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© 2016 TeraGo Networks Inc. 1© 2016 TeraGo Networks Inc. 22 September 2016
Can your business survive
the next disaster?
iTech Conference 2016
Vancouver, Canada
© 2016 TeraGo Networks Inc. 2
Today’s Speaker
Ashish Patel
Director of Product Management
Cloud & Data Centre Services
@pateltech
https://ca.linkedin.com/in/ashishipatel
© 2016 TeraGo Networks Inc. 3
Success is a lousy teacher.
It seduces smart people into thinking
they can’t lose.
- Bill Gates
© 2016 TeraGo Networks Inc. 4
© 2016 TeraGo Networks Inc. 5
Southwest Airlines outage will cost them between $54m - $82m
July 21, 2016
failed router resulted in 2000+ flights being cancelled
15.4% drop in stock price
© 2016 TeraGo Networks Inc. 6
Delta Air Lines says the total bill for its 5-hour devastating computer
outage will come to $150 million.
August 8, 2016
loss of power at operations centre resulted in 2000 flights cancelled over 2 days
Source: http://money.cnn.com/2016/09/07/technology/delta-computer-outage-cost/
3.6% drop in stock price
© 2016 TeraGo Networks Inc. 7
© 2016 TeraGo Networks Inc. 8
65% 80% of outages are caused by IT issues or human error
Source: Forrester/Disaster Recovery Journal November 2013 Global Disaster Recovery Preparedness
https://www.infrascale.com/25-disaster-recovery-statistics-for-2015-infographic, iLand DRaaS
2013 2016
© 2016 TeraGo Networks Inc. 9
IT disruptions have a massive impact on organizations
40%
of business do
not re-open
$16M
Avg. cost of
downtime per year
Unhappy
customers
Reduced
stock price
Out of
compliance
Source: IDC Technology Spotlight “Leveraging the Public Cloud for Faster Disaster Recovery at Lower Cost”
FEMA: https://www.fema.gov/media-library/assets/images/112634
© 2016 TeraGo Networks Inc. 10
Unplanned downtime is increasing and it impacts more than just financials
Source: 2016 Veeam Availability report: How to close a widening Availability Gap
© 2016 TeraGo Networks Inc. 11
© 2016 TeraGo Networks Inc. 13
All organizations have some form of Disaster Recovery capability;
reflect on your business:
Disaster Recovery
capabilities are
appropriate
IT skills
Is IT’s ability in-line
with the business’
validated ‘needs’?
Alignment
Have the business
‘wants’ been
validated into cost
effective ‘needs’?
Business wants
Can the business
articulate its ‘wants’
in terms of ability to
withstand and
recover from a
disaster?
IT capabilities
Can IT articulate its
ability to withstand
and recover from a
disaster?
Source: Info-Tech Research Group
Spend more time on Continuity and Recovery
NO
© 2016 TeraGo Networks Inc. 14
Breaking the ‘infinite’ Cycle of Alignment
Misalignment between IT’s current capabilities and the business’ validated needs is a fixable problem
Business: Business Impact Assessment (BIA) is an important step in building
proportionate DR capabilities
IT: BIAs help the business side determine what DR capabilities they actually need
You can’t know which direction your organization should head in until you know where it stands.
Business: Know what recovery infrastructure is in place is the first step in
understanding how your organization can improve recovery times – then identify
what you still need.
IT: Review of your organizations’ resources may also identify what can be cut, and
thereby save your organization from some unnecessary expenses.
Business buy-in should be collected throughout the project; it is crucial for establishing proper DR goals
Business: Without understanding where the business’ needs begin and end, IT will
be blindly assembling disaster recovery objectives.
IT: The organization will either waste money on unneeded DR or, won’t be fully
prepared for disasters.
© 2016 TeraGo Networks Inc. 15
The Business Impact Assessment provides the facts that enable the
business and IT to reach consensus.
Business Impact Assessments (BIA) gauge the approximate costs and frequency of system downtime. Systems are then
prioritized in terms of criticality, allowing organizations to focus attention and resources where they will be best spent. BIAs should be
done before attempting to create any DR capabilities.
DR
Current
RTO
Current
RPO
RPO
wanted
RTO
wanted
BIA
RPO
required
RTO
required
Identify Risks
The BIA is used to help the business
and IT determine the potential annual
financial risks due to downtime.
