...------------------------------------------------- [ Business Impact Analysis ] TABLE OF CONTENTS 1 Introduction 3 1.1 Purpose 3 2 System Information 3 2.1 Points of Contact 3 2.2 System Resources 4 2.3 Critical Contacts and Resources 4 2.4 Disruption Impact 4 2.5 Resource Recovery Priority 4 Appendix A: Business Impact Analysis Approval 5 * Introduction Purpose The Business Impact Analysis (BIA) is an essential step in the development of a contingency/disaster recovery plan. The Purpose of this Impact Analysis is to determine the business impact that an incident will have on business operations and the amount of downtown the network may experience. Also we will define the critical business processes of an organization and relating to them specify possible threats which occur due to interdependence, resource unavailability as well as other effects which may disrupt the daily business and determine their impact on the same if such should take place. System Informations Date:<Enter date BIA completed> Point of Contact (POC): <Enter BIA POC> Organization:<Enter Organization> System Name: <Enter name> System Manager: <Enter manager> System Description: <Enter description> Points of Contact Internal Contacts * Director, DLA Information Operations (J6) and Chief Information Officer * Primary IT personal for the entire organization * Deputy Director, DLA Information Operations (J6) * Deputy...
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...Business Impact Analysis 12/1/2012 The Business Impact Analysis (BIA) is the key concept used by the organization as a tool when developing Business Continuity Plans (BCP). The purpose of the BIA is to gather business information in an effort to understand the importance of the different functions of the organization (Johnson, R. (2011). It serves as the foundation for which an effective BCP can be developed and implemented. The BIA will identify and quantify business related impacts during a loss, disruption, or interruption of processes or functions within the organization. With effective implementation, the organization will be able to recover its operations under any circumstance or condition. Component Priority In conducting you BIA some limitations should be made. In order to gather required information you should be able to schedule interviews with each department to assess critical functions within that department. It is important to interview people that know functions and processes of that department. There are two methods that can be utilized to gather information on critical processes and functions. One method would be to conduct surveys among people within each business unit. Caution should be used here as random people selected for the survey may not understand the critical functions of the business. It will, on the other hand give some insight as to what employees think are important to operations. Another method available would...
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...Business Impact Analysis (BIA) Preliminary System Information |Omnitrans Dept. Omnitrans |Date BIA Completed: 9/12/2006 | |System Name: Ellipse |BIA POC: Don Walker | |System Function: Payroll | |System Manager Point of Contact (POC): Don Walker | |System Description: {Discussion of the system purpose and architecture, including system diagrams} Omnitrans payroll time | |calculations’, direct deposit process, and check printing. | | | |A. Identify System POCs Role | |Internal {Identify the individuals, positions, or offices within your organization that depend on or support the system; also | |specify their relationship to the system} | | | ...
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...Economic impacts of Tourism Page # 1 Economic Impacts of Tourism Daniel J. Stynes Businesses and public organizations are increasingly interested in the economic impacts of tourism at national, state, and local levels. One regularly hears claims that tourism supports X jobs in an area or that a festival or special event generated Y million dollars in sales or income in a community. “Multiplier effects” are often cited to capture secondary effects of tourism spending and show the wide range of sectors in a community that may benefit from tourism. Tourism’s economic benefits are touted by the industry for a variety of reasons. Claims of tourism’s economic significance give the industry greater respect among the business community, public officials, and the public in general. This often translates into decisions or public policies that are favorable to tourism. Community support is important for tourism, as it is an activity that affects the entire community. Tourism businesses depend extensively on each other as well as on other businesses, government and residents of the local community. Economic benefits and costs of tourism reach virtually everyone in the region in one way or another. Economic impact analyses provide tangible estimates of these economic interdependencies and a better understanding of the role and importance of tourism in a region’s economy. Tourism activity also involves economic costs, including the direct costs incurred by tourism businesses...
