...(SRM), Business Continuity Management (BCM) and Emergency Planning (EP) assist in achieving this by putting in place effective risk identification and management measures. Effective management of risk can make the difference between success or failure of business operations during and after difficult events. Threats can include man made threats, such as terrorist attacks, or naturally occurring threats such as earthquakes. Effective risk identification and management is essential to any business, especially with the current uncertainty in the world’s economic climate. In order for businesses to survive, during times of increased strain on business operations, it is essential that an alignment between security and business operations can be achieved. This can be achieved by the security department not only widening the remit to cover more risks, but changing how the department works and relates to the rest of the business; including shared responsibility for things such as Corporate Governance, Information Assurance, Business Continuity, Reputation Management and Crisis Management. The problem is security departments now have more responsibilities in an increasingly complex and fast moving world. Security Risk management is no longer an activity just for companies who work in high-risk areas or with exposure to significant security threats. Therefore, security is no longer viewed as a stand-alone activity but as part of a number of disciplines; including Enterprise Risk Management...
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...practicing, and maintaining both a continuity and disaster recovery plan. Enterprise, organizational, and business continuity plans all have the same roots. These programs shape the methods and actions required to maintain an acceptable level of business function while facing a myriad of operational challenges (Lindros & Tittel, 2014). The variables that create these challenges may in include, but not limited to, environmental disasters, internal mishaps, and political unrest. Nonetheless, a complete enterprise continuity plan (ECP) includes an organizational disaster recovery plan (DRP) for technical systems restoration. A DRP serves to outline the process and procedures needed by an organization’s information technology team when restoring critical technical systems after a crisis (Lindros & Tittel, 2014). The university is hoping to become as a center of academic excellence through a certification presented by the National Security Agency (NSA). With this certification, the school may see the possibility of increased funding from the government and external organizations. Additionally, other designations may include, but not limited to, research awards, the hiring of esteemed faculty members and the increase in enrollment. The organization will have to develop and show the execution of their ECP and DRP, to achieve the NSA certification. To kick this off the school must first assess several areas before structuring the plans. The university must identify what...
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...Task 1(C) Implementation Plan • Formally assign ownership of field level IT Business Continuity initiatives to IT division CIO’s with an indirect ownership to IT Business Continuity to assure comprehensiveness of division level Business Continuity program requirements. • Provide the necessary resources and subject matter experts in the field of business continuity for each of the organization’s operational groups. • Mandate, define, develop, and implement the processes necessary to conduct a comprehensive risk assessment necessary to identify and define the potential risks and vulnerabilities to the decentralized information system infrastructure components, as similarly conducted for the Regional Data Centers, with the further requirements as mandated by HIPAA. • Perform risk management processes for the field level entities and their information system infrastructure, in order to prioritize and rank risks for mitigation purposes. • Conduct Application Impact Assessment (AIA) at field level facilities to identify and measure the effect of information system infrastructure resource loss and escalating losses over time in order to provide the business with reliable data upon which to base decisions concerning risk, hazard and vulnerability mitigation, recovery strategies, and continuity planning, as well as to provide application and data criticality analysis as addressed by the HIPAA Security Rule. • Implement mitigation...
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...Protect the brand What are the risk to a corporation for not having BC/DRP? 1) Financial 2) Reputational 3) Regulatory Formula for calculating financial risk P * M = C P: Probability of harm M: Magnitude of harm C: Cost of prevention Prudent man rule exercise the same care in managing the company affairs as in managing one's own affairs 1. Which of the following is considered the most important component of the enterprisewide continuity planning program? c. Executive management support 2. During the threat analysis phase of the continuity planning methodology, which of the following threats should be addressed? a. Physical security b. Environmental security c. Information security d. All of the above d. All of the above 3. The major objective of the business impact assessment process is to: a. Prioritize time-critical business processes b. Determine the most appropriate recovery time objective for business processes c. Assist in prioritization of IT applications and networks d. All of the above d. All of the above 4. Continuity of IT technologies or IT...
