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When you ve identi ed the risks to your network, you need to identify what the resources are to address those risks. These resources can be internal or external, people or systems, hardware or software. When you re identifying the resources available to deal with a speci c risk, be as complete as you can, but also be speci c. Identifying everyone in the company as a resource to solve a crashed server might look good, but realistically only one or two people are likely to actually be able to rebuild the server. Make sure you identify those key people for each risk, as well as the more general secondary resources they have to call on, such as Microsoft Customer Support Services (CSS) and local Microsoft partners. So, for example, the primary resource available to recover a crashed server might consist of your hardware vendor to recover the failed hardware and your own IT person or primary system consultant to restore the software and database. General secondary resources could include Microsoft Support (http://support.microsoft.com/oas/default.aspx gprid=3208), Microsoft Partners in your area, and even newsgroups such as the microsoft.public.windows.server.sbs newsgroup. An important step in identifying resources in your disaster recovery plan is to specify both the rst-line responsibility and the back-end or supervisory responsibility. Make sure everyone knows who to go to when the problem is more than they can handle or when they need additional resources. Also, clearly de ne when they should escalate. The best disaster recovery plans include clear, unambiguous escalation policies. This takes the burden off individuals to decide when and whom to notify and makes escalation simply part of the procedure.
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An old but relevant adage comes to mind when discussing disaster recovery scenarios: When you re up to your elbows in alligators, it s dif cult to remember that your original objective was to drain the swamp. This is another way of saying that people lose track of what s important when they are overloaded by too many problems that require immediate attention. To ensure that your swamp is drained and your network gets back online, you need to take those carefully researched risks and resources and develop a disaster recovery plan. There are two important parts of any good disaster recovery plan: Standard operating procedures (SOPs) Standard escalation procedures (SEPs)
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Making sure these procedures are in place and clearly understood by everyone involved before a disaster strikes puts you in a far better position to recover gracefully and with a minimum of lost productivity and data.
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Emergencies bring out both the best and worst in people. If you re prepared for the emergency, you can be one of those who come out smelling like a rose, but if you re not prepared and let yourself get ustered or lose track of what you re trying to accomplish, you can make the whole situation worse than it needs to be. Although no one is ever as prepared for a system emergency as they d like to be, careful planning and preparation can give you an edge in recovering expeditiously and with a minimal loss of data. It is much easier to deal with the situation calmly when you know you ve prepared for this problem and you have a well-organized, tested SOP to follow. Because the very nature of emergencies is that you can t predict exactly which one is going to strike, you need to plan and prepare for as many possibilities as you can. The time to decide how to recover from a disaster is before the disaster happens, not in the middle of it when users are screaming and bosses are standing around looking serious and concerned. If you re lucky. (We seem to have been blessed more by those who follow the more common adage: When in trouble or in doubt, run in circles, scream and shout. ) It s just plain hard to stay calm and focused when you re in the middle of an emergency and there s a lot of extra stress being applied by everyone around you. But if you re properly prepared and have a clear plan, with well-written and accurate SOPs, it s a lot easier. Your risk assessment phase involved identifying as many possible disaster scenarios and risks as you could; the resource assessment phase identi ed the resources for those risks. Now you need to create SOPs for recovering the system from each of the scenarios. Even the most levelheaded system administrator can get ustered when the system has crashed, users are calling every 10 seconds to see what the problem is, the boss is asking every 5 minutes when you ll have it xed, and your server won t boot. And that s the easy case compared to the mess that can be caused by an external disaster. Reduce your stress and prevent mistakes by planning for disasters before they occur. Practice recovering from each of your disaster scenarios. Write down each of the steps, and work through questionable or unclear areas until you can identify exactly what it takes to recover from the problem. This is like a re drill, and you should do it for the same reasons not because a re is inevitable, but because res do happen, and the statistics demonstrate irrefutably that those who prepare for a re and practice what to do in a re are far more likely to survive it. Even where you know you re the only resource the company has to recover from a disaster scenario, write down the basic steps to do it. You don t need to go into minute detail, but at the very least, outline the key steps. This may be something you do for real only once in your life, so don t count on being able to remember everything. Disasters, by their very nature, raise the overall stress level and cause people to forget important steps.
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