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Senin, 05 Januari 2009

An overview of continuous data protection

IT organizations have been caught between a rock and a hard place. Charged with protecting their company's information, IT organizations have established aggressive service level agreements (SLAs) that impact the manner in which they implement data protection by setting recovery point objectives (RPO) and recovery time objectives (RTO).

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Organizations struggle with shrinking or non-existent backup windows, the need to recover quickly, often to a specific point in time, and even meeting compliance or regulatory guidelines. Backing up to tape is no longer adequate; not only is it difficult to administer for backups and recoveries, but it lacks the speed, reliability, flexibility and simplicity IT needs to meet stringent SLAs. Backing up to disk using virtual tape emulation or virtual tape libraries also falls short as the administration of the solution is tape-centric and schedule driven. Add in the explosion of data, along with the challenge of protecting remote offices, and you have the challenge facing many of today's business--with IT sitting on the front lines of aligning business needs with today's technology.

As a result, a growing number of IT organizations are augmenting their traditional backup and recovery strategies with continuous data protection (CDP) solutions. CDP dramatically improves RPOs and RTOs while eliminating backup windows. What's more, CDP not only reduces the need for tape in the backup and recovery process but it also makes recovery easy enough that users can often recover their own files, without help from IT.

What is CDP?

CDP is a process that lets organizations continuously capture or track data modifications and stores changes independent of the primary data, enabling recovery points from specific points in the past. CDP systems may be block, file-, or application-based and can provide fine granularities of restorable objects to infinitely variable recovery points in time.

CDP reduces the complexity of the data protection system and eliminates the classic challenge of theing backup window because it eliminates the need for full, incremental, or differential backups by protecting data immediately and then continuously backing it up to disk. CDP is not a complete replacement for traditional backup but rather an important component of a well-rounded backup and recovery strategy.

Can CDP be leveraged for backing up and recovering email? As the predominant form of communication for business transactions, email is an application that is mission-critical to organizations of all sizes. It generates a huge amount of information that must be immediately available and protected. The loss of a single message may generate hours of unnecessary and frustrating labor for administrators and/or users and can lower productivity or affect business operations. And with the introduction of Exchange 2007, organizations need protective solutions that can support the latest offering from Microsoft.

Not surprisingly, the amount of email data requiring protection and availability is growing exponentially. IT, in turn, is faced with the challenge of backing up this critical data within the existing backup window and recovering it quickly. Moreover, they must not only be able to back up and recover whole email databases but they also require a system which enables recovery of individual mailboxes or emails. However, if administrators want to back up email databases for complete disaster recovery purposes and be able to recover individual email, folders, or mailboxes, they typically have had to do separate backups.

New granular recovery technologies have emerged that enable mail messages, mailboxes, and folders to be restored individually without having to restore an entire email database, and without separate and redundant mailbox backups. In an Exchange environment, for example, only a single-pass full or incremental backup of Exchange is required, which dramatically decreases the time required to protect all mailboxes while also reducing the backup storage requirement.

CDP significantly streamlines backup and recovery of email by completely eliminating the need to perform scheduled daily email backups, and speeding recovery, thereby delivering email continuity for businesses.

How does CDP enable end users to recover their own data?

Because CDP is a disk-based protection and recovery solution, it is possible to enable end users to retrieve their own data. Some CDP solutions provide this type of functionality; some utilizing a simple Web interface that requires no training and enables end users to retrieve previous versions of files without contacting IT. Empowering end users to retrieve their own data frees up IT to focus on other business-critical needs of the organization.

With these self-service recovery solutions, retrieving lost, corrupted, or overwritten data is as easy as searching for and downloading a file from the Internet. There is no backup tape to locate or load and no additional information to restore to find the correct file. Best of all, these solutions do not require the installation of client software or agents on individual desktops laptops, and a familiar web paradigm requires no additional training. Users need only a standard Web browser, making data retrieval easier than ever.

The importance of understanding organizational culture

When I was an MBA student, as part of a management course I had the opportunity to conduct a "culture assessment" at the organization where I was working. The organization was somewhat new to me--I had been hired as a senior manager only a year before--and the ability to quantify and analyze the organizational culture was a new concept to me.

As an employee in any type of organization can attest, organizational culture is as prevalent and as varied as individuals themselves. Organizational culture is enduring and complex, and may have both a positive and a negative effect on the staff and the workplace. In many ways culture will determine the survival of an organization over the long term, especially in volatile industries.

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Cultures that can be a liability to an organization include those that create barriers to change, create barriers to diversity or barriers to mergers and acquisitions. (Stephen P. Robbins. Organizational Behavior, 8th ed., 602-603.)

Understanding the organizational culture can help you to understand why change does not take place, or why a project fails. It will also help you to determine where to strive to make changes to the culture.

As managers and library leaders, why do we need to get a sense of the prevailing organizational culture? It is essential to understand the organizational culture if you want to make changes to how work is done, what type of work is being done, or at the broadest level, to affect the organization's standing in its industry. Understanding the culture and, as required, changing it, can mean the difference between attracting and retaining good employees and driving away the best employees with an environment that doesn't encourage, challenge, or reward them.

The organizational culture assessment that I participated in didn't provide any surprises regarding the existing culture--most people with any level of sensitivity can get a sense of what type of culture is prevalent in an organization. What was surprising were the results from the survey to determine what type of culture staff would prefer to see the organization develop.

As background, the organization had just gone through a major change. The executive director had departed after 20 years; there had been a period of several months with an acting ED followed by a new, external ED appointment. The assessment took place only a month after the new ED was in position.

Types of Culture

The assessment we used to assess the organization's culture used questions that sought to determine and enumerate such organizational traits as symbols (such as images, things, events), organizational-espoused values and beliefs (for example, the mission statement, constitution, espoused goals of the ED, slogans). Then the espoused beliefs and values were compared with the symbols and culture identified through the written survey and staff interviews.

The written survey asked staff to answer questions related to the current culture and then asked how they would like to see the culture change. Responses were tabulated to determine which type of culture existed among the four metrics of organizational culture: hierarchy, adhocracy, clan, and market.

The hierarchy aspect of an organization refers to how structured, inflexible, and process-driven an organization is in the way it operates. At the opposite end of the scale, adhocracy refers to how flexible, informal, innovative, and dynamic an organization is. A clan culture supports a very friendly and social environment in which to work, while a market culture is often found in organizations that are results-oriented and sales-driven.

The assessment determined that the existing culture was very hierarchical and quite clannish. The staff also indicated, through the anonymous written survey, that they would prefer the culture to be more adhocratic and less hierarchical, while at the same time being slightly more market culture and clannish. This showed the positive and optimistic view of the staff towards change.

The process I used for assessing the culture involved conducting group employee interviews and written staff surveys, followed by analysis of the information. Staff responded to a series of prompts and questions regarding organizational symbols, organizational-espoused values, and beliefs. These responses were analyzed, creating a pattern showing comparisons between espoused belief/values (in the form of phrases or statements) with their associated symbols (both positive and negative), and related culture types (hierarchy, adhocracy, clan, and market).

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For a new leader or manager, understanding the organizational culture that is in place is essential for success in providing direction, especially when the direction is different from what has come before. Are staff willing and eager to take on new challenges and to follow a new direction, or will they provide passive or active resistance to any changes? What is important to people today, based on their view of where the organization is and where it should be? Where are there disconnects between espoused values, such as the mission statement, and the over symbols and culture type?

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