However, we don??™t live in the best of all worlds. If the need to create a
disaster recovery plan comes as a top-down directive, you may even encounter a sort of
insurgency that opposes the planning and does whatever possible to derail it.
You also may alienate your coworkers indirectly while getting executive buy-in. They
may believe that you??™re adding to their workload, and like everyone else, they??™re probably
doing all they can just to keep their heads above water.
nNote Ultimately, disaster recovery planning, being a proactive activity, should help reduce one??™s workload.
One client I worked with went from having DBAs spend an average of 18 hours a month in some sort
of disaster response situation to only one hour per month after putting a disaster recovery plan in place.
(Many of the previous disasters had been user- and process-based.)
CHAPTER 12 n REALISTIC DISASTER RECOVERY PLANNING 313
Techniques to Remove This Roadblock
Again, the key here is to focus on disaster recovery planning as an ongoing job role, not a
project. Emphasize that it won??™t require a great deal of anyone??™s time, because it will be
approached slowly on an ongoing basis.
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