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By Phil Rosenthal, Vice President of Product and Engineering, DataBank

Fault Tolerance Requires Avoiding Single Points of Failure

A December public cloud outage was a rare but real occurrence of data disruption. It underscores how IT managers and directors must remind their teams about the need to get back to basics. When managing infrastructures, key tenets include avoiding single points of failure as well as building tolerance into the environment.

Outages that occur to data centers managed by the major public cloud providers are highly visible because many businesses use these platforms. Even for customers who don’t deploy applications in the cloud directly, they, likely, rely on third-party SaaS providers who use these large public clouds behind the scenes for VoIP, email, chat, help desk, call center, website hosting, and other enterprise application services.

If any of your third-party services happen to run in the cloud, you may not have sufficient redundancy. It is critically important you ask your third-party providers a) who their cloud provider is and b) what their back-up plan is if their cloud provider suffers an outage.

Many small business owners as well as IT pros at the enterprise level might be under the impression that they have distributed their workflows sufficiently because they are working with multiple IT infrastructure partners. However, if your partners are using the same underlying cloud provider, you still have a single point of failure.

Real Redundancy Requires More Than One Environment

Implementing a failover site that can host your infrastructure should a disaster strike may seem obvious, but this is sometimes forgotten when new infrastructures are deployed or when an existing infrastructure is migrated to a new environment. In fact, the major public cloud providers also emphasize the need for their customers to set up failover infrastructures at secondary data centers. It’s not enough to just deploy a backup site; you also need to test your failover capabilities regularly.

Before the cloud existed, when companies hosted their infrastructure on-premises, they focused on redundancy for all layers of their stack, ranging from the top—the application itself—down to lower levels, including power, cooling, servers, and network devices. As enterprises began to migrate to the public cloud, they stopped worrying about the parts that are outsourced to their cloud provider. They most likely assumed their cloud providers managed all of this. However, for real redundancy, you need more than a single environment.

Make Sure Tolerance Is Part of the Design Conversation

As you design your infrastructures, make sure fault tolerance is part of the conversation. Your system engineers should consider what will happen if, at random, services are shut off coming from a public cloud provider. Hypothetical outages could range from single VMs to entire datacenters, as well as any SaaS platform. Create a failover plan and then test it to see if the business can tolerate the shut-down.

Warning: If your system engineers are uncomfortable with this exercise, that’s a sign the current state of your fault-tolerance capabilities may not be up to your business requirements.

Testing what will happen if public cloud services suddenly become unavailable is critically important. As an alternative, you can build a private cloud or use a colocation data center to get more control over resiliency decisions.

For example, you can make sure your data center is not too close to the blast radius of a strategic city. It’s also a good idea to deploy ample levels of back-up generator capacity along with multiple IP transit providers, diverse fiber optic pathways, and a true A-B server and network infrastructure.

Failover Site Considerations

Before deploying a failover site for an existing IT infrastructure or one you’re about to deploy, evaluate the mission-criticality level of the applications supported by the infrastructure. How long can your business afford for that infrastructure and the applications it supports to be unavailable to end-users? They may be internal users managing operations or external users—such as customers and vendors—trying to transact orders.

From there, determine the IT resources and processes to meet the recovery time and recovery point objectives. Another key consideration is just how much control you want to maintain over the primary and failover infrastructures. Public cloud platforms give you the least control while on-premises data centers give you the most. In between those two extremes are private cloud and colocation data centers.

You may, for example, deploy your primary infrastructure in a colocation data center where you have more control. You can then set up the failover environment in the public cloud, where there’s less control—but where you can run the infrastructure for as long as it takes to restore the colocation data center should that infrastructure go down.

There’s also an added benefit to this approach. You can use the public cloud environment for extra capacity if a flash event occurs and the workload on your colocation data center spikes. In this case, you would address scalability and failover requirements with a single environment.

Portability Facilitates Fault Tolerance

Where you deploy the primary and failover infrastructures will vary according to your business requirements. Given all the variables, it’s best to consult with an IT partner who has data center and hybrid environment expertise. It’s also important to realize that as your applications mature, it may make sense to move your infrastructure to a different type of environment. This means you will need to evaluate your failover plan regularly, perhaps, as often as you test the plan.

The need to migrate infrastructures is where environment portability comes in handy. If you partner with data center providers that give you flexibility as to where you deploy your infrastructures, you have the freedom to migrate either your primary or failover infrastructures when the business or technical requirements warrant. Your choices can include colocation and on-premises data centers as well as public and private clouds.

