ASSIGNMENT. I DO NOT GUARANTEE THAT INFORMATION IN THIS SAMPLE IS ACCURATE NOR DO I GUARANTEE THAT IT IS COMPLETE! ADDITIONALLY, IF YOU COPY THIS MATERIAL, IT IS PLAGIARISM AND YOU WILL EARN AN F ON THIS ASSIGNMENT. Sample Homework 3-2014 Use this as a guideline to ensure that you DOCUMENT AND ANSWER ALL OF THE ISSUES BELOW: 1. FORM 2. DEPARTMENT NAME: Collections/Credit 3. LIST HARDWARE/SOFTWARE AND RTOS AND RPOS INDICATED: Software PeopleSoft Hardware Sun Fire V880 Midrange # Servers RTO 3 RPO 2 1 Day Weeks WinFax* LAN Servers 2 2 1 Day Weeks Aspect Call Management PBX System 2 1 Day Software* Weeks *Assumption made that the WinFax and Aspect software have fax and call logging data captured within the system, necessitating a 1 day RPO. 4. CHOOSE THE TECHNOLOGY STRATEGY(IES) AND DOCUMENT THE NAME OF THE STRATEGY: 2 The recommendation to the client is to use electronic vaulting with a warm site at an external vendor. The electronic vaulting will occur once daily to ensure we meet the collections/credit RPO of 1 day (leading up to the disaster), and the warm site will be up and functional within 2 weeks to ensure we meet the RTO. 5. DESCRIBE YOUR STRATEGY BY DOCUMENTING THE FOLLOWING: I. How Will Strategy Work: NOTE FROM THE INSTRUCTOR: THERE IS MORE INFORMATION THAT IS REQUIRED TO DESCRIBE HOW THE STRATEGY WILL WORK HERE!!!!! A warm site strategy will be used, where an off-site vendor will be contracted to provide hardware and network interfaces at a facility at least 75 miles from the Lincoln, NE Collections/Credit location. This alternate processing site will be made available to the client at the time of disaster and will have hardware available for the client to: • Configure required hardware (i.e. Operating System, corporate server policies) • Install the required software (i.e. PeopleSoft, WinFax) • Restore required data (i.e. PeopleSoft Databases) • Test the system • Allow collections/credit employees to access system to perform job functions An electronic vaulting strategy will also be used, where system data will be backed up daily (to meet the 1 day RPO) and sent to an off-site location for storage. It is also recommended that the data is stored at a third party vendor vs. another location owned/operated by the client. A viable option is to have the data backed-up and stored at the warm site. It will be important for the client to ensure this is incorporated into the contract and additional cost may be incurred. II. Vendor/Internal Strategy: It is recommended that an external strategy is used for the warm site, where the site is hosted by a third-party vendor. 3 III. Justify Vendor/Internal Strategy: The warm site vendor hosting strategy is recommended primarily to mitigate costs. When using the warm site strategy, the hardware just needs to be made available at the remote vendor facility at the time of disaster. It is NOT required that the hardware is operating, current and accessible. As a result, costs to maintain the hardware are less, as system administrators are not maintaining the system and no power will be provided to the system. Because the RTO is 2 weeks for the hardware/software, the client has time to get the warm site configured and operational. The electronic vaulting strategy of backing up systems once daily and transferring to an alternate site will also meet the RPO of 1 day. 6. EVALUATE STRATEGIES NOT RECOMMENDED IN COMPARISON TO YOUR RECOMMENDED STRATEGY: I. Evaluate Strategies NOT Recommended: There were many disaster recovery strategies considered when making this recommendation. The following strategies were considered, but are not recommended for reasons described below: (Please note: A Hot Site is used in many of the strategies below. A Hot Site is required when a strategy requires replicated environment which is located at an alternate facility. The environment has the same hardware, software, and infrastructure components required to run the specific applications.) Continuous Availability (with Hot Site) – Continuous Availability is a strategy used when companies have very low RTOs and an RPO of 0. This strategy requires a hot site where data is continuously replicated between the primary site and the hot site. Additionally, the primary site automatically fails over to the hot site at time of disaster which should provide a seamless operation. Continuous availability is NOT recommended for the client due to the RTOs and RPOs required. Since the department’s RTO is 2 weeks and the RPO is 1 day, this strategy 4 provides more capabilities than what is needed since this strategy provides an RTO and RPO of near 0 or 0. Replication/High