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...Economic Impact Analyses analyze the economic effects of a particular project in a particular area. This analysis can cover a region as small as a neighborhood and as large as the world. The main variables analyzed include revenue, profits, wages, and jobs. They consider the direct impact the economic impact has on an area as well as indirect impacts. For instance, you can analyze the total number of employees a firm will hire if it builds a new factory. You can also analyze what this increase in employment will do to other non-related industries in the area. These newly employed workers will have more money to spend at a local store which will in turn create more profits and potentially more jobs. It typically analyzes activity before the project and after the compare the changes and the impact of the project. This is typically done by measuring the difference in economic activity assuming the economic event occurs and then assuming it does not occur. This is called the counterfactual case. An economic event can be defined as a new business moving into a region, a new policy or government program, or any other activity that produces some sort of profit. This is useful to determine if a particular project is worth investing in (Southwestern Oklahoma State University, 2012) . The main types of impact analysis include output impact, value added impact, labor income impact, and employment impact. There is also a property value impact. An output impact measure the total increase...
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...Economic impact approaches Page #1 Approaches to Estimating the Economic Impacts of Tourism; Some Examples Daniel J. Stynes Updated January 1999 Introduction The purpose of this bulletin is to present examples of different approaches to estimating the economic impacts of tourism. In a previous bulletin (Stynes 1997), I summarize economic impact concepts and methods as they apply to tourism. Here we apply the methods to illustrative cases in order to demonstrate some practical approaches. Three specific examples are presented. These represent a range of alternatives for estimating the economic impacts of visitor spending. The techniques covered range from methods based largely on judgement, to methods that utilize secondary spending data and published multipliers, to the use of visitor surveys and input-output models. A third bulletin in this series discusses survey methods for measuring visitor spending and includes sample spending instruments. While the construction and operation of tourist facilities also has economic impacts, we will restrict our attention here to the impacts of visitor spending. Review of Basic Approach and Levels of Analysis The economic impact of visitor spending is typically estimated by some variation of the following simple equation: Economic Impact of Tourist Spending = Number of Tourists * Average Spending per Visitor * Multiplier This equation suggests three distinct steps and corresponding measurements or models: (1) Estimate the change...
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...The Rise of “Economic Consequences” – Notes The impact of accounting reports on decision making may be the most challenging accounting issue of the 1970s. By Stephen A. Zeff Notes by Tyler Shivers Introduction There are increasing “outside forces” in the standard setting process since 1960s. Two parallel developments marking this trend * Individuals and groups rarely had shown interest in setting accounting standards but then started intervening actively & powerfully in the process * New arguments had be brought up and the term “economic consequences” has been used to describe them Economic consequences – the impact of accounting reports on the decision making behavior of business, government, unions, investors, and creditors. * Accounting standards setters must take into consideration of detrimental consequences when deciding on accounting questions. Until recently, accounting policy making was deemed neutral in effect or was considered not responsible. Policy makers have been aware since 1960s that there was a third party intervention issues but not the Economic Consequences argument till 1970s When management began intervening, its true position was probably disguised This is the tactical rhetoric suggested by examination of arguments 1. The traditional accounting model, where management was genuinely concerned about unbiased and “theoretically sound” accounting measurements. 2. The traditional accounting model, where management was really seeking...
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...Business continuity planning and Disaster recovery planning are the most important components of a business yet are frequently overlooked. Organizations must make a very much organized arrangement and record for calamity recuperation and business continuation, even before a fiasco happens. Disasters can be short or may keep going for quite a while, yet when an association is prepared for any difficulty, it flourishes hard and survives. This paper will unmistakably recognize the distinction between disaster recovery plan and business continuity plan, will depict the segments of each arrangement lastly, will give an approach that associations can take after to improve alternate course of action with the goal that they won't leave business when something sudden happens. This paper will advance a rundown of proposals that an association can take after to keep up enough quality and assets to respond and leave the emergency...