The key is never to forget about the basics. Mission-critical applications always need a failover plan that’s tested and evaluated regularly. Your business can’t afford the revenue loss in the scenario that customers can’t place orders and if internal teams can’t fulfill those orders. You also risk tarnishing your brand reputation if customers stop trusting your ability to deliver products and services reliably.

For more information on how to set up failover environments and build resilience for your mission-critical applications, contact DataBank today.

This article was written by Phil Rosenthal, Vice President of Product and Engineering, DataBank.

Long ago, DataBank recognized that our Data Center Evolved™ model would ultimately be about our people and the experience our customers have interacting with each of us. We knew how important it would be to establish and maintain a cohesive culture, especially in a workforce that was dispersed across 20 locations and coming together after a series of acquisitions and integrations. It’s why we invested so intentionally over the past few years to make sure all our team members were united by a shared sense of purpose and cultural norms.

The onset of a global pandemic last year, with mandatory work from home requirements, created an especially acute challenge for us as it did for many companies: “How do you maintain the sense of camaraderie, purpose, and cultural cohesion when everyone is working is working remotely?” DataBank found the answer in three particular initiatives: a Cultural Ambassador Team, an online culture hub we call “The Vault”, and a companywide game show called “Keymaster.”

The Ambassador Team Sparks an Idea

Early in 2020, before COVID-19 had reached our shores, DataBank recruited a team of “cultural ambassadors” who would help us champion a new set of cultural cornerstones and bridge both the functional gaps between departments as well as the geographic gaps between locations. Meeting monthly, and serving as front-line observers to our culture, this team became one of our most valuable assets when the pandemic arrived.

DataBank's Keymaster

About a month into the COVID-19 lockdown, we asked the ambassadors what they were seeing teams at DataBank do to successfully maintain cultural cohesion while working from home. One of the ambassadors shared an idea that had taken root with our implementation team in Utah: a weekly trivia game on Zoom. We discussed packaging the concept up for other teams to replicate, but the conversations soon sparked another, more ambitious idea: a companywide game show. And thus, was born Keymaster – a weekly 30-minute trivia contest, broadcast on Zoom for all employees to watch, with 5-6 contestants each week competing for cash prizes.

The DataBank Vault Provides a Forum

The DataBank Vault

At the same time, these Ambassador meetings were taking place, DataBank was in the midst of developing an online culture hub called The Vault. Utilizing a platform from RewardGateway, the Vault would provide a virtual online “town hall” where employees could set up personal profiles, catch up on internal company news, send ecards to celebrate each other’s accomplishments, receive cash-based recognition rewards from managers, and leverage employee discounts from hundreds of retailers.

Throughout April and May of 2020, as sections of the Vault were being built out for launch, and the concept for the Keymaster was solidifying, it became clear to DataBank’s marketing and culture teams just how well the Vault and the Keymaster would complement each other. During the month of June, a campaign of teaser communications was developed to build excitement for the Vault, and upon launch after July 4th, it became the ideal forum upon which to promote the gameshow, recruit contestants, and even recap each week’s “episode” in the blog.

The Keymaster Brings it all Together

In August 2020, we kicked off Keymaster with a “pilot episode” featuring DataBank’s senior leadership as the initial contestants. For eight weeks after that, we conducted weekly episodes featuring 5-6 other employees competing for cash prizes, with two playoff games and a final championship.

Keymaster - Ron Driggs

Each 30-minute episode took place on Zoom with our host and the employee contestants on video, and everyone else in the company watching but on mute. Each episode opened with introductions that allowed the contestants to feature their role and department in the company, helping to build awareness across the organization. And at least one of the trivia segments in each episode involved “DataBank Trivia” helping to build awareness and drive home our important cultural messages.

In addition, we allowed employees who were viewing the show to post in the Zoom chat and this became one of the most interactive components of the experience. It opened the door for hilarious dialog that often rivaled the game itself for entertainment value and which our host often incorporated in real-time to the game commentary. We also recorded each episode and put the video and the chat transcript into a blog post the next day on the Vault for anyone who couldn’t attend live.

Measuring the Impact

The Vault - Kudos

The response to Keymaster and the Vault was tremendous. Employees eagerly anticipated each Thursday night episode of Keymaster, often saying it was the best 30-minutes of their workweek. It created a fun, shared, company-wide event that everyone could be a part of in real-time, or catch up on the next day. And the Vault has quickly become the center of our company culture vibrantly bringing to life the behaviors the are the hallmarks of The DataBank Way. In just the first three months of its operation, the Vault has seen an 11x increase in peer-to-peer recognition between employees and departments, and almost 95% participation across the employee base.

The combination of these three initiatives made a tremendous impact on the sense of cultural cohesion at DataBank in 2020, demonstrating that it is possible to build a real culture in a virtual setting, even in the most challenging of times.