Availability (with Hot Site) – To begin, Replication/High Availability requires a Hot Site. At predetermined times, data is copied from the Production System to the system at the Hot Site. By limiting transmission times to minutes and/or an hour, this strategy will provide a low RPO, which data loss would be limited to the frequency of transmission times. Additionally, this strategy requires a manual failover instead of an automatic failover. If only a few systems use this strategy, failover may be achieved quickly, thus providing a low RTO. However, if a large number of systems must be failed over at the same time or if there are problems in the failover process, the RTO could increase. Replication/High Availability is NOT recommended for the client since it provides RTOs and RPOs that are less than 24 hours. Considering that our client’s RTO is 2 weeks and our RPO is 1 day, this strategy provides lower RTOs and RPOs than what is needed. As a result, not only is this strategy overkill for this department, but it is also unnecessarily more costly. Remote Journaling (with Hot Site) – Remote Journaling is a strategy used for database systems. While this strategy requires a Hot Site, only the database changes are copied to the system at the Hot Site in a Journal. At specified times, the changes in the Journal are then applied to the database at the Hot Site. Because there is a lag time in the updating of the journal to the database at the Hot Site, there could be data loss as well as delays in activating the system at the Hot Site. These issues could result in significant delays (RTO) and in data loss (RPO). If there are problems recovering the database at the Hot Site, the RTO could be significantly increased. Remote journaling is NOT recommended ….. (NOTE FROM INSTRUCTOR: THIS REASON IS MISSING.) 5 Cold/Shell Site – This strategy is a computer-ready room or facility. Specifically, the infrastructure is in place (cabling, electric, HVAC, raised floor) but the hardware is not available as this would need to be provided at time of disaster. A cold/shell site is NOT recommended as there is a risk that the RTO will not be met in two weeks, as the hardware will need to be purchased and installed before the client can even begin to restore systems. That could take longer than two weeks. Quick Ship—Purchase at Time of Disaster – This strategy involves the acquisition of all hardware at time of disaster. Additionally, the facility will need to be identified for the recovery to take place. A quick ship strategy is NOT recommended as there is a risk that the RTO will not be met in two weeks, as the hardware will need to be purchased and installed before the client can even begin to restore systems. That could take longer than two weeks and may prove to be VERY costly in event that the emergency is a regional disaster. Reciprocal Agreement – A reciprocal agreement strategy is where an agreement between two similar (from an infrastructure standpoint) companies or two internal departments is made where each company agrees that the other can use their specified systems at the time of a disaster. The data from one company is copied onto the systems with the appropriate applications at the reciprocating company. Thus, the company would then use the systems at the reciprocating company for their specific applications. A reciprocal agreement is NOT recommended simply due to the risk of success. The reciprocating company may not pull through when needed and even if they do, the client is still susceptible to risk around data security and/or interference from the other company. 7. WRAP-UP OF ANALYSIS I. What advantages would there be for your recommended strategy? What are the disadvantages for this strategy??? 6 There are several advantages to using an Electronic Vault at a Warm Site (vendor hosted) strategy. The biggest advantage is cost. The systems in the collections/credit department are not considered critical to day-to-day operations. Considerable cost can be saved using this strategy while meeting the RTO and RPO. Another advantage is that a contract is in place with a vendor which will guarantee hardware availability at time of disaster. The advantage to electronic vaulting is that the backups will be stored off site. The disadvantage of electronic vaulting is that there is a slight risk of data loss during transmission. Another disadvantage to this strategy is that no electronic vaulting can occur while the system is in the state of recovery, and this may last up to two weeks. The most recent backup would occur one day prior to the disaster. Finally, since the software and data is