Calogero Gandolfo Business Continuity Management in

Transcript

Calogero Gandolfo
Poste Italiane - Responsabile
Architetture e Standard Soluzioni di
Continuità Aziendali
Business Continuity
Management
in BancoPosta
2
Agenda
1.
Poste Italiane Overview
2.
Business Continuity needs evaluation
3.
Scenarios in Banco Posta context
4.
Business Continuity Management Program
¾
CUAS
¾
Centro Nazionale Assegni
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Disaster Recovery Solution
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Resources, Facilities & Logistics
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Outsourcer
¾
B.C.M. Organization
3
Overview
Poste Italiane is the incumbent provider of logistic and postal
services in Italy through a network of 14,000 branch offices
throughout the country.
In addition to classic mail and parcel services, the company
offers a large range of banking services, including pension
payments.
Poste Italiane is the largest italian company
focused on serving citizens and enterprises (“Network
Company”)
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Poste Italiane Group – Group’s Profile
Business Company
Il profilo del gruppo
Dipendenti
“Servizi
“Servizi postali”
postali”
4 Uffici Postali
~60.000
4 Distribuzione
~42.000
Rete
4 Uffici Postali
4 Centri di distribuzione
“B.U.
“B.U. Corriere
Corriere Espresso
Espresso ee Pacchi”
Pacchi”
4 Conti correnti on-line
4 Carte di credito
4 Carte Poste-pay
Ricavi
“B.U.
“B.U. Filateria”
Filateria”
~ 14.000
~ 900
Servizi bancari
4 Conti correnti
“B.U.
“B.U. BancoPosta”
BancoPosta”
~155.000
~ 5,2 mln
~ 650.000
~ 9 mln
~4,6 mln
~ 17,2 Mld€
4 Servizi postali
~ 5,5 Mld€
4 Servizi assicurativi
~ 6,7 Mld€
4 Servizi finanziari
~ 4,5 Mld€
4 Altri ricavi
~ 0,4 Mld€
Crescita 2007/2006
~ + 0,7%
ICT in Poste Italiane
1200 ICT Specialists
14.000 LAN
18.000 Servers
50.000 Workstations point of sales
500.000 technologic assets
5.500 ATM
4 Billions transactions/year
18 milions customer for banking services
2 Billions € ICT Investment 2004-2008
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6
ICT-IT Operations-Systems Management
5 Data Center
12 Server Farm
14000 MIPS (mainframe)
14.000 servers (branch office)
Milano
Torino
Bologna
Venezia
Genova
Firenze
4000 server Intel (server farm)
40 server Unix (Data center)
Roma
Bari
Napoli
Palermo
110 System Engineers
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Agenda
1.
2.
3.
4.
Business Continuity Management Program of BancoPosta
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CUAS
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Outsourcer
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B.C.M. Organization
Methodology and Approach
Analysis of reference context from Bank of Italy regulatory point of view and
from critical business process for BancoPosta.
Scenarios definition through the identification of the relevant entities
(areas/organization units / macro-processes) , aligned with new regulations
published by the Bank of Italy and with BancoPosta Business Needs.
Assessment of the position of each organization unit: reference scenarios for
BCM considering the solutions in place today (DR, Contingency) and “qualitative”
evaluation of the positioning to identify gaps in the criticalities.
BCM Definition
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Operating Assumptions

Postal Offices are prioritary respect other as channels.

To contain operational risks has been made the choice to maintain the
same service level of normal operations.

Solutions implemented will guarantee continuity of services in case of
metropolitan disaster scenarios.

Disaster Scenarios does not consider the concurrent unavailability of both
interdependent sites (examples: 2 or more CUAS unavailable or both CNA).

For resources is not foreseen a risk mitigation initiative in case of high
impact events with unavailability of all resources..

All solutions for scenarios considered as depicted in the following picture
foresee to guarantee a sustainability of 20 days:
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¾
Minimal operating level;
Acceptable service level.
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Operating Assumptions : Disaster Recovery

In case of Disaster Recovery procedures, the complexity of correlations
between applications and systems within the information system suggest a
“big bang” restart of all services without any vertical fragmentation in line
with major financial institutions;

For BancoPosta the “big bang” restart with an asynchronous recovery of
secondary site would cause a lost of synchronism between central and
local systems that represent the fundamental element of procedural
coherency.

