...People, property, and information. People may include employees and customers along with other invited persons such as contractors or guests. Property assets consist of both tangible and intangible items that can be assigned a value. Intangible assets include reputation and proprietary information. Information may include databases, software code, critical company records, and many other intangible items. An asset is what we’re trying to protect. Threat – Anything that can exploit a vulnerability, intentionally or accidentally, and obtain, damage, or destroy an asset. A threat is what we’re trying to protect against. Vulnerability – Weaknesses or gaps in a security program that can be exploited by threats to gain unauthorized access to an asset. A vulnerability is a weakness or gap in our protection efforts. Risk – The potential for loss, damage or destruction of an asset as a result of a threat exploiting a vulnerability. Risk is the intersection of assets, threats, and vulnerabilities. A + T + V = R That is, Asset + Threat + Vulnerability = Risk. Risk is a function of threats exploiting vulnerabilities to obtain, damage or destroy assets. Thus, threats (actual, conceptual, or inherent) may exist, but if there are no vulnerabilities then there is little/no risk. Similarly, you can have a vulnerability, but if you have no threat, then you have little/no risk. Impact is the total profit/loss which is obtained through the above activities. Impact is like an output. ...
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...of Fay Servicing, LLC (“Fay”) to define the risk management requirements to protect the confidentiality, integrity and availability of its Information Resources. To accomplish this task, a formal Information Security Risk Management Program has been established as a component of the Organization's overall risk management policy and is an integral part of Fay’s Information Security Program to ensure that Fay is operating with an acceptable level of risk. The Information Security Risk Management Program is described in this Policy. 2. Overview Risk Management is the continuous process which allows Fay’s business owners to balance the operational and economic costs of protective measures while achieving gains in mission capability,...
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...difference between a risk analysis (RA) and a business impact analysis (BIA)? a. Risk assessment (RA) is a structure discipline that must discover the threats, vulnerabilities, and values of an organization’s assets. A key factor in risk assessment is the determination of the likelihood of an adverse event affecting an Organization, process, or system. Risk assessment is a valuable tool to help the organization recognize itself threat environment and ensure that the steps are undertaken to minimize 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)...
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...LAB 6 What is the difference between a risk analysis (RA) and a business impact analysis (BIA)? Risk analysis is a technique to identify and assess factors that may jeopardize the success of a project or achieving a goal. Business continuity planning "identifies an organization's exposure to internal and external threats and synthesizes hard and soft assets to provide effective prevention and recovery for the organization, while maintaining competitive advantage and value system integrity”. In addition to some disagreement among business continuity professionals regarding the BIA and risk assessment definitions and outcomes, disagreement also exists regarding the order of execution: whether it is best to perform the risk assessment before, during, or after the BIA. While many professionals argue that it is best to perform the risk assessment before the BIA to establish the risk landscape in which the organization operates, Evaluation argues the opposite. What is the difference between a Disaster Recovery Plan and a Business Continuity plan? A disaster recovery plan is a documented process or set of procedures to recover and protect a business IT infrastructure in the event of a disaster. Such plan, ordinarily documented in written form, specifies procedures an organization is to follow in the event of a disaster. Business continuity planning "identifies an organization's exposure to internal and external threats and synthesizes hard and soft assets to provide effective prevention...
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...Climate Change Impacts & Risk Management A Guide for Business and Government Published by the Australian Greenhouse Office, in the Department of the Environment and Heritage. ISBN: 1 921120 56 8 © Commonwealth of Australia 2006 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth, available from the Department of the Environment and Heritage. Requests and inquiries concerning reproduction and rights should be addressed to: The Communications Director Australian Greenhouse Office Department of the Environment and Heritage GPO Box 787 CANBERRA ACT 2601 Email: communications@greenhouse.gov.au This publication is available electronically at www.greenhouse.gov.au IMPORTANT NOTICE - PLEASE READ While reasonable efforts have been made to ensure that the contents of this publication are factually correct, the Commonwealth does not accept responsibility for the accuracy or completeness of the contents, and shall not be liable for any loss or damage that may be occasioned directly or indirectly through the use of, or reliance on, the contents of this publication. Climate Change Impacts & Risk Management A Guide for Business and Government Prepared for the Australian Greenhouse Office, Department of Environment and Heritage by: Broadleaf Capital International Marsden Jacob Associates CONTENTS A What This Guide Is About 1 Introduction 1.1 Purpose...