restored onto the hardware at time of disaster, they might have problems during installation and may not meet the RTO/RPO even though it is 2 weeks/1 day respectively. HOMEWORK DOC 1—CASE STUDY I. Project Summary Introduction CLIENT is a leading edge service provider for E Commerce Solutions. The company is headquartered in Lincoln, Nebraska and operates many offices around the world. CLIENT has 38 sales offices and more than 50 distributors worldwide. The main focus for this study was the following locations: • Lincoln, Nebraska • Dallas, Texas • Ann Arbor, Michigan • Toronto, Ontario, Canada CLIENT has been in business for the past 25 years. Throughout this time, CLIENT has undergone many changes. Despite all of these changes, CLIENT has evolved into becoming one of the largest independent providers of E-business Integration software and service solutions. Its niche is powering global ebusiness communities through their line of service offerings: E-Marketplace, E-Business Integration and E-Business Consulting solutions. THEY HAVE OVER 29,000 CUSTOMERS WORLDWIDE AND YEARLY REVENUES OF OVER $500,000,000. While searching the Internet for information to describe CLIENT and its business, CLIENT’s mission is best said in its own words: “Our mission is to help companies capitalize on the extraordinary opportunities for growth and profitability by providing comprehensive e-business solutions that address the most important issues companies face today: ▪ ▪ ▪ ▪ How to collaborate with business partners. How to better integrate business processes across the value chain. How to manage a complex set of E-business relationships. How to find people with the right mix of business and technology skills to assess a company’s business needs and develop a strategic e-business plan.” CLIENT operates in a highly competitive industry, one in which downtime or slow response is unacceptable. CLIENT offers over 120 products and services that address E-marketplaces, E-business integration, and E-business consulting. These products and services are highly unique for each customer. The complexity and customization of its services and products for each customer gives CLIENT an edge over the competition. CLIENT’s initial solution is the E-Marketplace solution offering. As stated on CLIENT’s web page, this is a digital exchange that brings together business communities to conduct commerce, facilitate collaboration and share content. A customer requests this service so that its suppliers and distributors all operate together cohesively. A customer subscribes to the service and CLIENT enlists the appropriate trading partners to become part of that “business community.” E-business Integration Solutions builds upon the E-Marketplace solution by addressing business problems that companies face when integrating ©Mary Sandy, CBCP, 2009 1 business processes internally or externally with partners. Finally, E-business Consulting Services starts from the lowest level, in assessing and analyzing a company’s business problems, and then designs an appropriate solution. CLIENT’s well being and reputation are based entirely on technology. A dramatic impact would occur to CLIENT’s customers if a disruption were to occur to one of CLIENT’s facilities. This disruption would affect not only the customers, but all of their partners that are involved as well. The Internet and the tools that support it are driving today’s business world to expect immediate solutions. Within all of CLIENT’s solution and service offerings, there are some basic business functions that are extremely critical. CLIENT provides customer support and education for all products and services. Customers can call CLIENT’s hotline numbers any time or day. Quality customer support is extremely important to CLIENT in that it offers three levels of support for some offerings. Although, this is unknown to customers, the three levels ensure that basic questions and concerns can be resolved immediately, leaving the complex problems to be resolved separately. Education is another critical component to CLIENT’s success. Training is offered at several locations each week throughout the year. CLIENT is aware that any impact to its facilities has the potential to severely impact customers’ business communities, the quality of CLIENT’s customer support, and education services. In addition, there is also another impact that companies often overlook, which is how such a disruption would impact employees. The most devastating effect would be the physical harm that could result from a disruption. After the physical impact, employees could also be affected financially. This