Identify & Prioritize KPIs
KPIs the business wants may be
unreasonably expensive to support,
requiring DR costs that significantly
outweigh the potential downtime.
Right-size KPIs
By determining the ideal RPOs and
RTOs for the organization, IT can then
begin the budget setting process for
the DR project.
© 2016 TeraGo Networks Inc. 16
KPIs are the building blocks of Continuity & Recovery while establishing
specific metrics for analyzing how well they are performing
RPO RTO
Disaster Event
Transactions Lost
Downtime
Recovery Point Objective, or RPO, is the point in time
beyond which an organization cannot afford to lose information
e.g. the organization can afford to lose 24 hours
data/processing
Recovery Time Objective, or RTO, is the amount of time an
organization can afford to have its systems down
e.g. the organization's systems can be down no longer than one
hour.
© 2016 TeraGo Networks Inc. 17
Organizations care more about reducing data loss (RPOs) than
restoring system operations (RTOs).
Source: Info-Tech Research Group
It’s cheaper to support longer recovery objectives.
The percent of the yearly IT budget that is spent on DR
decreases as RTOs and RPOs increase.
Limiting data lost during a disaster is more
important than minimizing downtime.
This is likely because so much of a business’ day to day
activities rely on the data.
© 2016 TeraGo Networks Inc. 18
Shorter RTOs and RPOs provide greater protection, but at a greater
cost.
RPO RTO
Disaster Event
$$$
it will need to increase its DR budget to:
1. procure and maintain more infrastructure, and
2. policies to support the new objectives.
it can decrease its DR budget because it needs to:
1. procure and maintain less infrastructure, and
2. create fewer policies to support the new objectives.
1
Week
RPO
1
Day
RPO
1
Hour
RPO
1
Week
RTO
1
Day
RTO
1
Hour
RTO
Required Investment
increases as KPI decreases
Required Investment
decreases as KPI Increases $
When an organization decreases its RPOs and RTOs When an organization decides it can afford to
increase its RPOs and RTOs
© 2016 TeraGo Networks Inc. 19
What is the true cost of Continuity and Recovery? Actual costs average 30%
more than organizations predict, but that’s not important!
Costs associated with Disaster Recovery:
1) Infrastructure investments (ranging from new hardware to
redundant data centers)
2) Software investments
1) Training for IT staff
2) Cost of educating and training end users
3) Testing
4) Modifications to plan (to reflect any organizational changes,
changes to software, infrastructure and business needs)
Operational
Expense
with IaaS Cloud
Ongoing Program
Management
Costs
Organizations that dedicated a larger percent of their IT budget to DR actually had longer RPO and RTO averages, 35
hours and 44 hours respectively, than organizations who dedicated smaller percentages to DR, who had a RPO
average of 25 hours and a RTO average of 32 hours.
How money is spent is more important than how much money is spent.
Source: Info-Tech Research Group
© 2016 TeraGo Networks Inc. 20
Business Continuity is not Disaster Recovery, which focusses on
restoring IT infrastructure
Business Continuity Planning must be:
• Holistic, taking into account industry and corporate
standards
• All-encompassing across all corporate IT and
business operations
Disaster Recovery focusses on restoration of IT
infrastructure:
• Disaster Recovery is part of a larger Business
Continuity Plan.
• BC plan focuses on the continuity of the entire
organization
Business
Continuity
Policies &
Strategy
Risk Management
Business Continuity Plans
Validation & Testing
IT Recovery Processes
Alternative Site
Data Backup & Offsite Replication
Server, Storage & Network Infrastructure
Policy
Layer
Management
Layer
Infrastructure
Layer
© 2016 TeraGo Networks Inc. 21
Cloud-based Disaster Recovery is required because in-house
capabilities are not sufficient
In-house DR
may not be able to respond to a real
disaster due to lack of expertise
In-house DR
is expensive & resource intensive
In-house DR
does not receive enough testing
Source: IBM DR Infographic, http://www-935.ibm.com/services/image/diy-disaster-recovery-infographic.png.