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...------------------------------------------------- Risk Management – Sector I Risk Management Plan Introduction Version 1.2.0 Designed by: Defense Logistics Information Systems Designers: Matthew Gugumuck Michael Mawyer Daryl Giggetts | Overview | * The goal of the Risk Management plan is to design and execute the implementation of various security policies and different counter-measures in the event of any type of risk, threat, and/or vulnerabilities against the organizations daily operations and sensitive information. By combining both hardware devices and software applications will boost the effectiveness of security and preventing unauthorized access and effectively repulsing attacks. | Authority/Ownership | * Any information and sensitive contents contained in this document has been planned and developed by DLA Logistics Information Service and in which is the rightful owner of this document. All materials contained within this document is considered CLASSIFIED and is also copyrighted by DLA Logistics Information Service (DLIS). Any wrongful use of such material and/or reference to this document without the rightful expressed and written consent of the owner(s) may result in criminal prosecution. | Sections contained in DLIS Risk Management Plan | * Risk Management Overview * Planning and Implementation of Risk Management * Key Personnel Roles * Risk Assessment Plan * System Analysis and Characterization * Threat Identifications ...
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...Agency Name Project Name Risk Assessment and Management Process (RAMP) Version: (n) Date: (mm/dd/yyyy) Document History and Distribution 1. Revision History |Revision # |Revision Date |Description of Change |Author | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 2. Distribution |Recipient Name |Recipient Organization |Distribution Method | | | | | | | | ...
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... | Business Case [Project Name] NOTE TO READER: “Business Case Usage Guidelines” have been developed to accompany this template. | |Table of Contents | | | | Executive Summary 2 Background 3 Problem / Opportunity 3 Current Situation 3 Project Description 4 Project Description 4 Objectives 4 Scope 4 Out of Scope 4 Anticipated Outcomes 4 Stakeholders 5 Strategic Alignment 6 Environment Analysis 7 Alternatives 8 Business & Operational Impacts 9 Project Risk Assessment 10 Risk of Project and each Alternative (Not including Status Quo) 10 Risk of Not Proceeding with Project (Status Quo) 11 Cost/Benefit Analysis 12 Quantitative Analysis – Financial Cost & Benefit: 12 Qualitative Analysis – Non-Financial Benefits & Costs: 14 Assumptions 14 Conclusions & Recommendations 15 Conclusions 15 Recommendations 15 Project Responsibility 15 Project Accountability 15 Implementation Strategy 16 Review & Approval Process 17 Review Process 17 Approval Process 17 Business Case Signoff 17 |Section ...
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...SUPPORT@ACTIVITYMODE.COM CMGT 442 ENTIRE COURSE Information Systems Risk Management Week 2 Individual Assignment Service Request SR-HT-001 (Huffman Trucking Benefits Election System) Prepare a 3- to 5-page paper describing the considerations necessary to address the possible security requirements and the possible risks associated with the Benefits Elections Systems being requested by the Service Request, SR-HT-001 for Huffman Trucking Company. Week 3 Individual Assignment Security Monitoring Prepare a 3- to 5-page paper describing the security monitoring activities that should be conducted in an organization with both internal IT (payroll, human resources, inventory, general ledger, and so on) and e-commerce (Internet sales and marketing) applications. The paper will include the rationale supporting each monitoring activity you propose and any recommended course of action to be taken when a significant risk is identified. Week 4 Individual Assignment Outsourcing Risks Prepare a 3- to 5-page paper that identifies the possible risks to an organization in each of the following outsourcing situations: a) the use of an external service provider for your data storage; b) the use of an enterprise service provider for processing information systems applications such as a payroll, human resources, or sales order taking; c) the use of a vendor to support your desktop computers; and d) the use of a vendor to provide network support. The paper will include a risk mitigation strategy for each situation...
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...approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations and each of the other major business functions such as Marketing, Human Resources, Finance. describe how operations strategies can enhance the effectiveness of the business. recognise the importance of accurately...
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...1. What is the difference between a risk analysis (RA) and a business impact analysis (BIA)? Any business uses resources, be it people, systems, money or information. These resources are all to a certain extent exposed to risks, and a risk analysis is supposed to give a comprehensive list of relevant risks. The resources are used by the business however, so losing a resource has a business impact. A Business Impact Assessment analyses the effects of the loss of a resource and hence the risk. 2. What is the difference between a Disaster Recovery Plan and a Business Continuity Plan? A Business Continuity Plan describes a set of procedures your company will use to continue critical business operations in the event of disruption (of those specific and/or all critical business operations). For instance, if the ability to take phone calls is a critical business operation (i.e. maybe you run a help desk), then you may define, in your BCP, what may cause a phone interruption, and what procedures you would take to respond to it. Conversely, as stated by Massimo, the Disaster Recovery Plan (DRP) is a subset of your BCP. The DRP specifies the further reaching implications of disaster -- where your primary place (or all places) of business are uninhabitable. Not only is this relevant to your place of business, but your workforce as well (Workforce Continuity). 3. Typically, a business continuity plan is also a compilation or collection of other plans. What other plans might...
