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These are the key people involved in planning data protection for Java the Hutt, Inc.: w s Monica Founder and majority owner of Java the Hutt, Inc. Monica plays a very active role in overseeing the operations of the company. Neil Director of Field Operations, responsible for both daily business operations at the store level and accounting for the profitability of the business as a whole. Gordon The IT manager for Java the Hutt, Inc. He is responsible for managing all technical aspects at the corporate office and at store locations. Terry The General Manager for Store 188, one of Java the Hutt s busiest and most profitable locations.
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The main issues faced by Java the Hutt are related to its distributed store model. Tracking sales information is important and is one of the reasons for the company s recent success. To meet this need, each Java the Hutt store has a single server that runs a proprietary database application. Store employees depend on this system as a cash register, and workers at the corporate office depend on this data for real-time performance analysis. Generally, it s a well-oiled machine, but one area that has been neglected is data protection. Although data is replicated from the stores to the corporate office, data loss at the store level is not uncommon. Java the Hutt has a formal IT department that is responsible for
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these types of issues, but a lack of funding for this department has led to less-than-optimal data protection decisions.
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Monica brought the noisy bunch of Java the Hutters to order by clearing her throat. It was time for the weekly operations meeting, and all of the big wigs were there. The atmosphere seemed somewhat tense, and for good reason. I guess we all have an idea of what happened at Store 188, she began. It seems that a failed server prevented employees at that location from entering new sales. It took over four hours to get a replacement machine to the store. Then, it took another two hours to get the machine back up and running. Most of the faces looked pretty grim as people stared into their gourmet-coffee cups. Neil ran some numbers in his head estimating the amount of revenue from loss of business. But there was more. The worst part, however, was that we lost a lot of important sales information for the past two days. From what I know, the backups and data replication processes failed, and no one was notified. It wasn t a pretty picture. Apart from the cost of lost business, there was a lot of fingerpointing going on behind the scenes. Whose fault was it was the question on everyone s mind. Anticipating the obvious, Monica began with Whose fault was it followed by a long pause. Although the goal of this meeting is not to lay blame, we re going to find out how to make sure this doesn t happen again. Terry, why don t you start by telling us what happened Terry wanted nothing more than to yell at everyone else for the problem, but she managed to restrain herself. Yesterday morning, we started business as usual and were having an average morning rush. About halfway through it, though, our terminals stopped responding. I walked into the back office and heard the server making a lot of loud noises. I immediately called the Help Desk and, after nearly 15 minutes, I got to report the problem. She no longer sounded as constrained. For a few minutes, I told my cashiers to keep records on paper, but the line was going out the door. I had the pleasure of walking out to the line and telling them we had an emergency and had to close. To those who had already been waiting for a while, we gave away the coffee for free. Monica told you the rest we were closed for pretty much the whole day. I couldn t even get a decent estimate on when we could reopen for business, so I kept all 15 employees on the clock. In short, it was a nightmare! Nothing more had to be said the effects of the downtime were obvious and the impact to Java the Hutt s business (and image) were not good. It was Monica s turn to step in. Terry, did you notice that the backups hadn t been functioning properly Trying not to be defensive, Terry explained that she has hundreds of responsibilities to keep the store running and that looking on a computer screen every morning is not at the top of the list. Besides, she said, there s not a whole lot I can do if the backups failed, anyway. Neil, what do you expect the downtime cost us she asked. It was pretty easy to estimate. He was the resident [coffee] bean counter and would have an estimate before his name was uttered. Neil began, Based on lost revenues alone, I would estimate that we lost at least $15,000. But that s just the tip of the iceberg. We re also going to have a
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