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...research on business continuity planning (BCP). 2. In 600 words, write a APAv6 formatted paper which discusses the following: ◦ What does this term mean? ◦ What practices or procedures does it include? ◦ Why should IT personnel be concerned with business continuity planning? Business Continuity Plan Before businesses were involved in contingency management, disaster recovery and contingency planning were predominantly IT driven responses to the increased attacks of Mother nature and terrorist events in the late 80s and early 90s (Tangen & Austin, 2012). It became apparent to business owners the link between events and profit loss which led to the establishment of business led processes. These processes were developed and planned to address the types of threats that could occur and affect business operations. The discipline became known as business continuity management (BCM). Business continuity management is about identifying and understanding the risks to the everyday running of a business and planning how business will be maintained if an incident actually happens (Business Bolton, n.d.). When a business is disrupted, it suffers financially. A business continuity plan (BCP) is a collection of procedures and information which is developed, compiled and maintained in prep for use in the event of an emergency or disaster. of any kind. Types of incidents identified addresses IT system crashes along with , natural disasters and supply chain...
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...Procedures for Disaster Recovery Describes existing resources and procedures that support disaster recovery and business continuity planning and provides support for the resources and procedures identified. Roles in Disaster Recovery Identifies appropriate roles and responsibilities that will be involved in disaster recovery and business continuity planning and provides support for their selection. Risks to Ignoring Developing a Disaster Recovery Plan Describes risks to organizational security of failure to develop disaster recovery and business continuity plans and provides support for chosen position. Steps to Creating an Effective Contingency Plan Identifies the steps to create an effective contingency plan and provides support for chosen position. http://www.itl.nist.gov/lab/bulletns/bltnjun02.htm http://www.govinfosecurity.com/nists-7-step-contingency-planning-process-a-2615 http://csrc.nist.gov/publications/nistpubs/800-34-rev1/sp800-34-rev1_errata-Nov11-2010.pdf National Institute of Standards and Technology (NIST) developed an effective information system contingency plan. Responsibility for the planning process will fall under one of the senior managers. Although the senior manager is responsible for the information system contingency plan they do not work on the plan alone. The strategy and development of the contingency plan is in cooperation with other employees working in all functional information systems, such as networking and enterprise applications...
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...Business Continuity Planning: is the way an organization can prepare for and aid in disaster recovery. It is an arrangement agreed upon in advance by management and key personnel of the steps that will be taken to help the organizations recover should any type of disaster occur. These programs prepare for multiple problems. Detailed plans are created that clearly outline the actions that an organization or particular members of an organization will take to help recover/restore any of its critical operations that may have been either completely or partially interrupted during or after (occurring within a specified period of time) a disaster or other extended disruption in accessibility to operational functions. In order to be fully effective at disaster recovery, these plans are recommended to be regularly practiced as well as outlined. Disaster Recovery: is the process an organization uses to recover access to their software, data, and/or hardware that are needed to resume the performance of normal, critical business functions after the event of either a natural disaster or a disaster caused by humans. While Disaster Recovery plans, or DRPs, often focus on bridging the gap where data, software, or hardware have been damaged or lost, one cannot forget the vital element of manpower that composes much of any organization. A building fire might predominantly affect vital data storage; whereas an epidemic illness is more likely to have an effect...
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...create a simple set of contingency plans using business impact analysis and prepare and execute a test of contingency plans. Chapter Objectives When you complete this chapter, you will be able to: • Understand the need for contingency planning • Know the major components of contingency planning • Create a simple set of contingency plans, using business impact analysis • Prepare and execute a test of contingency plans • Understand the unified contingency plan approach Introduction This chapter focuses on planning for the unexpected event, when the use of technology is disrupted and business operations come close to a standstill. “Procedures are required that will permit the organization to continue essential functions if information technology support is interrupted.” On average, over 40% of businesses that don't have a disaster plan go out of business after a major loss. What Is Contingency Planning? The overall planning for unexpected events is called contingency planning (CP). CP is the process by which organizational planners position their organizations to prepare for, detect, react to, and recover from events that threaten the security of information resources and assets, both human and artificial. The main goal of CP is the restoration to normal modes of operation with minimum cost and disruption to normal business activities after an unexpected event. CP Components Incident response plan (IRP) focuses on immediate response...
