Unfortunately, after establishing executive buyin,
the concept of disaster recovery planning as an ongoing process may turn into a
company-wide project, despite your best efforts to prevent that from happening.
When it comes to alienating your coworkers, some of that is out of your hands. If,
after you get management buy-in, the project is presented as your idea, there??™s no way
to prevent some people from being miffed. If you can, try to remove yourself from the
equation as much as possible. Better yet, present your approach with a team of people
when establishing management buy-in. Keep the focus as impersonal as possible.
Roadblock: Issues with Job Role vs. Project
As hinted at in the previous section, disaster recovery planning has a tendency to evolve
into a huge project. Guard against this problem by always emphasizing the job-role connection.
Another useful technique is to avoid the use of the word ???project??? at all when
talking about disaster recovery (or even the phrase ???disaster recovery???).
Description of the Roadblock
The misguided evolution of disaster recovery into a huge project is usually due to executive
management participation and the ubiquitous buzzronyms they encounter, such as
DR, HA, and BC.
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