© 2016 TeraGo Networks Inc. 22
TeraGo's personalized approach guarantees end to end business continuity & resiliency
against disruptive events with our managed services powered by our advisors
Managed Services
Continuity & Resiliency Tier
Technology
Hybrid Cloud Infrastructure Platform
Continuity Assessment Solution Design Implementation Monitoring & Recovery Maintenance & Testing
Microsoft
Azure
Site Recovery
Customer premise
or colocation
Hosted Private
Cloud
VMware
vCloud Air
Microsoft
Azure Stack
© 2016 TeraGo Networks Inc. 24
Stages for Implementing Business Continuity and Disaster Recovery
Backup as a Service
Provides an off-site, point-in-time copy of
critical application and user data, as well
as complete images of your infrastructure
systems – so you can recover in the event
of data loss, or archive your data to meet
compliance requirements.
Disaster Recovery as a Service
Provides continuous replication of critical
applications, infrastructure, data and
systems to the cloud, so you can recover
within minutes of an IT outage.
Resilience Services
Fault Tolerance for redundancy and High
Availability for near-continuous availability
across geographically dispersed sites – so
your critical IT systems that support the
business are online and accessible through
both planned and unplanned events.
Point-in-time
SHARE Standards Group –
7 tiers of disaster recovery
© 2016 TeraGo Networks Inc. 25
Recommended annual activities for effective Business Continuity and
Disaster Recovery practices.
Complete
two (2)
planned
exercises
Update all
BIAs & Risk
assessments
Re-confirm roles
& responsibilities
for emergencies
(quarterly)
Confirm
contact lists
with HR
databases
(monthly)
Review &
audit BC&DR
runbooks
Training for all
BC and DR
team members
2x annually
Senior
Management
briefing
Employee
awareness
briefings
(quarterly)
© 2016 TeraGo Networks Inc. 26
Qualify for our 1-week free Disaster Recovery Assessment
Booth
205
© 2016 TeraGo Networks Inc. 27
Qualify for our 1-week free Disaster Recovery Assessment
© 2016 TeraGo Networks Inc. 28
Get access to our thought leadership
Whitepapers
Sample Runbook
DR Assessment
© 2016 TeraGo Networks Inc. 29
Q&A
@pateltech
https://ca.linkedin.com/in/ashishipatel

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Can your business survive the next disaster?

  • 1. © 2016 TeraGo Networks Inc. 1© 2016 TeraGo Networks Inc. 22 September 2016 Can your business survive the next disaster? iTech Conference 2016 Vancouver, Canada
  • 2. © 2016 TeraGo Networks Inc. 2 Today’s Speaker Ashish Patel Director of Product Management Cloud & Data Centre Services @pateltech https://ca.linkedin.com/in/ashishipatel
  • 3. © 2016 TeraGo Networks Inc. 3 Success is a lousy teacher. It seduces smart people into thinking they can’t lose. - Bill Gates
  • 4. © 2016 TeraGo Networks Inc. 4
  • 5. © 2016 TeraGo Networks Inc. 5 Southwest Airlines outage will cost them between $54m - $82m July 21, 2016 failed router resulted in 2000+ flights being cancelled 15.4% drop in stock price
  • 6. © 2016 TeraGo Networks Inc. 6 Delta Air Lines says the total bill for its 5-hour devastating computer outage will come to $150 million. August 8, 2016 loss of power at operations centre resulted in 2000 flights cancelled over 2 days Source: http://money.cnn.com/2016/09/07/technology/delta-computer-outage-cost/ 3.6% drop in stock price
  • 7. © 2016 TeraGo Networks Inc. 7
  • 8. © 2016 TeraGo Networks Inc. 8 65% 80% of outages are caused by IT issues or human error Source: Forrester/Disaster Recovery Journal November 2013 Global Disaster Recovery Preparedness https://www.infrascale.com/25-disaster-recovery-statistics-for-2015-infographic, iLand DRaaS 2013 2016
  • 9. © 2016 TeraGo Networks Inc. 9 IT disruptions have a massive impact on organizations 40% of business do not re-open $16M Avg. cost of downtime per year Unhappy customers Reduced stock price Out of compliance Source: IDC Technology Spotlight “Leveraging the Public Cloud for Faster Disaster Recovery at Lower Cost” FEMA: https://www.fema.gov/media-library/assets/images/112634
  • 10. © 2016 TeraGo Networks Inc. 10 Unplanned downtime is increasing and it impacts more than just financials Source: 2016 Veeam Availability report: How to close a widening Availability Gap
  • 11. © 2016 TeraGo Networks Inc. 11
  • 12. © 2016 TeraGo Networks Inc. 13 All organizations have some form of Disaster Recovery capability; reflect on your business: Disaster Recovery capabilities are appropriate IT skills Is IT’s ability in-line with the business’ validated ‘needs’? Alignment Have the business ‘wants’ been validated into cost effective ‘needs’? Business wants Can the business articulate its ‘wants’ in terms of ability to withstand and recover from a disaster? IT capabilities Can IT articulate its ability to withstand and recover from a disaster? Source: Info-Tech Research Group Spend more time on Continuity and Recovery NO
  • 13. © 2016 TeraGo Networks Inc. 14 Breaking the ‘infinite’ Cycle of Alignment Misalignment between IT’s current capabilities and the business’ validated needs is a fixable problem Business: Business Impact Assessment (BIA) is an important step in building proportionate DR capabilities IT: BIAs help the business side determine what DR capabilities they actually need You can’t know which direction your organization should head in until you know where it stands. Business: Know what recovery infrastructure is in place is the first step in understanding how your organization can improve recovery times – then identify what you still need. IT: Review of your organizations’ resources may also identify what can be cut, and thereby save your organization from some unnecessary expenses. Business buy-in should be collected throughout the project; it is crucial for establishing proper DR goals Business: Without understanding where the business’ needs begin and end, IT will be blindly assembling disaster recovery objectives. IT: The organization will either waste money on unneeded DR or, won’t be fully prepared for disasters.
  • 14. © 2016 TeraGo Networks Inc. 15 The Business Impact Assessment provides the facts that enable the business and IT to reach consensus. Business Impact Assessments (BIA) gauge the approximate costs and frequency of system downtime. Systems are then prioritized in terms of criticality, allowing organizations to focus attention and resources where they will be best spent. BIAs should be done before attempting to create any DR capabilities. DR Current RTO Current RPO RPO wanted RTO wanted BIA RPO required RTO required Identify Risks The BIA is used to help the business and IT determine the potential annual financial risks due to downtime. Identify & Prioritize KPIs KPIs the business wants may be unreasonably expensive to support, requiring DR costs that significantly outweigh the potential downtime. Right-size KPIs By determining the ideal RPOs and RTOs for the organization, IT can then begin the budget setting process for the DR project.
  • 15. © 2016 TeraGo Networks Inc. 16 KPIs are the building blocks of Continuity & Recovery while establishing specific metrics for analyzing how well they are performing RPO RTO Disaster Event Transactions Lost Downtime Recovery Point Objective, or RPO, is the point in time beyond which an organization cannot afford to lose information e.g. the organization can afford to lose 24 hours data/processing Recovery Time Objective, or RTO, is the amount of time an organization can afford to have its systems down e.g. the organization's systems can be down no longer than one hour.
  • 16. © 2016 TeraGo Networks Inc. 17 Organizations care more about reducing data loss (RPOs) than restoring system operations (RTOs). Source: Info-Tech Research Group It’s cheaper to support longer recovery objectives. The percent of the yearly IT budget that is spent on DR decreases as RTOs and RPOs increase. Limiting data lost during a disaster is more important than minimizing downtime. This is likely because so much of a business’ day to day activities rely on the data.
