This business continuity plan outlines the strategy and procedures for a university department to continue essential operations in the event of a disruption lasting 48 hours or more. Key elements include identifying roles and responsibilities to activate the plan, procedures for staff to work from home or an alternate location, triggers for plan activation, and processes for emergency response, damage assessment, alternative workflows, communications, and returning to normal operations. The plan provides the framework to maintain critical functions and minimize impacts of a disaster situation.
Using itil and_prince2_together_august_2010Abhilash H.
1. The project successfully established a new offshore service desk to expand capacity ahead of a major IT product launch using PRINCE2 methodology and ITIL best practices.
2. PRINCE2 ensured the project stayed focused on the original business case of expanding capacity and avoided scope creep. ITIL provided a common language that improved communication.
3. Lessons learned from previous projects and a review of potential risks helped the project come in under budget and avoid common pitfalls in setting up the new service desk. ITIL and PRINCE2 worked well together with each methodology supporting the other.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document is an examination paper for Additional Mathematics for Form 4 students in Malaysia. It consists of 25 multiple choice questions worth a total of 80 marks. The questions cover topics in algebra, calculus, geometry, statistics, trigonometry and limits. A list of relevant formulas is provided to help students answer the questions. Students have 2 hours to complete the paper.
lululemon was a fledgling retail chain that had spread solely through word of mouth. Wishing to take their brand farther without losing their core image, we created the lululemon lovers app as a way for brand evangelists to unite and take their store away from home.
From basic features such as store locators and clothing galleries to more complex areas for personal goals, the lululemon lovers app would your store in your pocket.
Este documento presenta dos situaciones de prueba con problemas que se plantean y se resuelven o no. La primera situación presenta un problema que se logra resolver, mientras que la segunda situación presenta un problema que no se puede resolver a pesar de los intentos. El documento parece ser un ejercicio de prueba que explora diferentes resultados posibles al abordar problemas.
The document provides summaries for 15 documentary films:
1) More than Honey explores the relationship between humans and honeybees through family beekeepers and industrial honey farms.
2) The Brussels Business dives into the world of lobbyists, PR firms, and think tanks in the EU capital and their influence on political elites.
3) The Human Scale examines how modern cities impact human interaction and argues cities should be designed around people's needs.
4) Terms and Conditions May Apply examines the cost of "free" online services and the loss of online privacy through companies like Facebook and Google.
5) Short Films, Big Ideas is a series featuring 30 three-minute films about innovators directed by celebrated
The document summarizes the traits and personality of an individual named Robby Griffin. It describes his positive traits which include a good sense of humor, strong desire to excel, and being a leader in activities. It also outlines his negative traits such as becoming a pest and losing other students. The document then discusses Robby's ENTP learning style and classification as an "Orange" doer, indicating he is courageous, action-oriented, and a natural leader who thrives under pressure. It concludes by stating Robby's favorite quote is from Michael Jordan about talent winning games but teamwork and intelligence winning championships.
A summary is a shortened form of a document that includes the main idea and important details, conclusions, and any recommendations. Summarizing can save a busy reader time by providing just the essential information in a shorter format than the original document. To write a summary, one should read the document thoroughly, highlight the most important sentences, and then put the key ideas into their own words in a concise form while checking for errors and staying true to the original content.
Using itil and_prince2_together_august_2010Abhilash H.
1. The project successfully established a new offshore service desk to expand capacity ahead of a major IT product launch using PRINCE2 methodology and ITIL best practices.
2. PRINCE2 ensured the project stayed focused on the original business case of expanding capacity and avoided scope creep. ITIL provided a common language that improved communication.
