The 15 Most Overlooked Items in Planning for High Availability and Disaster Recovery

  • by Kurt Bishop, Independent Consultant
  • July 15, 2002
In recovering from a disaster, you are rebuilding more than a system: you are rebuilding your business and everything it stands for. No detail is too large or too small to deserve your company's full attention when developing recovery and availability strategies. Based on the author's own experiences in the trenches, this article helps you avoid costly mistakes by sharing the 15 most overlooked items - including the cost of downtime, security issues, loss of personnel and systems, and the importance of testing - and discussing how to incorporate them into your own recovery planning.

Kurt Bishop

Kurt Bishop is a retired member of SAP America’s Technical Consulting Team. He has experience in both application and technical support of the R/3 system, where he provided a variety of consulting and support services for customers and colleagues. Kurt started his seven-year career with SAP in 1994 providing project management consultation for customers with a specialization in technical project management. After two
years in this position, he began concentrating on performance and tuning. By popular demand from customers and SAP employees throughout North America, he then concentrated his skills on capacity planning services, where he worked to standardize and improve the process for both customers and vendors.

Prior to joining SAP, Kurt spent seven years as a management consultant for one of the “Big Six” consulting firms. In this capacity, he was involved in both management and information systems consulting for a broad range of firms and industries. He spent considerable time developing strategic systems plans for some of the nation’s most prestigious firms, as well as assisting many clients in reengineering their business practices
and related support systems. He also has eight years of experience “in the trenches” of information systems for the oil and gas industry, including positions from programmer analyst to project manager, where he developed the skills that prepared him for consulting. His skills are also augmented with four years in manufacturing and materials management, where he served as production manager.

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