  • 17. © 2016 TeraGo Networks Inc. 18 Shorter RTOs and RPOs provide greater protection, but at a greater cost. RPO RTO Disaster Event $$$ it will need to increase its DR budget to: 1. procure and maintain more infrastructure, and 2. policies to support the new objectives. it can decrease its DR budget because it needs to: 1. procure and maintain less infrastructure, and 2. create fewer policies to support the new objectives. 1 Week RPO 1 Day RPO 1 Hour RPO 1 Week RTO 1 Day RTO 1 Hour RTO Required Investment increases as KPI decreases Required Investment decreases as KPI Increases $ When an organization decreases its RPOs and RTOs When an organization decides it can afford to increase its RPOs and RTOs
  • 18. © 2016 TeraGo Networks Inc. 19 What is the true cost of Continuity and Recovery? Actual costs average 30% more than organizations predict, but that’s not important! Costs associated with Disaster Recovery: 1) Infrastructure investments (ranging from new hardware to redundant data centers) 2) Software investments 1) Training for IT staff 2) Cost of educating and training end users 3) Testing 4) Modifications to plan (to reflect any organizational changes, changes to software, infrastructure and business needs) Operational Expense with IaaS Cloud Ongoing Program Management Costs Organizations that dedicated a larger percent of their IT budget to DR actually had longer RPO and RTO averages, 35 hours and 44 hours respectively, than organizations who dedicated smaller percentages to DR, who had a RPO average of 25 hours and a RTO average of 32 hours. How money is spent is more important than how much money is spent. Source: Info-Tech Research Group
  • 19. © 2016 TeraGo Networks Inc. 20 Business Continuity is not Disaster Recovery, which focusses on restoring IT infrastructure Business Continuity Planning must be: • Holistic, taking into account industry and corporate standards • All-encompassing across all corporate IT and business operations Disaster Recovery focusses on restoration of IT infrastructure: • Disaster Recovery is part of a larger Business Continuity Plan. • BC plan focuses on the continuity of the entire organization Business Continuity Policies & Strategy Risk Management Business Continuity Plans Validation & Testing IT Recovery Processes Alternative Site Data Backup & Offsite Replication Server, Storage & Network Infrastructure Policy Layer Management Layer Infrastructure Layer
  • 20. © 2016 TeraGo Networks Inc. 21 Cloud-based Disaster Recovery is required because in-house capabilities are not sufficient In-house DR may not be able to respond to a real disaster due to lack of expertise In-house DR is expensive & resource intensive In-house DR does not receive enough testing Source: IBM DR Infographic, http://www-935.ibm.com/services/image/diy-disaster-recovery-infographic.png.
  • 21. © 2016 TeraGo Networks Inc. 22 TeraGo's personalized approach guarantees end to end business continuity & resiliency against disruptive events with our managed services powered by our advisors Managed Services Continuity & Resiliency Tier Technology Hybrid Cloud Infrastructure Platform Continuity Assessment Solution Design Implementation Monitoring & Recovery Maintenance & Testing Microsoft Azure Site Recovery Customer premise or colocation Hosted Private Cloud VMware vCloud Air Microsoft Azure Stack
  • 22. © 2016 TeraGo Networks Inc. 24 Stages for Implementing Business Continuity and Disaster Recovery Backup as a Service Provides an off-site, point-in-time copy of critical application and user data, as well as complete images of your infrastructure systems – so you can recover in the event of data loss, or archive your data to meet compliance requirements. Disaster Recovery as a Service Provides continuous replication of critical applications, infrastructure, data and systems to the cloud, so you can recover within minutes of an IT outage. Resilience Services Fault Tolerance for redundancy and High Availability for near-continuous availability across geographically dispersed sites – so your critical IT systems that support the business are online and accessible through both planned and unplanned events. Point-in-time SHARE Standards Group – 7 tiers of disaster recovery
  • 23. © 2016 TeraGo Networks Inc. 25 Recommended annual activities for effective Business Continuity and Disaster Recovery practices. Complete two (2) planned exercises Update all BIAs & Risk assessments Re-confirm roles & responsibilities for emergencies (quarterly) Confirm contact lists with HR databases (monthly) Review & audit BC&DR runbooks Training for all BC and DR team members 2x annually Senior Management briefing Employee awareness briefings (quarterly)
  • 24. © 2016 TeraGo Networks Inc. 26 Qualify for our 1-week free Disaster Recovery Assessment Booth 205
  • 25. © 2016 TeraGo Networks Inc. 27 Qualify for our 1-week free Disaster Recovery Assessment
  • 26. © 2016 TeraGo Networks Inc. 28 Get access to our thought leadership Whitepapers Sample Runbook DR Assessment
  • 27. © 2016 TeraGo Networks Inc. 29 Q&A @pateltech https://ca.linkedin.com/in/ashishipatel

Hinweis der Redaktion

  1. Did you know that 40% of businesses do not re-open after a disaster? Or that it could cost an organization up to $600,000 per hour during a disaster scenario? In today’s “always on” world, businesses must continue to operate no matter what, which means that critical IT infrastructure must be available 24/7/365. In this session we will learn more about a holistic approach towards business continuity & IT resiliency and how organizations can achieve high levels of availability. We will also go over each stage of the business continuity lifecycle and talk about the importance of managed services, key processes and technologies that must be considered for a comprehensive Business Continuity & Resiliency plan.