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...The Guide to the Business Analysis Body of Knowledge™ Version 2.0 Framework www.theiiba.org Introduction Purpose This document is intended to provide an overview of the framework developed for version 2.0 of the Business Analysis Body of Knowledge™ (BABOK™). Scope The term “scope” is used to mean a number of different things, but two definitions predominate: • Solution scope is the set of capabilities a solution must support to meet the business need. • Project scope is the work necessary to construct and implement a particular solution. When the BABOK refers to “scope”, the solution scope is meant unless we specifically say otherwise. The definition and management of the solution scope is central to business analysis, and differentiates it from project management (which is concerned with the project scope). Key Concepts Business Analysis Business analysis is the set of tasks and techniques used to work as a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and recommend solutions that enable the organization to achieve its goals. The BABOK is intended to describe and define business analysis as a discipline, rather than define the responsibilities of a person with the job title of business analyst (which may vary significantly between organizations). Business analysis may be performed by people with job titles such as systems analyst, process analyst, project manager, product manager, developer, QA...
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...to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 2.0 www.theiiba.org Order ID: IIBA-200911231134-455082 Licensed to Gustavo Simues International Institute of Business Analysis, Toronto, Ontario, Canada. ©2005, 2006, 2008, 2009, International Institute of Business Analysis. All rights reserved. Portions of Appendix A: Glossary are from The Software Requirements Memory Jogger, by Ellen Gottesdiener, ©2005 GOAL/QPC and are used with permission. Cover Image ©2006 iStockphoto.com/Damkier Media Group. Version 1.0 and 1.4 published 2005. Version 1.6 Draft published 2006. Version 1.6 Final published 2008. Version 2.0 published 2009. Second Printing. ISBN-13: 978-0-9811292-1-1 (print) ISBN-13: 978-0-9811292-2-8 (PDF and EBook) Permisson is granted to reproduce this document for your own personal, professional, or educational use. If you have purchased a license to use this document from IIBA®, you may transfer ownership to a third party. IIBA® Members may not transfer ownership of their complimentary copy. This document is provided to the business analysis community for educational purposes. IIBA® does not warrant that it is suitable for any other purpose and makes no expressed or implied warranty of any kind and assumes no responsibility for errors or omissions. No liability is assumed for incidental or consequential damages in connection with or arising out of the use of the information contained herein. IIBA®, the IIBA® logo, BABOK® and Business Analysis...
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...BUSINESS ANALYSIS Second Edition Debra Paul, Donald Yeates and James Cadle (Editors) Second Edition BUSINESS ANALYSIS BCS The Chartered Institute for IT Our mission as BCS, The Chartered Institute for IT, is to enable the information society. We promote wider social and economic progress through the advancement of information technology science and practice. We bring together industry, academics, practitioners and government to share knowledge, promote new thinking, inform the design of new curricula, shape public policy and inform the public. Our vision is to be a world-class organisation for IT. Our 70,000 strong membership includes practitioners, businesses, academics and students in the UK and internationally. We deliver a range of professional development tools for practitioners and employees. A leading IT qualification body, we offer a range of widely recognised qualifications. Further Information BCS The Chartered Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, United Kingdom. T +44 (0) 1793 417 424 F +44 (0) 1793 417 444 www.bcs.org/contact Second Edition BUSINESS ANALYSIS EDITED BY Debra Paul, Donald Yeates and James Cadle © 2010 British Informatics Society Limited All rights reserved. Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted by the Copyright Designs and Patents Act 1988, no part of this publication may be reproduced, stored...
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...Business Process Analysis and Measurement Portia Lewis ISCOM/471 February 13, 2013 University of Phoenix Business Process Analysis and Measurement Performance measurement identifies the dimension of service rendered to a customer. Team C will discuss four of the performance measurements that Disney can use to enhance service to the company. Responsiveness, Price knowledge, Flexibility, and Reliability. Responsiveness is the willingness to help customers immediately. Disney large theme park, receives many customers entering the park every day. Disney has a full staff, offering good customer service daily. Disney has well trained staff members and if one staff member cannot assist, they have the connection to find the correct answer. Price tags are visible on Disney products. The company keeps the customers knowledgeable of prices. Disney knows that price tags are important. Without tags on an item, customers may become frustrated and reluctant to ask a sales clerk for assistance. Price tags are important for both the employee and the customer. Once price tags are attached this can save the sales clerk time from look up the item, and the customer service process gets the customer out the door faster. Another importance is Flexibility. Payment is made with different credit cards to Disney. Once the customer enters the gate to Disney attraction, a slide of a card enters a family for a fun day. Today’s busy world calls for plastic cards and a little cash. ...