would encompass lost wages, loss of personal belongings, medical expenses, etc. CLIENT is aware of these potential impacts and engaged CLIENT to complete a BIA in January 2001 to address them. After the completion of the BIA, a Recovery Strategy will be designed and Recovery Plans will be facilitated by CLIENT. Objectives This BIA study obtained business and system information to assess the impact to CLIENT’s operations from the sudden and unplanned loss of the Lincoln building located in Nebraska. This study is essential for CLIENT, since it outlines all of the background information required for CLIENT and CLIENT to create a Recovery Strategy. Such a strategy will ensure that critical company functions and supporting systems will be restored within acceptable timeframes after a disruption. The study was designed to answer the following questions: • What are CLIENT’s critical business functions and locations? • What is the RTO and RPO for each business function identified? • What are the financial consequences of losing the support of systems to CLIENT’s critical business functions? • What are the operational impacts of losing the support of systems to CLIENT’s critical business functions? ©Mary Sandy, CBCP, 2009 2 Assumptions The following assumptions were made in the execution of the project: • The Data Collection process will focus on employees solely in Lincoln. • An interruption will only occur in this facility and will assume “smoke and rubble. Organization Interviewees/Survey Participants All of the following employees completed project surveys. Survey # 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. Interviewee KL, KW KL, GS, GD KL, KS KP EF MW SM SM JK JK BE KB FH TT NP FH SC AP JM JB Division Global Customer Support Global Customer Support Global Customer Support Global Customer Support Global Customer Support Global Customer Support Global Human Resources Americas Operations Global Customer Support Global Customer Support Americas Operations Americas Operations Global Customer Support Global Customer Support Global Customer Support Global Customer Support Global Development Global Development Global Development Global Development JG Department E-Community Development Commerce Support, Dallas Customer Support, Ann Arbor Customer Support, Lincoln Outsourcing Educational Services Human Resources Consultant Scheduling MarketQuest Order Fulfillment Solutions Engineering Sales Admin & Support Documentation MVS System Software Unicenter Admin Operations Brokered (Lite) Development Regional Development Brokered (Lite) Development Point to Point (lite) Devlp. & Application Architecture Level 3 MS JK MR DW, DH KF KF, NL KF, BK KF/TS KF, PW CW RL, JC RL FM JM SB Enablers/Toolkits Development E-Marketplace Solutions Mgmt Market Research & Analysis Solutions Marketing F&A System Administration Finance Accounting Tax Consolidations Consulting Solution Management Industry Development Relationship Marketing Industry Relations E-Marketplace Project Management E-Marketplace Applications & E- Global Development Global Marketing Global Marketing Global Marketing Finance & Administration Finance & Administration Finance & Administration Finance & Administration Finance & Administration Global Marketing Global Marketing Global Marketing Global Marketing Global Development Global Development ©Mary Sandy, CBCP, 2009 Global Development 3 Survey # Interviewee 40. 41. 43. 44. 45. 46. 47. 48. LM KF, CF KF, LC LM, PC JK,JR KF, SP KF, KB LS 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. RB SS CD, AB BM DK DM, KC PT TDF KP MM CLD BC, ST 61. 63. 64. 65. 66. 67. 68. 70. Department Marketplace Framework E-Marketplace Infrastructure Facilities Services Collections/Credit Procurement Business Administration Services Cash & Leasing Customer Acct Svcs – Billing & A/R Strategic Projects Global Pricing Organizational Effectiveness Events & Creative Svcs Marketing Commerce One Support Customer Account Services ClientCompany.com Integration Solutions Management Architecture Analysis Research & Relationship Management Legal Project Management Dept. 1—Quality Assurance Testing— North Dept. 2—Quality Assurance Testing E- Marketplace BC Development (This includes 9 departments) NB, JA,CM E-Business Integration Solutions Support DA, MG,DE,SD,CM E-Marketplace Enabling Support RB,CM Cell Center Operations JK Sales KH Sales Program & Dev. TN Advanced Integration Solutions JB Accounting/Office Administration Division Global Development Finance & Administration Finance & Administration Finance & Administration Finance & Administration Finance & Administration Finance & Administration Business