The volumes moved in the time unit (around 20.000 transaction per minute)
does not allow a manual recovery for systems and operations restart in
postal offices

On the basis of the requirements established by the Bank of Italy and the
previously reported operating assumptions the requirements for BC-DR
are:
RPO = 0
RTO = 2 hours
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Overall Diagram of RTO of business processes
Monetica. Nuovi Canali.
Assegni C. Flussi
Fondi
Prest. e Mutui
Manleve Estere
Vaglia Nazionali
Polo Roma
Anagrafe e Condizioni
Bollettini Qual. e Convenz.
Bollettini CUAS
Polo Milano
Conti Correnti
Assicurazioni
Agenzia delle Entrate
Conto Terzi
Pensioni e Stipendi
Amm. e Contr. Contabilità
Monetica Issuing
Titoli
Monetica Circ. Internaz.
Libretti Postali
Moneygram
Risparmi Partite anomale
Buoni Postali
Eurogiro
Bonifici
Risp. pignoram. e fallim.
Limite Rendicontazione a SAC
Gestione e monitoraggio flussi finanziari
1-2H
3-4H
5-8H
9-16H
>16H
Synthesis of RTO by process, reports that majority of the offices have processes
that have to be activated within 8 hours.
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Agenda
1.
2.
3.
4.
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CUAS
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¾
¾
¾
Outsourcer
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B.C.M. Organization
Disaster Scenarios for BancoPosta
Scenarios
On the basis of what requested by the Bank of Italy, three scenarios
have been identified:
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Sites and Infrastructure unavailability
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Resources unavailability
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Systems
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Sites and Infrastructures
Bank of Italy scenarios
Unavailability of
building and/or
infrastructure
Banco Posta scenarios
(sites interdependents)
Tor Pagnotta
Viale Europa
Note:
This scenario includes only two main building in
Rome
Unavailability of
critical resources
CNA
CUAS
BARI
Unavailability of
systems
FIRENZE
ANCONA
TORINO
MILANO
VENEZIA
ROMA
Tor Pagnotta
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Resources
12 Amministrazione e Controllo
75 Direzione Sistemi Informativi
110 Direzione Operazioni
1 Presidente Unità di Crisi BCM
Indisponibilità
Unavailability of
edificioand/or
e/o
building
infrastrutture
infrastructure
6 Comitato BCM
204 risorse BP
Viale Europa
(1)
5 Fondi SGR
4 PosteVita
9 risorse Società BP
Loro Sedi
(1)
51 Direzione Operazioni
Unavailability
of critical
resources
93 CNA Polo Roma
(2)
10 Vaglia Nazionali
(2)
154 risorse BP
Roma
Tor Pagnotta
36 CNA Polo Milano
(2)
36 risorse BP
Unavailability of
systems
Milano
CNA
(1)
(2)
(1)
(1)
Il numero di risorse può subire delle variazioni con il proseguimento dell’analisi di
dettaglio; non sono comunque ricomprese le risorse tecniche strumentali
all’esercizio delle infrastrutture tecnologiche in quanto ricomprese nel perimetro
DR gestito dalla DCICT.
Il numero delle risorse indicate è al netto degli interinali.
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Scenari di riferimento BancoPosta
Systems
Indisponibilità
Unavailability of
edificio and/or
e/o
building
infrastrutture
infrastructure
Unavailability of
Critical resources
(sites interdependents)
Viale Europa
Nota: Segrate site for DR Mainframe, Pomezia for storage
and Rozzano for DR Server Farm are outside BCM
scope because are tecnlological components for DR.
CUAS
BARI
Unavailability
of
Indisponibilità
systems
sistemi
FIRENZE
ANCONA
TORINO
VENEZIA
BPO
(Outsourcer)
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Agenda
1.
2.
3.
4.
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CUAS
¾
¾
¾
¾
Outsourcer
¾
B.C.M. Organization
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BCM for BancoPosta program
CUAS
Unified Center
For Services Automation
(CUAS)
Torino
Bari
Venezia
Firenze
Ancona
In relation to sites, the CUAS today are provided of power supply continuity
generators UPS (these are in Bari, Firenze, Torino e Venezia). In case of
unavailability of one of the primary sites:
Business
Workload
For each CUAS impacted the activities are distributed
across other CUAS, defining different turns.
Features
Firenze
Ancona
Torino
Siti
primari/
secondari
Venezia
Bari
Palermo
Definition of recovery sites on the basis of the locations, size, and workloads
definition of operations sorting;
Workload spitted on different turns;
Definition of a contract with third parties providers;
DSI actions to allow the processing of orders of the CUAS not available (now each
CUAS can work only on bulletins of its responsibility)
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National Check Center
National Check
Centers (CNA)
Roma Tor Pagnotta
Milano
In case of unavailability of one of primary sites, the following situation can be
figured out:
Seconday Site
Resources
In caso of unavailability of one of the two CNA the processing can be moved
to secondary site.
Features
Preparation of around 135 workstation, 2 Rototype, 1 enveloper, 95 phone
lines;
Complete review of provisioning of materials;
Definition of contracts with third parties for 120 people;
DSI setup and authorization staff access.
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Disaster Recovery Solution: CNED

