...BUSINESS IMPACT ANALYSIS LESSONS LEARNED Robert L. Moisoff, MBCP CPAC Nov 30 / Dec 1, 2006 BIA Lessons Learned • • • • • • • • • • • Good Examples Anticipated Adjustments Custom Tailoring Design Philosophical Conflict Resolution Rollout Walkthrough User Handholding Draft Reviews and Adjustments Drop Dead Date Missed Delivery Deadlines Summary Conclusions Next Steps BIA Lessons Learned BIA DEFINED o Process of determining the impact on an organization should a potential loss identified by the risk analysis actually occur. The Business Impact Analysis (BIA) should quantify, where possible, the loss impact from both a business interruption (number of days) and a financial standpoint. 1999 DRII BIA Lessons Learned ANOTHER BIA DEFINITION o Identifies the impacts resulting from disruptions and disaster scenarios that can affect the organization and techniques that can be used to quantify and qualify such impacts. Establishes critical functions, their recovery priorities, and interdependencies so that recovery time objective(s) and recovery point objective(s) can be set.* *BIA standards & definition currently being revised by DRII committee 1.5 2004 DRII BIA Lessons Learned ANOTHER BIA DEFINITION o Process designed to identify critical business functions and workflow, determine the qualitative and quantitative impacts of a disruption, and to prioritize and establish recovery time objectives. DRJ BC Glossary RLM 06/20/06 BIA Lessons Learned ...
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...Resources Management Functions: Recruitment and Selection Uni*********** Research Paper for HRM**** Section 1202 ********** March 16, 2012 Outsourcing Human Resources Management Functions: Recruitment and Selection Introduction In the recent past, the competitive environment for many organizations has changed, with the organizations having to operate in globally capitalized environments, rapid industrialization, and changing technology (Abraham, 1988); and just recently a global economic downturn which has had organizations to downsize their operations. As a result, these organizations are constantly seeking new managerial methods, as both a way for the organization to be competitive and to cut operating cost; the most successful method is the outsourcing of business processes. Normally the Human Resources Management (HRM) function of recruitment has traditionally been performed in-house; advocates for outsourcing this function have increased and argue that outsourcing can reduce costs associated with recruitment and selection (Klass, 2001). Some organizations delegate crucial human resource functions to outside firms as a means of utilizing available expertise, reducing expenses, and to be able to concentrate on important business activities (Abraham and Taylor, 1996). The influence of increasing levels of globalization, technological changes, the complexity of business functions, and the current...
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...OPERATIONS Role of operations management Strategic role of operations Operations management is an essential key business function that overlaps with the other business functions such as marketing, finance and human resources management. Strategic means ‘affecting all key business areas’; that is, the strategic role of operations management involves operations managers contributing to the strategic plan of the business. Some of the different costs in the operations function include; input costs, labour costs, processing costs, inventory costs and quality management costs. Cost leadership involves aiming to have the lowest costs or to be the most price-competitive in the market. A key aspect to cost leadership is that although trading with the lowest cost, the overall business should still be profitable. One aspect of cost leadership arises from a business creating economies of scale. Economies of scale refers to cost advantages that can be created as a result of an increase in scale of business operations. Typically the cost savings come from being able to purchase lower cost per unit and from efficiencies created through improved use of technology and machinery. Goods/services differentiation is a key strategy applied by operations managers. Product differentiation means distinguishing products in some way from its competitors. Ways a product could be differentiated include: varying the actual product features, varying product quality, varying any improved features, varying...
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...Analysis I. Executive Summary: Pearson’s Digital Learning Division’s Vice President of Product Management, Greg Adams-Woodford, is beginning to feel the growing pains of a new product development process that he launched after joining the organization one-year ago. The process transformation from a “Waterfall” to “Aigle” methodology was introduced as a means to tackle a disconnect between what the customer wants and what the software developers are producing. As Adams-Woodford works to develop a product road map, he is faced with three critical decisions: 1. Move from one form of the Aigle process (Scrum) to a newer process (Kanban), 2. Extend the Aigle methodology to other teams within the business unit, and 3. Expand Aigle to other teams outside of the business unit in the organization at large. Recommendations for Adam-Woodford are as follows: * Meet with a software development product managers and other key influencers within the business function to analyze, evaluate, and decide to move forward with a Scrum or Kanban process, * After a sufficient Aiglie problem resolution with the software development group, Adam-Woodford should expand Aigle to other teams within the business unit deemed appropriate, * And postpone extending the Aigle process to other Pearson business units in order to focus on the current, more urgent needs, within his product management scope. II. Problem: How can the VP within the Digital Learning Division of the North American Education...
