During Interop, I attended two sessions on disaster recovery and backup in the virtual world, topics that are near and dear to my heart and also top of mind for infrastructure and operations professionals (judging by the number of inquiries we get on those topics). First up was How Virtualization Can Enable and Improve Disaster Recovery for Any Sized Business which was very interesting (and very well attended). The panel was moderated by Barb Goldworm, President and Chief Analyst, FOCUS, and the panelists were: George Pradel, Director of Strategic Alliances, Vizioncore; Joel McKelvey, Technical Alliance Manager, NetApp; Lynn Shourds, Senior Manager, Virtualization Solutions, Double-Take Software; and Azmir Mohamed, Sr. Product Manager, Business Continuity Solutions, VMware.
Barb kicked off the session with some statistics on disaster recovery that can help people build the business case for it: 40% of business that were shut down for 3 days, failed in 3 years. She also cautioned that you have to test DR regularly and under unexpected circumstances.
During Interop, I've been bouncing around between the tracks, going to sessions in both the data center and the virtualization tracks. I’ve learned a lot of interesting stuff that I would like to share with you all! The first data center session of day one was: Bridging the C-Suite Gap: How To Build The Business Case For Data Center Transformation with Brooks Esser, Worldwide Lead, CIO Agenda at HP.
Brooks started out by demystifying the role of today's CIO for infrastructure and operations professionals. CIOS are measured in three ways:
Accelerating business growth.
As much as they are technologists, CIOs are now also business people… they need to understand the business, management, and technology priorities:
Their goals in the business are to improve operations and process.
In management, their objectives are to link IT and the business and to reduce ops costs.
It's become the job of the infrastructure and operations professional to take those technology priorities and link them back to the priorities of your CIO and their business priorities.
"As soon as you can talk about management and business priorities, you can talk to the CIO about the technology projects you want to drive."
HP has a defined methodology for building any business case, which has three simple steps: