By Ian Hight
In a previous article, I set out 10 key components of a disaster recovery (DR) plan for an organisation. I now expand on those views and set out the key roles and responsibilities.
The most essntial roles are the owner and/or manager of the DR plan. A senior manager can then have responsibility for the development and success of the plan. In a smaller team, the IT manager may well have both roles, which is perfectly workable.
By Ian Hight
In my first article on disaster recovery, I identified the two key objectives the business needs to set for its IT recovery strategy: the Recovery Point Objective (RPO) and Recovery Time Objective (RTO). This was followed by an article exploring the key elements of a Business Continuity Plan (BCP), which includes a Disaster Recovery (DR) plan for the IT systems. I now drill down into the key elements of DR for an organisation.
So what exactly is keeping CIOs awake at night?
Which cloud service provider should I choose?
VMware and AWS – a complimentary fit?
Case Study : Automated data sharing between different databases in real-time
Are you risking software licence non-compliance?
SASIT – company growth
New faces at SASIT
IBM AIX customers have more in common with each other than you might think, despite a multiplicity of use cases, IT environments and industry sectors using the platform, the market is telling us they all face the same challenges.
Firstly, what is SAS IT's pedigree in the IBM Power Systems market? We manage in excess of 100 systems, both AIX and IBMi, this makes us one of the largest IBM Power MSP's in Australasia.
Welcome to the SASIT August newsletter
Market perceptions - thoughts from our CEO
Simplified back-up arrives in New Zealand thanks to SASIT
Innovative development work boosts iconic kiwi finance company
Further expansion of the SASIT customer facing team
New entertainment platforms herald the emergence of 'Data fabric'
IBM Systems and Infrastructure audit
By Ian Hight
In a previous article on legacy systems, I set out the components of a modernisation strategy. I concluded by recommending businesses take on a ‘preserve and extend’ strategy, a less costly and less risky approach than a ‘rip and replace’ strategy. The former enables the business build on the system’s existing strengths, such as reliability, security and performance, while starting to address its limitations.
By Albert Vanderplanke
In my articles to date I have been examining the issues around legacy modernisation and in this article I examine how a project to modernise business systems might be resourced. As the issues are the same for any bespoke software development project I will use that more generic term as I discuss the pros and cons of outsourcing.
What business are you in?
One of the first issues that arises is what business are you in? For a manufacturer, a retailer, a district council their business is not primarily IT. Saying that, management policy may dictate that all corporate services are managed and executed by in-house resources.
By Ian Hight
Today you can buy almost anything from the cloud. Applications, back-up and DR and, now, the organisation's entire IT infrastructure.
This environment can be hosted, managed and serviced somewhere other than on its own premises.
By Simon Murphy
It is shaping up to be another cracker year for the storage industry so grab your popcorn and settle in for the show.
Public cloud continues to gobble up data like a fat kid at a buffet. The perennial contenders can only strap on the gloves and duke it out for supremacy of what remains of the on-premises storage market. There have been some casualties and there are certainly more to come (more on that in a later post).
![IBM-Power-7[1].jpg](https://www.sasit.co.nz/hubfs/Newsletter%20Feb%202017/IBM-Power-7%5B1%5D.jpg)