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...Introduction: Information security continuous monitoring (ISCM) is defined as maintaining ongoing awareness of information security, vulnerabilities, and threats to support organizational risk management decisions. This publication specifically addresses assessment and analysis of security control effectiveness and of organizational security status in accordance with organizational risk tolerance. Security control effectiveness is measured by correctness of implementation and by how adequately the implemented controls meet organizational needs in accordance with current risk tolerance. Organizational security status is determined using metrics established by the organization to best convey the security posture of an organization’s information and information systems, along with organizational resilience given known threat information. This necessitates: • Maintaining situation awareness of all systems across the organization; • Maintaining an understanding of threats and threat activities; • Assessing all security controls; • Collecting, correlating, and analyzing security-related information; • Providing actionable communication of security status across all tiers of the organization; and • Active management of risk by organizational officials. Purpose: The purpose of this guideline is to assist organizations in the development of an ISCM strategy and the implementation of an ISCM program that provides awareness of threats and vulnerabilities, visibility...
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...Lab #6 – Business Recovery Strategy Assessment Spreadsheet e-Commerce/e-Business Organization List of Key Business Functions & Processes - E-commerce processes – primary revenue source for the organization -E-mail based communications – internal for business communications and external for customer service -Telephone call center and on-line customer services – enhanced e-customer service delivery with call center and self-service customer website -Manufacturing and production line – just in time inventory and distribution of products -Production processes – just in time manufacturing and integrated supply chain -Quality control mechanisms – maximize product quality -Maintenance and support services – keep production lines open -Sales and sales administration – inside sales, online sales, sales support, resellers and distributors, etc. -Finance and accounting – G/L, A/R, A/P, Payroll, Benefits -Research and development activities – product development -Human resources management – employee services -Information technology services & Internet connectivity – supports e-commerce and e-business infrastructure -Premises (Head Office and branches) – headquarters facility and administration office -Marketing and public relations – internet marketing and branding Lab #6 – Business Recovery Strategy Assessment Spreadsheet e-Commerce/e-Business Organization List of Impacted IT Systems, Applications, & Data Business Function...
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...ITIL ® V3 Processes IT Service Management Training, Courseware, Consultancy www.mountainview-itsm.com Goals, Activities, Inputs, Outputs and Roles To collect, analyze, process relevant metrics from a process in order to determine its weakness and establish an action plan to improve the process. Activities 1 Define what you should measure 2 Define what you can measure 3 Gathering the data 4 Processing the data 5 Analyzing the data 6 Presenting and using the information 7 Implementing corrective action Repeat the Process Inputs Each activity has inputs Outputs Each activity has outputs Roles Process Owner, Service Manager, CSI Manager, Service Owner Knowledge Management Process Owner Reporting Analyst Service Measurement and Reporting Goal To monitor services and report on improvement opportunities Activities Service Measurement •Objective (Availability, Reliability, Performance of the Service) •Developing a Service Measurement Framework •Different levels of measurement and reporting •Defining what to measure •Setting targets •Service management process measurement •Creating a measurement framework grid •Interpreting and using metrics •Interpreting metrics •Using measurement and metrics •Creating scorecards and reports •CSI policies Service Reporting •Reporting policy and rules Inputs SLA Targets, SLRs, OLAs, Contracts Outputs Service Improvement Program, SLAM Reports Roles Process Owner...
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...Assessment Worksheet 91 LaB #6 – aSSESSmENt WORKSHEEt Perform Business Continuity Implementation Planning Course Name and Number: Student Name: Instructor Name: lab due date: 6 Perform Business Continuity Implementation Planning Overview In this lab, you were asked to begin the business continuity planning process for an e-commerce company, Online Goodies. You reviewed the key business functions and a prioritized list of impacted IT systems, applications, and data provided by your supervisor. You also compared the components of the major documentation required by the business continuity planning process: risk analysis, business impact analysis, business continuity plan, disaster recovery plan, and the business continuity implementation plan. Lab Assessment Questions & Answers 1. What is the difference between a risk analysis (RA) and a business impact analysis (BIA)? Risk analysis is often identifying the potential threats and the associated vulnerabilities to the organizations .Risk analysis doesn’t view the organization from the mission critical Business Process point of view. BIA the organization from the impact that is going to occur for an organization if the critical business processes are interrupted or tampered 2. What is the difference between a disaster recovery plan (DRP) and a business continuity plan (BCP)? Disaster recovery plan is have a full access to recover any lost data or essentials after a disaster while the business continuity...
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