Development & Strategic Planning Global Marketing Global Development Global Marketing Global Customer Support Finance & Administration Global Marketing Global Marketing Global Development Global Development Global Legal Global Development Global Development Global Development Global Customer Support Global Customer Support Global Customer Support Americas Operations Americas Operations Global Development Finance & Administration For easy reference, all project participants indicated above were assigned a number under the column titled “Survey #.” Throughout the remainder of this report, project participants and departments may also be referred to with this “Survey #,” to avoid confusion as to which area is being discussed. Methodology/Approach We will use the methodology discussed in class: 1. Identify financial losses (Appendix 1). 2. Determine RTOs for each department and justify the RTOs from the Questionnaires (Appendix 3). 3. Document RTOs for Software (the hardware then has the same RTO) 4. Document workarea requirements for each department. 5. As a group, we will recommend recovery solutions for the hardware in the Lincoln office using the above appendices to justify the solutions. ©Mary Sandy, CBCP, 2009 4 II. Current Computer Systems Environment Introduction This section describes the current hardware and software environment for CLIENT. Due to the complexity of CLIENT’s technical environment, we will only focus on the Lincoln office. Network CLIENT’s network is complex and requires multiple components. These can be classified into several categories: • Infrastructure –This network carries the data for CLIENT Commerce to carry out day-to-day business and is strictly non-commercial traffic. • Commercial – This is the revenue-generating network, and consists of connections to customers worldwide. • Global Seamless Commercial Infrastructure (GSCI) – This is a Frame Relay network that connects CLIENT Commerce locations all over the world, with the exception of the Asia Pacific offices, which connect via VPN on the Internet. Wide Area Network There are four Frame Relay networks that CLIENT is connected to: Sprint, MCI, AT&T, and WorldCom. The Frame Relay network on WorldCom is referred to as the GSCI network and is where all of the international traffic flows. All of the Frame Relay connections terminate in Lincoln at one of two Cisco 7206 routers that are connected to the same Ethernet segment on that LAN, which is referred to as the “Customer Frame Relay Network.” In addition to Frame Relay, there are many leased line and dial-up connections that are being used by customers that terminate in the “Bubble” in Lincoln. Lincoln High Level Overview The headquarters, in Lincoln, Nebraska, is the primary location for all of CLIENT’s production systems, and is the telecommunications hub for the Value Added Network (VAN) in North America. The Lincoln location consists of a campus of four buildings that are interconnected via an underground raceway. The main data center is located in Building two, floor three, and the main telecommunications center is on the fourth floor. This location houses the systems that make up the production environments for Vantive, PeopleSoft, and the “Release 3 Network,” as well as the development environment for Gentran. These systems include four IBM 9672-r56 mainframes, many UNIX platforms, and multiple Intel-based servers. There is also an Aspect Automatic Call Distribution (ACD) system used to route calls to customer support personnel both in Lincoln and Ann Arbor. ©Mary Sandy, CBCP, 2009 5 Mainframe The mainframe processor runs MVS and JES3. No databases systems are utilized, as all files are VSAM files. The processor is divided in LPARS, including: MVSPRD, MVSDEVEL, MVSTEST, and INTNET. The MVSPRD LPAR is the main production LPAR, which supports the Release 3 Network. MVSDEVEL LPAR is the main Development LPAR. While MVSDEVEL is utilized mainly for software development purposes, Customer Service does utilize the CICS region(s) on the development LPAR to service production customers. If this LPAR were not available, CLIENT’s ability to service customers would decrease. Full volume backups are performed each weekend while the systems are active and operational, taking approximately 6 to 8 hours to complete. Incremental backups are performed during the week. Midrange The midrange environment is mainly comprised of low-end Sun equipment, with some IBM Power 550 Express Systems, and HP Integrity rx7640 systems as well. This environment supports PeopleSoft, Vantive, and the Global Billing System (GBS). Production UNIX servers are backed up via