  2. Jul 20 42.03 Aug 2 35.54 Volume 34.06Mshares https://www.google.com/finance?chdnp=1&chdd=1&chds=1&chdv=1&chvs=maximized&chdeh=0&chfdeh=0&chdet=1471550400000&chddm=10979&chls=IntervalBasedLine&q=NYSE:LUV&ntsp=0&ei=dITqV6iVOpPCjAHPw5PIBw
  3. Aug 8 – 37.44 Aug 26 – 36.09 Market cap 29.4B https://www.google.com/finance?chdnp=1&chdd=1&chds=1&chdv=1&chvs=maximized&chdeh=0&chfdeh=0&chdet=1472587200000&chddm=7214&chls=IntervalBasedLine&q=NYSE:DAL&ntsp=0&ei=U4PqV5m5FNbfjAGarK-4Cw
  4. The Cycle of Alignment Aligning IT and the business’ KPIs can be a difficult task. Companies generally rotate through three phases before they can actually begin to create a DR Capability. Avoid getting stuck in the cycle. Minimize the time spent on aligning IT and the business’ wants to expedite the process. Ensure that the business and IT keep the lines of communication open and that both parties are willing to hear each other’s opinions.
  5. Knowing IT’s existing ability to withstand and recover from disaster provides a baseline from which all future DR enhancements and/or downgrades can be made. The business needs to be able to communicate the amount of time and data it can afford to loose in the event of a disaster in order to establish an initial target for DR improvements. Business desires must be validated by balancing potential downtime losses with the cost of enhanced DR capabilities. IT and the business must ensure that capabilities are aligned with requirements and that budgets are reasonable and can be achieved.
  6. Business Impact Assessments (BIA) gauge the approximate costs and frequency of system downtime. Systems are then prioritized in terms of criticality, allowing organizations to focus attention and resources where they will be best spent. BIAs should be done before attempting to create any DR capabilities.
  7. A key performance indicator (KPI) is a measure of performance, or how well specific outcomes are achieved based on pre-defined processes and procedures Having pre-defined business processes Requirements for those business processes Quantitative/qualitative measurement of the results and comparison with established goals Identifying variances and adjusting processes and/or resources to achieve short-term goals Recovery Point Objective, or RPO, is the point in time beyond which an organization cannot afford to lose information e.g. the organization can afford to lose 24 hours data/processing Recovery Time Objective, or RTO, is the amount of time an organization can afford to have its systems down e.g. the organization's systems can be down no longer than one hour. Shorter RTOs and RPOs provide greater protection, but at a greater cost. The inverse also applies. Organizations care more about reducing data loss than restoring system operations
  8. For most organizations, limiting data lost during a disaster is more important than minimizing downtime. This is likely because so much of a business’ day to day activities rely on the data. It’s cheaper and easier to support longer recovery objectives. The percent of the yearly IT budget that is spent on DR decreases as RTOs and RPOs increase.
  9. Continuity Assessment Consider cost constraints, and carefully determine the right level of resilience for different parts of the business, striking a balance between investment and risk tolerance. Solution Design Outline all procedures, run book elements, recovery objectives, key authorizations, system and network configuration and detailed failover and fallback instructions. Implementation Prescriptive & tailored onboarding, recovery and testing process that delivers results quickly – and gets your first recovery test scheduled in 30 days. Monitoring & Managed Recovery Provides proactive and event-driven recovery & testing services – allowing you to take the management burden off your organization and free up in-house management resources while meeting your recovery goals. Maintenance & Testing Testing your playbook in hand and consistently checking on changes to application and systems for effective disaster management. Establishing a seasonal testing schedule to maintain accountability of your recovery policy
  10. Managed Business Continuity provides proactive and event-driven recovery and testing services – allowing you to free up in-house management resources while meeting your continuity and resiliency goals.