3. Lessons learned from previous projects and a review of potential risks helped the project come in under budget and avoid common pitfalls in setting up the new service desk. ITIL and PRINCE2 worked well together with each methodology supporting the other.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document is an examination paper for Additional Mathematics for Form 4 students in Malaysia. It consists of 25 multiple choice questions worth a total of 80 marks. The questions cover topics in algebra, calculus, geometry, statistics, trigonometry and limits. A list of relevant formulas is provided to help students answer the questions. Students have 2 hours to complete the paper.
lululemon was a fledgling retail chain that had spread solely through word of mouth. Wishing to take their brand farther without losing their core image, we created the lululemon lovers app as a way for brand evangelists to unite and take their store away from home.
From basic features such as store locators and clothing galleries to more complex areas for personal goals, the lululemon lovers app would your store in your pocket.
Este documento presenta dos situaciones de prueba con problemas que se plantean y se resuelven o no. La primera situación presenta un problema que se logra resolver, mientras que la segunda situación presenta un problema que no se puede resolver a pesar de los intentos. El documento parece ser un ejercicio de prueba que explora diferentes resultados posibles al abordar problemas.
The document provides summaries for 15 documentary films:
1) More than Honey explores the relationship between humans and honeybees through family beekeepers and industrial honey farms.
2) The Brussels Business dives into the world of lobbyists, PR firms, and think tanks in the EU capital and their influence on political elites.
3) The Human Scale examines how modern cities impact human interaction and argues cities should be designed around people's needs.
4) Terms and Conditions May Apply examines the cost of "free" online services and the loss of online privacy through companies like Facebook and Google.
5) Short Films, Big Ideas is a series featuring 30 three-minute films about innovators directed by celebrated
The document summarizes the traits and personality of an individual named Robby Griffin. It describes his positive traits which include a good sense of humor, strong desire to excel, and being a leader in activities. It also outlines his negative traits such as becoming a pest and losing other students. The document then discusses Robby's ENTP learning style and classification as an "Orange" doer, indicating he is courageous, action-oriented, and a natural leader who thrives under pressure. It concludes by stating Robby's favorite quote is from Michael Jordan about talent winning games but teamwork and intelligence winning championships.
A summary is a shortened form of a document that includes the main idea and important details, conclusions, and any recommendations. Summarizing can save a busy reader time by providing just the essential information in a shorter format than the original document. To write a summary, one should read the document thoroughly, highlight the most important sentences, and then put the key ideas into their own words in a concise form while checking for errors and staying true to the original content.
A summary is a shortened form of a document that includes the main idea and important details, conclusions, and any recommendations. Summarizing can save a busy reader time by providing just the essential information in a shorter format. To create a summary, one should scan the document, highlight the most important sentences, and put the key details, conclusions, and recommendations into their own words in a concise summary of 3 sentences or less without extra details. The summary should be edited for correctness.
This document discusses the components and writing of electronic messages and memorandums. It covers the subject line, opening, body, and closing of emails and memos. It also provides tips for formatting emails, using email smartly, and writing plans for information/procedure emails, requests, and replies. The key aspects of effective business communication via email and memos are highlighted.
Studiocode 5 introduces a new de-activation link feature that allows users to turn off target buttons from a single button click. This helps automate coding by allowing coders to simultaneously deactivate multiple buttons at the end of an event with one click. De-activation links can be created by holding Ctrl + Shift while dragging from an origin button to a target button, or by opening a button's inspector and selecting the target button. More details on Studiocode 5 and its full feature list can be found at www.studiocodegroup.com.
El documento resume la evolución del ser humano desde hace aproximadamente 1 millón de años. Especies tempranas como Homo habilis y Homo erectus podían caminar de pie, usar herramientas y comunicarse, mientras que Homo neanderthalensis habitó Europa y Asia hace unos 300,000 años usando el fuego y enterrando a sus muertos. Hace unos 20,000 años, Homo sapiens reemplazó a los neanderthales y se extendió por todo el mundo, aprendiendo la agricultura, la cría de animales y el uso de metales, dando
This document provides an overview of contents included in an "Operating Underground Equipment Safety Target Package". It includes best practice cards, fatalgrams, miners' tips, safety ideas, innovative products, program information bulletins, safety alerts, close calls and near misses reports, job safety tip cards, and a link to an MSHA equipment safety database. The package is intended to provide mining personnel with information and resources to promote safety for underground mining equipment operations.