ADSM Daily and the development servers are backed up weekly. Intel-Based Servers The Intel-based server environment is almost strictly NT, and supports the majority of CLIENT’s file and print services as well as the Microsoft Exchange E-mail environment. The NT environment is backed up by four different systems: Veritas version 8; Veritas version 7.3; ADSM; and Backup Exec. A full backup is made weekly and differential backups are made nightly. These tapes are sent offsite once per week on Wednesday. Lincoln Local Area Network The Lincoln network is a combination of Commercial and Infrastructure components. This network is made up of many switches and routers, but the main concern here is the interconnection between buildings. Buildings one, two, and three are connected via an FDDI ring, and buildings one, two, and four are connected via a Gigabit Ethernet backbone. Mainframe The primary mainframe is an IBM 2003-Model 2C5. The processor runs MVS. No database systems are utilized, as all files are VSAM. The processor is divided in 4 LPARs: LPARA; LPARB; LPARC; and LPARD. Both LPARA and LPARB are “production” environments used for development and customer service. LPARC and LPARD are both considered test environments. While these LPARs are utilized mainly for software development purposes, Customer Service does use them to service production customers. If this mainframe were not available, CLIENT’s ability to service customers would decrease. The mainframes are backed up via DFDSS and Sam’s Disk. There is a full backup of the mainframes made on weekends and incremental backups made nightly. These tapes are taken off site once per week. ©Mary Sandy, CBCP, 2009 6 Midrange The midrange environment in Lincoln is a combination of a wide range of platforms used mainly for development and customer support. The following applications either run on or are supported by midrange equipment. • Development and Testing of CONNECT family of products • Technical customer support for the CONNECT family of products • Build servers for the CONNECT family of products • Development of Woodstock • Program source code control • Vantive • JD Edwards • Sales Demonstrations • Customer Training The Unix environment is backed up primarily via Legato on the Sun midrange system named Fremont. These tapes containing the most recent data are taken off site once every six weeks. There are also approximately eight hosts that are backed up via other means and these tapes are not taken off site. The IBM 550 Express Systems are backed up via VRMS. There is a full backup made weekly and differential backups made nightly. These tapes are taken off site weekly. Intel-Based Servers The Intel-based server environment supports the majority of the file and print services as well as the Microsoft Exchange E-mail environment and source code control for developers. The Intel-based servers are backed up via a schedule that is unique to each server based on its importance. This schedule can range from as little as a full backup made once a month for servers with only application software on them up to nightly differential backups on servers with regularly updated data. ©Mary Sandy, CBCP, 2009 7 Assignment --Recommendation Outline--CURRENT To complete the information on this sheet, document your information in BULLET POINT FORMAT!!! DO NOT BE WORDY; RATHER, BE DIRECT AND TO THE POINT!!! Use this as a guideline to ensure that you DOCUMENT AND ANSWER ALL OF THE ISSUES BELOW: 1. FORM # 2. DEPARTMENT NAME: 3. LIST HARDWARE/SOFTWARE AND RTOS AND RPOS INDICATED. Please use the RTOs for the hardware and software as listed. DO NOT CHANGE THESE. 4. CHOOSE THE TECHNOLOGY STRATEGY(IES) AND DOCUMENT THE NAME OF THE STRATEGY. You may choose one strategy or more than one strategy, if this applies. 5. DESCRIBE YOUR RECOMMENDED STRATEGY BY DOCUMENTING THE FOLLOWING: I. How Strategy Will Work: Describe how your strategy will work in company’s environment. II. Vendor or Internal Strategy? Document if you will use a vendor facility (external strategy) to house your equipment or one of your internal locations (the latter is an internal strategy). (Remember that this Company has multiple facilities in which you may locate your hardware for your strategy if you choose an INTERNAL location. NOTE: If you choose one of these facilities, you must DOCUMENT which facility you will use and WHY you selected it.) III. Justify Vendor or Internal Strategy: State WHY you are using a Vendor or Internal Strategy. (What does a vendor or internal strategy provide that the other does not????) 6. EVALUATE STRATEGIES NOT RECOMMENDED AND STATE WHY INAPPROPRIATE: I. Evaluate Each Strategy NOT Recommended: Document the following for each strategy NOT recommended: a. A brief description of the Strategy AND b. WHY each strategy is inappropriate for YOUR DEPARTMENT AND ITS REQUIREMENTS. (This is NOT the disadvantages of the strategy. Rather, document WHY EACH ONE IS INAPPROPRIATE FOR YOUR DEPARTMENT’S SITUATION.) 