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...Managerial Accounting 12/3/15 Managerial Accounting Accounting is a crucial part in running a business. There are various forms of accounting that can be used, it is very important to know which technique is best to use for what companies. Once you figure out a particular technique to use, it is important to keep an open mind if there are any changes that need to take place in the business. By keeping an open mind helps the business adjust and be able to make the right decisions. Every business wants to make a profit; accounting is an important part in helping understand how profits and expense amounts are derived. One form of accounting I will focus on is managerial accounting or also known as management accounting. Managerial accounting is the process of identifying, analyzing, recording and presenting financial information that is used for internally by the management for planning, decision making, and control. Managerial accounting provides economic and financial information for managers and other internal users (Managerial, 2005). When you tell people about managerial accounting, the first thing they ask is “What’s the difference between managerial and financial accounting?” There are both similarities and differences between managerial and financial accounting. The major similarity each field shares, is that they both deal with the economic events of a business. As an example, determining the unit cost of manufacturing a product is part of managerial accounting...
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...Abstract The intent of this paper is to explain how each of the four functions of management effect managing a business, by using the fundamental tools to run a business effectively. The core elements of the management functions are Planning, Organizing, Leading, and Controlling. These are the critical functions required to manage a successful business. Planning The first function of management is planning it defines the steps necessary to fulfill the organizational objectives, current and future plans while providing alternative solutions to support goal achievement. Effective planning starts with management building a strategic plan aligned with the company’s business goals. These goals are achieved through the planning function of management. The planning function provides a roadmap on how the goals will be achieved. Planning includes analyzing and evaluating the conditions to determine what resources are required to reach the goal. The development of a plan sets the direction the team needs to go to achieve specific goals and objectives. Organizing The next function is organizing, which is very important in providing resources necessary to execute on organizational plans. Organizing is instrumental in building a successful business. Organizing provides the critical reporting structure and personnel responsible for the administrative duties required to function as an organization. Most successful organizations are built with flexible and diverse cultures, which are responsive...
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...he Difference Between a Functional Vs. a Business Process Orientation by Bert Markgraf, Demand Media Google A functional business orientation organizes a company along functional lines, such as sales and production. A process orientation means that the company focuses on business processes, such as order processing or strategic planning. In each case, the companies optimize their activities, either within the functional units or for each process. The main difference is that optimizing one functional unit may harm another function, but optimizing the business processes across organizational lines helps the whole company. Ads by Google It Business Management We Develop Innovative Strategies To Help Meet Your Businesses Goals!maxemusgroupnj.com/IT-Managment Organization Functionally oriented businesses organize in hierarchies, with organizational units responsible for particular functions. Integration of these functions takes place one-level higher in the organization, away from the work that is being done. This leads to good performance on a functional level but poor integration between functions. Companies that are business-process oriented organize differently. They favor structures that allow interaction between functions, such as in matrix organizations. Since the focus is on activities making up a particular process, such companies perform well in achieving targets based on work done. Coordination Coordination between departments of a functionally oriented company...
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...The Four Functions of Management MGT/330 05/02/2010 The Four Functions of Management Despite the changes required in managing a business in today’s economy and with major technological advances, management has four functions that will not change. The four functions are planning, organizing, leading, and controlling. These functions are vital to the success of any organization and, as a manager, they are vital to me in my organization as well. The first function of management is planning. Planning is deciding what goals your company wants to achieve and what actions you can take to accomplish those goals in the future. This first step is vital because it without a plan for your organizations future, there will be no future. In my organization, we have a strategic planning committee, which I am a member of, that works together to lead our company into the future. All members and employees are committed to our mission statement and the excellence of our products. We not only look at how we can grow our organization, but how we can do it without harming our environment and being a good community partner. We also look ahead to future expansions or even possible catastrophes and how we would manage the business if that happened. Planning for your company’s future and identifying resources that will allow you to accomplish your goals is a crucial part of managing any business. The next function is organizing. Organization is the process of appointing individuals to assignments...
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...Name Functions of Management University of Phoenix MGT/330 Management January 23, 2011 Teacher Functions of Management Paper In order to maintain a good company you have to have a good management team that will look after what is in the company’s best interest. Uniquely enough the functions of management describes manager’s jobs. The four functions include Planning, Organization, Leading and controlling. The functions of management define the specific process of management as distinct from Marketing, finance, accounting, and other business functions. Each function is implemented to a business by the management team and how the management team implements these four fundamental functions of management to ensure the business will be run productively, will use resources in a business manner, budget time efficiently and be cost effective. Planning Planning is the function of management that will involve setting goals and a course of action to achieve these goals. The management team implements strategic values through planning activities that include analyzing what the current issues are, determine the present and future objectives, decide on the types of activities the company will be involved in, determine business strategies, and choose the resources needed to accomplish the organizations goals. Planning requires that the managers be aware of the environmental conditions facing the company and predict future conditions. It also requires that the mangers have...