This is a hypothetical integrated marketing strategy plan created for the United States product launch of Somersby Cider.
For more: http://www.stuartisaacshapiro.com
Presente y Pasado Continuo (Mapa conceptual - PowerPoint)Arturo Müller
The document discusses the present continuous and past continuous tenses in English. It provides the structure for each tense, examples of affirmative, negative and interrogative forms using common verbs like work, brush, learn, paint, play and clean. For the present continuous, the structure is subject + to be verb + verb+-ing. For the past continuous, the structure is subject + was/were + verb +-ing. It explains that the present continuous is used for actions happening now and the past continuous is used for actions that were ongoing at a time in the past.
Section 1 describe the process (steps) you would use in any organizSHIVA101531
The document provides guidance on developing a business continuity and disaster recovery (BCDR) plan for an organization. It outlines a 7-step process for contingency planning including developing policies, conducting a business impact analysis, creating contingency strategies, and ensuring plan testing and maintenance. It also reviews the Texas A&M University disaster recovery plan and suggests improvements such as referencing continuity policies, describing critical processes, defining realistic recovery time objectives based on testing, specifying recovery point objectives based on criticality, defining the disaster recovery team structure, and including mitigation plans and alternative strategies.
Business Continuity Plan TemplateCIO Maria Sosa has asked you to p.docxfelicidaddinwoodie
Business Continuity Plan Template
CIO Maria Sosa has asked you to provide her and the other executives with a business continuity plan for your organization.
Final Business Continuity Plan (five- to seven-page report using this template). The plan should include the following components:
· Title Page
· Include:
· for whom you are preparing the document, the title, the date prepared, and your name as the preparer of the document
· Overview
· Include:
· justifications demonstrating the value of a BCP for the organization
· description of the scope of the BCP (one to two-page narrative, from Step 2)
· Business Impact Analysis and Key Resources and Stakeholders (Steps 3 & 4 using Template in discussion area, plus one-page summary of findings)
· Include:
· BIA Template table
· Discussion of the information in the table (Methodology, key factors, priorities, etc)
· Preventative Controls (one to two pages, from Step 6)
· Provide a list of controls that your organization has put into place in support of the BCP
· These controls should be specifically focused on the BCP
· Contingency Plan (from Step 11)
· Include:
· implementation and maintenance procedures
· testing procedures
· Recovery Strategies (two to three pages, from Step 8)
Mission/Business Process
Description
Stake Holder
Key Resources
MTD
(Hours)
RTO (Hours)
WRT (Hours)
RPO (Hours)
Financial System
Processes invoices and Payables
CFO
Network, Servers, Wkstns
72
48
24
12
Maximum Tolerable Downtime (MTD). The MTD represents the total amount of time leaders/managers are willing to accept for a mission/business process outage or disruption and includes all impact considerations. Determining MTD is important because it could leave continuity planners with imprecise direction on (1) selection of an appropriate recovery method, and (2) the depth of detail which will be required when developing recovery procedures, including their scope and content.
Recovery Time Objective (RTO). The time available to recover disrupted systems and resources. It is typically one segment of the MTD. For example, if a critical business process has a three-day MTD, the RTO might be one day (Day 1). This is the time you will have to get systems back up and running. The remaining two days will be used for work recovery (see Work Recovery Time).
Work Recovery Time (WRT)
The second segment that comprises the maximum tolerable downtime (MTD). If your MTD is three days, Day 1 might be your RTO and Days 2 to 3 might be your WRT. It takes time to get critical business functions back up and running once the systems (hardware, software, and configuration) are restored. This is an area that some planners overlook, especially from IT. If the systems are back up and running, they're all set from an IT perspective. From a business function perspective, there are additional steps that must be undertaken before it's back to business. These are critical steps and that time must be built into the MTD.