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...Business Strategy Analysis Among the whole business analysis process, Strategy Analysis is a key starting point that allows the identification of company’s profit drivers and key risks, it can also determine the profit potential of the property industry in which Lend Lease is competing. This section can be divided into three steps below. Identification of company’s profit drivers and key risks As the chairman of the group David Crawford said in the company’s annual report (2012), Lend Lease has successfully boost the profit growth for the financial year, the group has retained earning of $957.9 million and undrawn capacity of $1,242.5 million as at 30 June 2012. He also believed that this result reflects the continued success of the Group from implement of the Group strategy to mainly focus on the major infrastructure projects (Lend Lease 2012 p, 2). According to Mr. David Crawford, the company has the financial flexibility to fund their development and invest in new projects that are in line with their strategy. Although Lend Lease have massive infrastructure projects to drive the company forward , However，there are also some risks that may compromise the further growth. From internal factor, the company would most likely facing the Public relations crisis as the brand image been damaged because there were some illegal and immoral activities in Lend Lease. As we can see from the report by Reuters（2012）, the fact that a 10-year overbilling scheme on New York area projects...
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...Week 7 BUSINESS ANALYSIS PLANNING AND MONITORING Click Link Below To Buy: http://hwaid.com/shop/busn-350-week-7-business-analysis-planning-and-monitoring/ Write an essay that is 5-8 pages in length, on one of the BABOK Knowledge Areas listed below: Business Analysis Planning and Monitoring (Chapter 2) is the knowledge area that covers how business analysts determine which activities are necessary in order to complete a business analysis effort. It covers identification of stakeholders, selection of business analysis techniques, the process that will be used to manage requirements, and how to assess the progress of the work. The tasks in this knowledge area govern the performance of all other business analysis tasks. Elicitation (Chapter 3) describes how business analysts work with stakeholders to identify and understand their needs and concerns, and understand the environment in which they work. The purpose of elicitation is to ensure that a stakeholder’s actual underlying needs are understood, rather than their stated or superficial desires. Requirements Management and Communication (Chapter 4) describes how business analysts manage conflicts, issues and changes in order to ensure that stakeholders and the project team remain in agreement on the solution scope, how requirements are communicated to stakeholders, and how knowledge gained by the business analyst is maintained for future use. Enterprise Analysis (Chapter 5) describes how business analysts...
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...414-333-7732 www.linked.com/in/howardbishopellis Business Analysis Business analyst with solid track record of optimizing business efficiency through organizational process analysis and change management, and cross-functional collaboration leadership. Domain expertise in marketing, product development, technology engineering, healthcare and financial services. Applies strong coordination, analysis, communication, and thought leadership skills to drive project and program success. Core competencies include: Business\IT Liaison Content and Digital Asset Management Team Collaboration Leadership Change Management Leadership User Support and Training Development Requirements Management Business Process Analysis Professional Experience Rockwell Automation, Milwaukee, WI, 2009 to present Business Systems Analyst For a global developer of industrial automation control and information solutions, lead requirements and change management, quality assurance, research and development to support strategic web-based Marketing initiatives. For a multi-phase, multi-million dollar program with Rockwell’s Web Customer Experience Program: Facilitated acquisition and deployment of web content management system (WCMS) in support of corporate web initiatives. Manage business analysis process for redesign of the Allen‐Bradley and Rockwell Automation corporate web sites. Gather and validate business and functional requirements from business process owners and teams. Manage quality assurance...
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