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...Enterprise Continuity Planning Integrated Principles of Disaster Recovery and Enterprise Continuity 19 Dec 2011 By Thomas A. Groshong Sr. Summary 1. DRP/ECP Roles 2. Resilience Layers 3. Resilience Layers Examples 4. Disaster Recovery Training 5. Outside Expertise 6. Awareness Campaign 7. Awareness Campaign Implementation 1.1 Disaster Recovery Plan / Enterprise Continuity Plan (DRP/ECP) Roles Maintaining DRP & ECP documents Personnel responsibilities Backup data scheduling Maintaining equipment status reports Security systems and emergency lighting Operational procedures Environmental controls (Cunningham et al., 2007) 2. Resilience Layers Six Resilience Layers 1. Strategy & Vision 2. Organization 3. Processes 4. Applications & Data 5. Technology 6. Facilities (Goble, G., Fields, H., & Cocchiara, R., 2002) 2.1 Strategy & Vision Business goals & objectives Resilience assessment Assess Risks Assess Vulnerabilities Strategic plan for success Baseline objectives (Goble et al., 2002; A comprehensive, 2007) 2.2 Organization Document roles Responsibilities Accountability Communications protocols Business links Skills critical to organization (Goble et al., 2002; A comprehensive, 2007) 2.3 Processes Process creation Process sustainment Process alternatives Contingency planning (Goble et al., 2002; A comprehensive, 2007) 2.4 Applications & Data Provide reliable data Align disparate data and applications Determine tolerance...
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...the resulting risks to an acceptable level. b. Business Impact Analysis (BIA) is the key to a successful BCP implementation. Understanding and standardizing Enterprise business process names is critical to the success of the BIA. The intent of the BIA process is to help the organization’s management appreciate the magnitude of the operational and financial impacts associated with a disaster or serious disruption. When they understand, management can use this knowledge to calculate the recovery time objective (RTO) for time-critical support services and resources. For most Organizations, these support resources include: Facilities - IT infrastructure (including voice and data communications networks) - Hardware and software - Vital records Data - Business partners The connection is made when each of the time-critical business processes is mapped to the above supporting resources. 2. What is the difference between a disaster recovery plan (DRP) and a business continuity plan (BCP)? a. Disaster Recovery Plan (DRP) is plan for the intervention taken by an organization to minimize further losses brought on by a disaster and to begin the process of recovery, including activities and programs designed to restore critical business functions and return the organization to an acceptable condition. b. Business Continuity Plan (BCP) is an ongoing process...
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...Risk Management- Task 1- Hoke Enterprises, Inc. Tara Johnson A. 2. Risk Description Source Likelihood of Occurrence* Severity of Impact* Controllability* 1. Customer Changes to the brief and/or scope of work contract Low High medium 2. equipment Failure to order on time resources Low High High 3. Interruption to Supply Location to major suppliers must be identified in relation to season, geographic area, & natural disaster. organization high medium medium 4. design Movement of existing structure natural Low Medium medium 5. bid price May be higher than budget allowance. contract low High high 6. financing Failure to secure sufficient revenue to meet operating costs. Economical Low High medium 7. Skill shortage Meeting balance between skilled workforce & demand. social Very high high high 8. licensing To avoid conflicts with community & maintain good reputation in environmental, health, & safety. legislative high high high 3. Risk levels- These should be categorized by the probability of the occurrence and its uncertain impact. The requirements per scalability levels should be set at minimum requirements. The project team may choose to work at a higher scalability level than required or work at a lower level. However, the project team should consider other factors to determine what level of risk management effort is needed. These factors may include: (1) political sensitivity, (2) the type of the project, (3) location of the project and the...