Business Continuity Planning Presentation OverviewBob Winkler
The document outlines the key steps in developing a business continuity plan, including performing a business impact analysis, developing recovery strategies, creating the plan, and maintaining the plan through regular exercises. It discusses defining critical processes, employees, vendors, and locations and assigning roles and responsibilities to teams to ensure business functions can continue during a disruption. The six steps to building continuity plans are also presented.
This document provides a competency map for various roles at Bafna Multispecialty Hospital. It includes competency maps for the following positions:
1) Head of Human Capital and Organizational Development
2) Chief Executive Officer
3) Manager of Quality and Patient Safety
4) Staff Nurse
For each role, the document outlines the objectives, key responsibilities, job element analysis, identification of competencies, and creation of a behaviorally anchored rating scale. It aims to provide clarity on the criteria for each position to help with recruitment, performance management, and professional development. The competency maps are intended to serve as a reference for understanding job requirements and evaluating employee performance.
Developing and Managing Business Continuity Plan (BCP)Goutama Bachtiar
This document provides an overview of business continuity planning (BCP). It discusses the key components of a BCP, including conducting a business impact analysis to understand critical business processes and their maximum tolerable downtimes. The document also covers developing resumption strategies, communicating and training on the BCP, and reviewing and updating the plan on an ongoing basis. The ultimate goal of a BCP is to minimize disruption to an organization and allow for the timely recovery of critical business functions in the event of a disaster or business interruption.
This document provides a plan for a small IT project. It outlines the project objectives, scope, resources required, estimated costs, and deliverables. The project scope involves developing and implementing a new equipment booking system. Key resources will include a project manager, business analyst, and application developer. The total estimated cost is $XXX, including internal staffing costs and external consulting fees. The main deliverables will be a new booking system with functionality for staff and students.
Here are some ideas for celebrating the completion of this project:
- Host a lunch or breakfast for the project team and key stakeholders to thank them for their efforts. Provide a brief overview of the project outcomes and successes.
- Create certificates of appreciation or small gifts for project team members to recognize their contributions.
- Send an email to the entire organization highlighting the project outcomes and sharing photos from the new office space. Recognize the project team.
- Hold an open house event in the new office space for 1-2 hours. Provide light refreshments and give tours to interested parties from across the organization. Display before/after photos.
- Create a project completion report or case study highlighting lessons learned. Share
02 Practical Strategies of Conducting BIABCM Institute
This document provides guidance on conducting a business impact analysis (BIA). It discusses key BIA concepts and outlines the BIA process, including determining critical business functions, quantifying impacts and tolerable downtimes, identifying interdependencies, and seeking management approval of findings. The document also walks through a BIA questionnaire template and discusses minimum business continuity objectives, recovery time objectives, and recovery point objectives.
This document provides a summary of the Business Analysis Body of Knowledge (BABOK) version 3. It defines key terms related to business analysis and outlines the knowledge areas, tasks, and additional information covered in the BABOK. The knowledge areas include business analysis planning and monitoring, elicitation and collaboration, requirements lifecycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, the related tasks and additional context are summarized at a high level.
The document discusses network security and disaster recovery planning. It defines disaster recovery planning as creating a document that details steps a business will take to recover from a catastrophic event. The goals of a disaster recovery plan are to minimize interruptions, limit disruption and damage, minimize economic impact, establish alternative operations in advance, and train personnel. The plan involves disaster assessment, plan activation, operating at an alternate site/data center, rebuilding, and returning home. It discusses recovery time objectives and recovery point objectives and the roles and responsibilities of the disaster recovery coordinator and various recovery teams for hardware, software, networks, and operations.
This document discusses business continuity planning and disaster recovery planning. It covers topics such as the differences between business continuity planning and disaster recovery planning, business impact analyses, contingency planning, backup alternatives, recovery and restoration, testing and drills, and emergency response. It also provides examples of the company's current practices regarding various aspects of business continuity and disaster recovery planning.