  11. Disaster Recovery as a Service (DRaaS) provides continuous replication of critical applications, infrastructure, data and systems to the cloud, so you can recover within minutes of an IT outage. Backup as a Service provides an off-site, point-in-time copy of critical application and user data, as well as complete images of your infrastructure systems – so you can recover in the event of data loss, or archive your data to meet compliance requirements. High Availability Solutions High availability solutions traditionally consist of a set of loosely coupled servers which have failover capabilities.  Each system is independent and self-contained, yet the servers are health monitoring each other and in the event of a failure, applications will be restarted on a different server in the pool of the cluster.  Windows Server Failover Clustering is an example of an HA solution.  HA solutions provide health monitoring and fault recovery to increase the availability of applications.  A good way to think of it is that if a system crashes (like the power cord was pulled), the application very quickly restarts on another system.  HA systems can recover in the magnitude of seconds, and can achieve five 9’s of uptime (99.999%)… but they realistically can’t deliver zero downtime for unplanned failures.  They also are flexible in that they enable recovery of any application running on any server in the cluster. Fault Tolerant Solutions Fault tolerant solutions traditionally consist of a pair of tightly coupled systems which provide redundancy.  Generally speaking this involves running a single copy of the operating system and the application within, running consistently on two physical servers.  The two systems are in lock step, so when any instruction is executed on one system, it is also executed on the secondary system.  A good way to think of it is that you have two separate machines that are mirrored.  In the event that the main system has a hardware failure, the secondary system takes over and there is zero downtime. Background on the SHARE model: The Seven Tiers of Disaster Recovery was originally defined by SHARE to help identify the various methods of recovering mission-critical computer systems as required to support business continuity. Although the original known published concept dates back to the 1990s, Business Continuity Planning (BCP) and Disaster Recovery specialists today continue to use the 7 Tiers to illustrate continuity capabilities and costs at a very high level.  The definitions for the various Tiers have been updated as technology has evolved in support of today's business requirements and their associated Recovery Time Objective (RTO) and Recovery Point Objective (RPO). Tier 0: No off-site data – Possibly no recovery Businesses with a Tier 0 business continuity solution have no business continuity plan. There is no saved information, no documentation, no backup hardware, and no contingency plan. The time necessary to recover in this instance is unpredictable. In fact, it may not be possible to recover at all. Tier 1: Data backup with no hot site Businesses that use Tier 1 continuity solutions back up their data and send these backups to an off-site storage facility. The method of transporting these backups is often referred to as "PTAM" - the "Pick-up Truck Access Method." Depending on how often backups are created and shipped, these organizations must be prepared to accept several days to weeks of data loss, but their backups are secure off-site. However, this tier lacks the systems on which to restore data. Tier 2: Data backup with a hot site Businesses using Tier 2 business continuity solutions make regular backups on tape. This is combined with an off-site facility and infrastructure (known as a hot site) in which to restore systems from those tapes in the event of a disaster. This solution will still result in the need to recreate several hours or even days' worth of data, but the recovery time is more predictable. Tier 3: Electronic vaulting Tier 3 solutions build on the components of Tier 2. Additionally, some mission critical data is electronically vaulted. This electronically vaulted data is typically more current than that which is shipped via PTAM. As a result there is less data recreation or loss after a disaster occurs. The facilities for providing Electronic Remote Vaulting consists of high-speed communication circuits, some form of channel extension equipment and either physical or a virtual tape library and an automated tape library at the remote site. IBM's Peer-to-Peer VTS and Oracle StorageTek Virtual Storage Manager (VSM) Clustering are two examples of this type implementation. Tier 4: Point-in-time copies Tier 4 solutions are used by businesses that require both greater data currency and faster recovery than users of lower tiers. Rather than relying largely on shipping tape, as is common on the lower tiers, Tier 4 solutions begin to incorporate more disk based solutions. Several hours of data loss is still possible, but it is easier to make such point-in-time (PiT) copies with greater frequency than tape backups even when electronically vaulted. Tier 5: Transaction integrity Tier 5 solutions are used by businesses with a requirement for consistency of data between the production and recovery data centers. There is little to no data loss in such solutions; however, the presence of this functionality is entirely dependent on the application in use. Tier 6: Zero or near-zero data loss Tier 6 business continuity solutions maintain the highest levels of data currency. They are used by businesses with little or no tolerance for data loss and who need to restore data to applications rapidly. These solutions have no dependence on the applications or applications staffs to provide data consistency. Tier 6 solutions often require some form of Disk mirroring. There are various synchronous and asynchronous solutions available from the mainframe storage vendors. Each solution is somewhat different, offering different capabilities and providing different Recovery Point and Recovery Time objectives. Often some form of automated tape solution is also required. However, this can vary somewhat depending on the amount and type of data residing on tape. Tier 7: Highly automated, business integrated solution Tier 7 solutions include all the major components being used for a Tier 6 solution with the additional integration of automation. This allows a Tier 7 solution to ensure consistency of data above that which is granted by Tier 6 solutions. Additionally, recovery of the applications is automated, allowing for restoration of systems and applications much faster and more reliably than would be possible through manual business continuity procedures.