Has been evaluated the opportunity with DCICT of an evolution of the solution that allows to reach
RPO = 0, without loosing logical synchronism between archives during site failover.
RTO: 2 ore
RTO: 2 ore
RPO: 0 Sec.
RPO: 0 Sec.
STAR configuration
Roma, v.le Europa
mainframe
Rete
Geo
2
1
Sito IBM - Milano
Roma 2
us
no g
o
hr
rin
nc
rro
i
Sy
M
sk
Di
Rete
Geo
3
Res
D if f
eren
tial
ync
hro
niza
tion
Milano
2
3
server farm(*)
Asynchronous disk and tape mirroring
(*) only departmental systems for online bulletin and SGR accounts
mainframe
server farm (*)
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Disaster Recovery Solution: OPEN SYSTEMS
RTO: 2 hours
RTO: 2 hours
RPO: 0 Sec.
RPO: 0 Sec.
MI Rozzano
Roma, v.le Europa
Roma 2
1
us
1
server farm
o
g
on
hr
r in
c
n
ro
y
r
i
S
M
sk
Di
D if f
eren
tial
R
esin
c
1
server farm
Asinchronous disk and tape mirroring
D.R. IBM Site
Disaster Recovery solution guarantee service
levels required by all departemental systems.
Rete
Geo
2
3
mainframe
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Resources and Logistics
51 Directions of Operations
12 Administration and control
93 CNA Site - Rome
75 IT Direction
10 Vaglia Nazionali
110 Operations
33 Additive workstations
1 President of Unit Crisis BCM
Viale Europa
6 BCM commitee
204 resources BP
Tor Pagnotta
(2)
187 resources BP(1)
(1)
5 SGR accounts
36 CNA Milan Site
4 PosteVita
9 external resources BP
(2)
36 resources BP
(1)
(1)
(2)
Secondary Site
Resources
(1)
Società BP
Il numero di risorse può subire delle variazioni con il proseguimento dell’analisi di
dettaglio; non sono comunque ricomprese le risorse tecniche strumentali
all’esercizio delle infrastrutture tecnologiche in quanto ricomprese nel perimetro DR
gestito dalla DCICT.
Il personale interinale necessario alla sostituzione delle risorse BP eventualmente
non più disponibili nella peggiore ipotesi di scenario ammonta a 135 unità. 33 sono
quindi le postazioni aggiuntive calcolate come differenziale tra le risorse BP non più
disponibili e le risorse interinali necessari alla loro sostituzione.
Risk Mitigation
Specific outsourcing contracts with third party providers and other institutions to address business continuity in failure
scenarios;
Periodic training within each Division and within Direction of Operations to implement “rotation” of personnel for each service
and office.
To respect the scenario of “Minimal impact on Metropolitan Area” is required to
implement a secondary site outside Rome for 400 People (for the scenarios impacting
both Viale Europa, Tor Pagnotta and BP companies) and is required to add other 30
Workstation for redundancy purposes.
Outsourcer
It is required to deepen the recovery plans of each outsourcers to
verify its recovery capability and the level of integration with
BancoPosta BCP
It is required to review existing contracts with responsibility
limitation of providers and integration required by Business
Functions.
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BCM organization: Reference Model
During a crisis situation adequate service level, governance,
control and reaction in response has to be guaranteed.
For this purpose is needed that governance structure reflects as
much as possible the existing company organization from witch
should be derived the escalation process
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BCM Organization: Crisis Unit

25 july 2005, the nomination of crisis unit and the responsible for BCM has been
defined from the Board of Directors as requested by the regulation.
Executive Mangament
Strategic Level
Tactical Level
BCM Crisis Unit
General Manager
RUO
Key
Account
Resp.
Operativo
Crisis
Resp
BCM
Program
Manager
BCM
BPO
DO MP
DBP DO
ICT
Operating Level
Outsourcer
Unità di
Crisi
Institutions
local BCM
CUAS
BCM
locallocale
BCM
CNA
CNA