7. WRAP-UP OF ANALYSIS I. What advantages would there be for your recommended strategy? What are the disadvantages for this strategy??? Page 1 ASSIGNMENT INSTRUCTIONS DOCUMENTS TO USE FOR THIS ASSIGNMENT: 1. The questionnaire that the instructor sent to you contains the information for which you will provide a technology strategy(ies). 2. “Develop Disaster Recovery (Technology) StrategiesV14”— This document contains detailed information on the technology strategies from which you choose your technology strategy(ies) for the department in your questionnaire. 3. “How to Select Technology Recovery Strategies”— This is a short list of what to evaluate when selecting a technology recovery strategy(ies). 4. “Assignment Doc – Case Study”— For reference. The department represented in your questionnaire sent to you by your instructor is part of the company described in this document. This document explains information about the company that may also help you to provide justification for your recommended technology strategy. 5. “Assignment —Recommendation Outline—Current”-- This is a list of what you should include in Homework #3. Be sure to include all of the information in this list. 6. “Assignment —Do’s and Don’ts”—This is a list of the most common mistakes that students make when working on this assignment. I suggest you review this and AVOID these mistakes as I will deduct points for the issues I noted on this document. FREQUENTLY ASKED QUESTIONS: 1. Question: What exactly is this Assignment all about? Answer: In this Assignment, you select a strategy(ies) for recovery of the hardware/software used by your department (and NOT for the entire company!) if a disaster were to totally destroy the data center in which your hardware/software is located. However, selecting the strategy(ies) is only one part of the assignment. After making the selection, document why you are recommending the strategy(ies), using information from your questionnaire as justification. 2. Question: My Questionnaire is #82 A, B, C. I know that the letters (A, B, etc.) mean that the department is in several of the company’s locations. Does that mean that the software used in each location is also different? Answer: For this company, the software listed in each location is the SAME. Therefore, you need only look for the software listed for #82 A for the complete list of software. Page 2 3. Question: How do I start? Answer: Here are some instructions: A. Look at the Functions listed under Question 1 in the Questionnaire that you were sent from the instructor. On this Questionnaire, you will see the Software and Hardware that is used by your department along with its RTO and RPO. • The Software and Hardware for which you will be providing a Continuity Strategy(ies) is listed in the right column titled “Software/Hardware Used to Perform This Function” for each function. • The RTO for ALL hardware and software listed for that specific function is listed in the last row of each function listed and is titled “RTO of Software/Hardware.” • The RPO for ALL hardware and software listed for that specific function is listed in the last row of each function listed and is titled “RPO.” • ANALYZE YOUR DATA FOR YOUR STRATEGY(IES) now that you have your RTOs and RPOs for each software/hardware application. Refer to the document noted above and select the appropriate strategy(ies) for your hardware and software RTOs and RPOs. STRATEGY REFERS TO THE APPROACH YOU WILL USE TO PROVIDE “PROTECTION” FOR YOUR SOFTWARE/HARDWARE IF A TOTAL DESTRUCTION OF YOUR HARDWARE/SOFTWARE IN YOUR DATA CENTER OCCURS. THESE STRATEGIES ARE DEFINED IN THE POWERPOINT DOCUMENT TITLED “DEVELOP DISASTER RECOVERY (TECHNOLOGY) STRATEGIESV14.” REMEMBER THAT THIS STRATEGY IS FOR HARDWARE/SOFTWARE IN YOUR DATA CENTER, WHICH IS ALSO REFERRED TO AS DISASTER RECOVERY. • Document why your strategy(ies) is appropriate for your software/ hardware. Refer to the document titled “How to Select Technology Recovery Strategies.” This gives you a framework for selecting the appropriate strategy(ies). REMEMBER THAT THE INFORMATION CONTAINED IN YOUR QUESTIONNAIRE SHOULD BE USED TO HELP YOU JUSTIFY YOUR STRATEGY(IES)!!!!!
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Running head: DISASTER RECOVERY STRATEGY FOR CLIENT