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...Availability Disaster Recovery: Best Practices HOME SUPPORT TECHNOLOGY SUPPORT AVAILABILITY HIGH AVAILABILITY TECHNOLOGY INFORMATION TECHNOLOGY WHITE PAPER Disaster Recovery: Best Practices Downloads Disaster Recovery: Best Practices Contents 1 Executive Summary 2 Disaster Recovery Planning 2.1 Identification and Analysis of Disaster Risks/Threats 2.2 Classification of Risks Based on Relative Weights 2.2.1 External Risks 2.2.2 Facility Risks 2.2.3 Data Systems Risks 2.2.4 Departmental Risks 2.2.5 Desk-Level Risks 2.3 Building the Risk Assessment 2.4 Determining the Effects of Disasters 2.4.1 List of Disaster Affected Entities 2.4.2 Downtime Tolerance Limits 2.4.3 Cost of Downtime 2.4.4 Interdependencies 2.5 Evaluation of Disaster Recovery Mechanisms 2.6 Disaster Recovery Committee 3 Disaster Recovery Phases 3.1 Activation Phase 3.1.1 Notification Procedures 3.1.2 Damage Assessment 3.1.3 Activation Planning 3.2 Execution Phase 3.2.1 Sequence of Recovery Activities 3.2.2 Recovery Procedures 3.3 Reconstitution Phase 4 The Disaster Recovery Plan Document 4.1 Document Contents 4.2 Document Maintenance 5 Reference 1 Executive Summary Disasters are inevitable but mostly unpredictable, and they vary in type and magnitude. The best strategy is to have some kind of disaster recovery plan in place...
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...risk mitigation. Contents 2 Overview: Why traditional risk mitigation plans fail 3 Build a comprehensive strategy for risk mitigation 3 Identifying types of risk 4 Business-driven risk 4 Data-driven risk 5 Event-driven risk 5 Risk reach and range: understanding risk and its impacts 6 elating value to risk: quantifying R impact 7 Resilience frameworks: analyzing current risk environments 8 Resilience strategy: designing a blueprint for risk mitigation 9 Achieve optimum business resilience with IBM 11 Look to a market leader in business resilience 11 For more information 11 About IBM solutions for enabling IT governance and risk management Overview: Why traditional risk mitigation plans fail A successful governance and risk mitigation strategy must operate at multiple levels with broad coverage. Risk mitigation plans at many organizations fall short simply because they are not comprehensive and fail to take into account the reach and range of all the risks that they actually face. Often this occurs when organizations only focus on specific areas of risk categories, only plan for certain types of risk or don’t understand all the different areas in their organization that particular risks will impact. For example, in the area of disaster recovery, most plans fail to account for the following areas of concern: • Human issues — Plans are often inadequate for ensuring communication with, support for and mobilization...
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...strategy through the recognition of threats and risks facing a company, with an eye to ensure that personnel and assets are protected and able to function in the event of a disaster. Business continuity planning (BCP) involves defining potential risks, determining how those risks will affect operations, implementing safeguards and procedures designed to mitigate those risks, testing those procedures to ensure that they work, and periodically reviewing the process to make sure that it is up to date. 2.When a business continuity plan is correctly used it can help reduce operational risks. Operational risk is the risk of loss experienced from internal processes as a result of external events. These internal processes could have failed completely or simply been inadequate. This does include calculating the legal risk as well but does not take into account business risk that is based in strategy or reputation. Some examples of operational risk are losses arising because of internal or external frauds, natural disaster, failed transaction processing or inability to meet the commitment of service, and the disruption of business or system failures. 3.There are many different approaches to BCP and DRP. Some companies address these processes separately, whereas others focus on a continuous process that interweaves the plans. The National Institute of Standards and Technology 4.The degree of spread of Ebola in the months ahead is uncertain. In the unlikely event of a worst- case scenario...
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...thirst for her product(s). Although this small business expansion has increased the customer base and or revenue pursued by its owner, the induction of additional services provided has also slightly altered the projected operations plan and or business plan. Kudler Fine Food’s mission states that it will “provide its customers with the finest selected foodstuffs, wines, and related needs in an unparalleled consumer environment“(Apollo Group, 2008). In order for Kudler to meet the needs of the consumer at all times, administration has proposed a review of the companies operations and or communication plan(s) be reviewed for contingency of any unforeseen threats to daily operations. Scope To assist the company in their daily functions, Kudler Fine Foods stores information used to determine market conditions, customer demographics, individual store sales, employee demographics, payroll, administrative functions, and other human resource related information. A post review of Kudler’s fixed operations reveals the company is currently unprepared for any and all potential threats that may halt daily operations for an over-extended period. Potential threats that Kudler may face are: breach and or loss of client and or employee information, natural disasters, on-site disruptions (such as fire hazards and flooding), external threats (city power outages), damage to produce (USFDA warnings). The list of potential threats Kudler faces doesn’t stop here, and the differentiation among possible...
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