There was no need to justify any specific expenditure.
Companies spent massive amounts of money on questionable purchases, which led to the expectation
of huge returns on investments. Since the dot-com fallout, IT/IS spending is usually scrutinized to
the point of paranoia. Unless it has sponsorship from executive management, something that isn??™t presented
as a cost-of-business expenditure has a low likelihood of being approved.
CHAPTER 12 n REALISTIC DISASTER RECOVERY PLANNING 312
Techniques to Remove This Roadblock
When seeking management buy-in, never respond to objections by trying to justify the
cost involved. To remove the cost factor, you need to somehow work disaster recovery
planning in as a cost of doing business. Present it as a necessity no different than supplying
a desk or a phone to a new employee. By approaching disaster recovery in small
bites, you can change management??™s perception of it from a wasted investment to a necessary
cost.
Always present disaster recovery planning as an ongoing, iterative process (which it
should be). The cost should be stretched over an extremely long period of time, often to
the point of not even being seen.
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