Disaster Recovery Strategy for Client
Details
Name
Institutional Affiliation
Date

1

DISASTER RECOVERY STRATEGY FOR CLIENT

2

1. FORM
2. DEPARTMENT NAME: Commercial Department.
3. LIST HARDWARE/SOFTWARE AND RTOS AND RPOS INDICATED:
Software
DataGlove

Hardware
Sun Fire V880 Longrange

# Servers

RTO

RPO

4

2

2 Days

Weeks
Visual Scene Navigation

Local Area Network Servers

Software
McAfee Software

3

2

2 Days

Weeks
IP PBX System

2

2 Day

Weeks
4. CHOOSE THE TECHNOLOGY STRATEGY(IES) AND DOCUMENT THE NAME
OF THE STRATEGY
For the commercial department of the Client Company, the recommended technology
strategy is electronic data surveillance such that all the information and business transactions
get implemented in supporting and integrating the secure communication and reducing the
chances of complications associated with the breach of personal information. The electronic
data surveillance will have an RTO is 2 weeks and RPO is 2 days.
5. DESCRIBE YOUR STRATEGY BY DOCUMENTING THE FOLLOWING:
I.

How Will Strategy Work:
In the CLIENT organization, the strategy will work by reinforcing the required security

interventions in making the client information during the commercial payments safe and
secure. By collecting the relevant risks and threats in the sector, the required approach will

DISASTER RECOVERY STRATEGY FOR CLIENT
make things work and ensure that the critical and crucial approach gets implemented as
required. With the surveillance, the required information will get collected to help overcome
the challenges and threats of insecurity.
II.

Vendor/Internal Strategy:
It is recommended that the electronic data surveillance will be hosted by the third parties

and have existent policies of impacting the right way the secure information of the vendors
which is key.
III.

Justify Vendor/Internal Strategy:
The vendor/internal strategy is good in helping overcome the misfortunes of poor data

management when it comes to commercial transactions. The financial information of the
company must be rich and effectively implemented in helping reduce adverse situations
while focusing on secure e-transactions and financial records. With an effective approach to
making things work, the procedure and protocol are required in implementing the policy
approach and critical interventions of change which is recommended for success.
6. EVALUATE STRATEGIES NOT RECOMMENDED IN COMPARISON TO YOUR
RECOMMENDED STRATEGY:
I.

Evaluate Strategies NOT Recommended:
For the implementation of the electronic data surveillance in the commercial

department for Client is not supposed to be used occasionally. The recommendation is
that regular usage is applied to making things work effectively and precisely. Regular
surveillance is considered a right approach in making things work precisely and
implementing some of the key and fundamental aspects of change which is crucial. The
application must always be implemented and ensure that the right policies get

3

DISASTER RECOVERY STRATEGY FOR CLIENT

4

implemented in working on the right techniques while ensuring that security concerns get
addressed effectively, which is right and procedural.
Another strategy that is not recommended is an irregular check-up of the
surveillance programs for functionality. Necessarily, there is the need to focus on the
integration of security techniques and updates in ensuring that the level of security is
good. Fundamental beliefs in the secure nature and processes in electronic data
surveillance is regarded as key and precise with the crucial processes of change and
implementation of what is regarded as useful and necessary in the CLIENT application as
required. A regular check-up and assessment are required in making things work as
necessary as needed, which is useful. As an evaluation strategy, the recommended
duration and process is supposed to be within the desirable processes and key
interventions of impacting a change which is great and significant. Considering an RTO
of 2weeks of the customers should be protected from the threats, and regular assessments
is a significant issue which is effective.
WRAP-UP OF ANALYSIS
The advantages of the recommendation are that the level of security will be
heightened and help in securing the reputation of the company. The fin...


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