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...Part One Introduction 1. The Operations Function 3. Product Design The introductory part of this book provides an overview of the operations management field and some of the prerequisites for decision making in operations: operations strategy and product design. After reading this part, the student should have an appreciation for the importance of operations to the firm, the major decisions made in operations, the linkages of operations decisions to other functions, and the need for strategy to guide all operations decision making. New-product design is treated as a cross-functional decision responsibility that precedes production of goods or services. 2. Operations and Supply Chain Strategy Chapter One The Operations Function Chapter outline 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 Why study operations management? Definition of operations management Decisions at Pizza U.S.A. Operations decisions—a framework Cross-functional decision making Operations as a process Contemporary operations themes Key points Student Internet exercises Discussion questions Selected bibliography “What Is OM?” Vol. XI 2 Operations management, as a field, deals with the production of goods and services. Every day we come in contact with an abundant array of goods or services, all of which are produced under the supervision of operations managers. Without effective management of operations, a modern industrialized society cannot exist. Operations is the engine that creates profit for the enterprise...
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...Business Management Case Study Introduction As with many start-up small businesses, poor management or mismanagement is often the cause of most of their problems. The failure of Amanda therefore lies within this context. As a manager, Amanda is responsible for efficiently completing all of her business activities and setting and achieving her businesses goals through the execution of four fundamental management functions: planning, organizing, leading and controlling. (Mason Carpenter, 2013) Accordingly, the process of successfully completing business activities and achieving business goals require the proper utilization of human, financial, and material resources. (Mason Carpenter, 2013) Within the context of the Case Study, Amanda eventually runs into trouble after starting her business because she was unable to properly exercise the four management functions and in particular, utilize her human resources to effectively realize these essential business processes. In fact she devolves most of the important functions of management to Lisa and allows her other employees to essentially operate their own personal fiefdoms. Planning Planning is important for any business because it is the foundation of management and all other functions associated with management are based on it. (Pakhare, 2013) Accordingly, planning is necessary to ensure proper utilization of human and non-human resources; it is pervasive at all levels and in all stages of management. (Management...
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...globalization that has resulted into more competition in the global markets (Garavan, Heraty, & Barnicle, 2002). According to Hyland (2005), human resource development (HRD) refers to the process of enhancing human resource capability through strategies and development, organization development and career development in order to boost their performance, which in turn boosts an organization’s performance. Therefore, HRD functions can be described as a set of organized and systematic activities, which are planned to provide opportunities to an organization’s members to acquire skills necessary for meeting their present and future job requirements (Chien-Chi & Gary, 2008). In today’s competitive markets and ever changing external environmental factors, HRD has become of great importance since it ensures productive and successful management (Du Plessis, Nel, Struthers, Robins, & Williams, 2007). Many organizations have therefore adopted the strategy of integrating their organization’s strategy into their HRD functions (Schuler, 1992), in addressing the changing external environment. Hyland defines organizational strategy as a plan of activities that an organization needs to undertake in order to meet its short-term and long-terms goals (2005). Schuler explains that integration of business strategy with HRD functions does not only assist an organization in enduring the changing external environmental factors but also boost individual and organizational performance. Therefore, this essay aims...
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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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...a legacy system and why these systems are important To introduce common legacy system structures To briefly describe function-oriented design To explain how the value of legacy systems can be assessed ©Ian Sommerville Software Engineering, 6th edition. Chapter 26 Slide 2 Topics covered Legacy system structures Legacy system design Legacy system assessment ©Ian Sommerville Software Engineering, 6th edition. Chapter 26 Slide 3 Legacy systems Software systems that are developed specially for an organisation have a long lifetime Many software systems that are still in use were developed many years ago using technologies that are now obsolete These systems are still business critical that is, they are essential for the normal functioning of the business They have been given the name legacy systems ©Ian Sommerville Software Engineering, 6th edition. Chapter 26 Slide 4 Legacy system replacement There is a significant business risk in simply scrapping a legacy system and replacing it with a system that has been developed using modern technology Legacy systems rarely have a complete specification. During their lifetime they have undergone major changes which may not have been documented Business processes are reliant on the legacy system The system may embed business rules that are not formally documented elsewhere New software development is risky and may not be successful ©Ian Sommerville...
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...When attempting to start a business, having a keen understanding of the goals of management through the main four functions of management is one key to seeing success, both with the operation and with employees. The first stage, "planning involves developing a systematic process for attaining the goals of the organization...Leaders make change happen through planning instead of reacting to change" (EntEd 2007). With this said, a vital part of the planning process on the management end will involve three important activities. The first of which will be to lay out the goals that will be set for the hypothetical sporting goods store used as the example, the second will be to create a business plan since "the development of the business plan greatly helps to clarify the organization's plans and ensure that key leaders are all 'on the same script.' Far more important than the plan document is the planning process itself" (McNamara 2007). During the process of coming up with this business plan, hopefully as a manager we can begin to foresee any challenges we might face, especially if those challenges arise because of unpredictable circumstances that even the most careful planning could not predict or take measures to prevent. In short, having a process that all members present at the beginning of the organization can understand and work with in the form of a business plan is the key to success. During this planning process as we begin to decide what some of the most basic building...
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