Strategy Implementation of Financial and General Services Development (FGSD) jo bitonio
Electric Cooperative; Strategic Implementation; Framework for Strategic Implementation; Structure and Governance; Role and Importance of Financial Management;Cash Budget and Its Importance to the Role of Management
A summary is a shortened form of a document that includes the main idea and important details, conclusions, and any recommendations. Summarizing can save a busy reader time by providing just the essential information in a shorter format. To create a summary, one should scan the document, highlight the most important sentences, and put the key details, conclusions, and recommendations into their own words in a concise summary of 3 sentences or less without extra details. The summary should be edited for correctness.
This document discusses the components and writing of electronic messages and memorandums. It covers the subject line, opening, body, and closing of emails and memos. It also provides tips for formatting emails, using email smartly, and writing plans for information/procedure emails, requests, and replies. The key aspects of effective business communication via email and memos are highlighted.
Studiocode 5 introduces a new de-activation link feature that allows users to turn off target buttons from a single button click. This helps automate coding by allowing coders to simultaneously deactivate multiple buttons at the end of an event with one click. De-activation links can be created by holding Ctrl + Shift while dragging from an origin button to a target button, or by opening a button's inspector and selecting the target button. More details on Studiocode 5 and its full feature list can be found at www.studiocodegroup.com.
El documento resume la evolución del ser humano desde hace aproximadamente 1 millón de años. Especies tempranas como Homo habilis y Homo erectus podían caminar de pie, usar herramientas y comunicarse, mientras que Homo neanderthalensis habitó Europa y Asia hace unos 300,000 años usando el fuego y enterrando a sus muertos. Hace unos 20,000 años, Homo sapiens reemplazó a los neanderthales y se extendió por todo el mundo, aprendiendo la agricultura, la cría de animales y el uso de metales, dando
This document provides an overview of contents included in an "Operating Underground Equipment Safety Target Package". It includes best practice cards, fatalgrams, miners' tips, safety ideas, innovative products, program information bulletins, safety alerts, close calls and near misses reports, job safety tip cards, and a link to an MSHA equipment safety database. The package is intended to provide mining personnel with information and resources to promote safety for underground mining equipment operations.
This is a hypothetical integrated marketing strategy plan created for the United States product launch of Somersby Cider.
For more: http://www.stuartisaacshapiro.com
Presente y Pasado Continuo (Mapa conceptual - PowerPoint)Arturo Müller
The document discusses the present continuous and past continuous tenses in English. It provides the structure for each tense, examples of affirmative, negative and interrogative forms using common verbs like work, brush, learn, paint, play and clean. For the present continuous, the structure is subject + to be verb + verb+-ing. For the past continuous, the structure is subject + was/were + verb +-ing. It explains that the present continuous is used for actions happening now and the past continuous is used for actions that were ongoing at a time in the past.
Section 1 describe the process (steps) you would use in any organizSHIVA101531
The document provides guidance on developing a business continuity and disaster recovery (BCDR) plan for an organization. It outlines a 7-step process for contingency planning including developing policies, conducting a business impact analysis, creating contingency strategies, and ensuring plan testing and maintenance. It also reviews the Texas A&M University disaster recovery plan and suggests improvements such as referencing continuity policies, describing critical processes, defining realistic recovery time objectives based on testing, specifying recovery point objectives based on criticality, defining the disaster recovery team structure, and including mitigation plans and alternative strategies.
Business Continuity Plan TemplateCIO Maria Sosa has asked you to p.docxfelicidaddinwoodie
Business Continuity Plan Template
CIO Maria Sosa has asked you to provide her and the other executives with a business continuity plan for your organization.
