WEBVTT

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The business impact analysis is the thing that begins our

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process of setting up the BCDR strategy.

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This is going to be based upon the business's tolerance of loss of

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their most critical assets. If you're like me and you've asked business

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partners in the past, what's most important?

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Sometimes the first answer that comes back from them is, everything. In

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a jovial kind of way I have then followed up with,

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well, what is the thing that you would lose your job for first? And then there's

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the response of, oh, the most important thing. Just as if you were underwater

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for 10 minutes, but you only had 5 minutes of breathing, that helps you to see

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that there should be some definition for a critical asset that says based upon a

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predetermined amount of time, I know that I can tolerate the failure of a

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business resource or a business process. That's what the business is going to

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return to you.

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Another feature of the business impact analysis is this thing

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called an RTO. ISO 27031 states that there is a recovery time

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objective per resource service or activity.

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It's the amount of time the organization has as a

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goal to recover a disrupted product.

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So, think of the MTPD as being a timer and think of

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the RTO as being a stopwatch.

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The RPO is related to the recovery of data to a point that

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meets organizational validity and integrity.

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So the RPO is related to how far back into the past an

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organization must go in order to have a reliable replica or a

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copy of reliable data to continue the business.

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This could be information that is inside of a backup, so

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it's not measured in storage amount, it's measured in time.

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Here are some things to think about as you're

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questioning what the BCDR strategy looks like.

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What is the recovery point objective as defined by the business?

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What is the amount of data that they can tolerate losing? In a

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financial institution, it may be measured in seconds of time or

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minutes of time. In some other organization that does not have the

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need to have the last known good transaction so tightly bound, it

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could be measured in hours or in days.

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What is the RTO? Here again, we're focusing on the recovery time of a system.

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Think of the RTO as being a virtual machine that is restored.

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Think of the RPO, recovery point objective, as being the data

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that is restored from some type of backup.

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What are the kinds of disasters that you should include in your threat analysis?

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Remember how we talked about this idea of a qualitative or a

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quantitative analysis? Both should be employed here.

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So now, let's consider what the cloud‑based BCDR options could look like.

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Again,

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it's not exhaustive, but it's at least three general ways of thinking

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about containing the resiliency in your organization in the cloud.

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Cloud‑based BCDR options are three in number, again,

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generally speaking. You have on‑premise operations and then you're

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using the cloud as BCDR. You are a complete cloud consumer, so your

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primary provider of BCDR would be the cloud, you've left the

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datacenter. Or, you are a cloud consumer with an alternate cloud

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provider as your BCDR option.

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So, let's take a look at what does that appear as. On‑premise, Cloud as BCDR

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means that your primary mode of operation is the datacenter. In your BIA what

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you've done is your business impact analysis has shown that based off of a

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threat of actually losing this datacenter,

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the recovery point objective and the recovery time

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objective are actually going to be things that we measure

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out to some type of cloud service.

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So, we're backing up those critical things to the cloud.

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If in fact there is a disaster that takes place with that datacenter,

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then we would go to our alternate location and we

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would do our recovery from the cloud.

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How about you are primarily consuming from a cloud service provider?

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Well,

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in this case we're actually using the native

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replication capabilities of the cloud.

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You'll recall an availability zone represents one or more datacenters.

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If you onboard workloads from a particular availability zone,

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then there is replication, obviously, that is

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occurring within that availability zone.

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But, between availability zones within a region,

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you could also have replicas, depending on the type

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of workloads that you are using.

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If one of those availability zones should go offline,

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you could without any hesitation be consuming and retrieving

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services from another availability zone.

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In fact, if you set up some type of load balancer across availability zones,

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you would not even have to know that you lost a particular availability zone.

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If I am a cloud consumer and then I'm using an alternate

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location as my BCDR, then what I'm going to have to do is

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make sure that the interoperability, the format,

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the semantics between the formats of data and also of systems has

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some kind of congruency between those two providers. Because if I

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lose my primary, I should be able to automatically be consuming

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services from my alternate provider.

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Primary activities that are associated with BCDR would include recovery,

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which means that the team that gets activated is actually focused on the

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alternate location and they're trying to bring up systems from the most

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critical to the least critical. And restoration,

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which means that you have a team that's actually doing work at the

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primary location to bring that primary location back online.

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Recovery activities begin in prevention.

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We're trying to protect from threats such as environmental hardware failures,

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operational errors or malicious attacks. Detection says that I'm detecting

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incidents at the earliest opportunity to minimize the impact to the

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services. Response is the imperative part of the first action that says that

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the recovery team may need to communicate on a regular basis with the

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executive emergency management team to give them an analysis of how bad

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things are. And then, moving into the recovery activities, where you follow

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the appropriate strategy and you prioritize the most critical services get

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reinstated first, and an ongoing improvement of all of these capabilities.

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Working in parallel to recovery would be restoration. Here, in the

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restoration activities, we're thinking about what the original location looks

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like. If it was a disaster, it may mean that number one,

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it was uninhabitable for people.

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So getting a certification of restoration to a new normal may

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actually be something that the focus says it's not the original

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location, we're actually operating in a new space,

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sort of like what happened in downtown New York City after 9/11 for many

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companies. Why is it that we go in reverse order and return the critical systems

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last and the least critical systems first? Number one,

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because we don't want to impose some kind of conflict with the site

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that is in operation at the recovery location.

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And number two, even though it's been certified,

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we don't fully trust that previously uninhabitable environment.

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It's also in concert with the recovery.

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So these are parallel activities.

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It may seem counterintuitive, why would we do this?

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One of the things is that we no longer have BCDR capabilities, do we?

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So, we want to ensure that we get up that original location as quickly as

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possible so that we can still have BCDR capabilities.

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Next, join me over in the process of creating,

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implementing, and then testing the BCDR.