Final Business Continuity Plan (five- to seven-page report using this template). The plan should include the following components:
· Title Page
· Include:
· for whom you are preparing the document, the title, the date prepared, and your name as the preparer of the document
· Overview
· Include:
· justifications demonstrating the value of a BCP for the organization
· description of the scope of the BCP (one to two-page narrative, from Step 2)
· Business Impact Analysis and Key Resources and Stakeholders (Steps 3 & 4 using Template in discussion area, plus one-page summary of findings)
· Include:
· BIA Template table
· Discussion of the information in the table (Methodology, key factors, priorities, etc)
· Preventative Controls (one to two pages, from Step 6)
· Provide a list of controls that your organization has put into place in support of the BCP
· These controls should be specifically focused on the BCP
· Contingency Plan (from Step 11)
· Include:
· implementation and maintenance procedures
· testing procedures
· Recovery Strategies (two to three pages, from Step 8)
Mission/Business Process
Description
Stake Holder
Key Resources
MTD
(Hours)
RTO (Hours)
WRT (Hours)
RPO (Hours)
Financial System
Processes invoices and Payables
CFO
Network, Servers, Wkstns
72
48
24
12
Maximum Tolerable Downtime (MTD). The MTD represents the total amount of time leaders/managers are willing to accept for a mission/business process outage or disruption and includes all impact considerations. Determining MTD is important because it could leave continuity planners with imprecise direction on (1) selection of an appropriate recovery method, and (2) the depth of detail which will be required when developing recovery procedures, including their scope and content.
Recovery Time Objective (RTO). The time available to recover disrupted systems and resources. It is typically one segment of the MTD. For example, if a critical business process has a three-day MTD, the RTO might be one day (Day 1). This is the time you will have to get systems back up and running. The remaining two days will be used for work recovery (see Work Recovery Time).
Work Recovery Time (WRT)
The second segment that comprises the maximum tolerable downtime (MTD). If your MTD is three days, Day 1 might be your RTO and Days 2 to 3 might be your WRT. It takes time to get critical business functions back up and running once the systems (hardware, software, and configuration) are restored. This is an area that some planners overlook, especially from IT. If the systems are back up and running, they're all set from an IT perspective. From a business function perspective, there are additional steps that must be undertaken before it's back to business. These are critical steps and that time must be built into the MTD.
Business Continuity Planning Presentation OverviewBob Winkler
The document outlines the key steps in developing a business continuity plan, including performing a business impact analysis, developing recovery strategies, creating the plan, and maintaining the plan through regular exercises. It discusses defining critical processes, employees, vendors, and locations and assigning roles and responsibilities to teams to ensure business functions can continue during a disruption. The six steps to building continuity plans are also presented.
This document provides a competency map for various roles at Bafna Multispecialty Hospital. It includes competency maps for the following positions:
1) Head of Human Capital and Organizational Development
2) Chief Executive Officer
3) Manager of Quality and Patient Safety
4) Staff Nurse
For each role, the document outlines the objectives, key responsibilities, job element analysis, identification of competencies, and creation of a behaviorally anchored rating scale. It aims to provide clarity on the criteria for each position to help with recruitment, performance management, and professional development. The competency maps are intended to serve as a reference for understanding job requirements and evaluating employee performance.
Developing and Managing Business Continuity Plan (BCP)Goutama Bachtiar
This document provides an overview of business continuity planning (BCP). It discusses the key components of a BCP, including conducting a business impact analysis to understand critical business processes and their maximum tolerable downtimes. The document also covers developing resumption strategies, communicating and training on the BCP, and reviewing and updating the plan on an ongoing basis. The ultimate goal of a BCP is to minimize disruption to an organization and allow for the timely recovery of critical business functions in the event of a disaster or business interruption.
This document provides a plan for a small IT project. It outlines the project objectives, scope, resources required, estimated costs, and deliverables. The project scope involves developing and implementing a new equipment booking system. Key resources will include a project manager, business analyst, and application developer. The total estimated cost is $XXX, including internal staffing costs and external consulting fees. The main deliverables will be a new booking system with functionality for staff and students.
Here are some ideas for celebrating the completion of this project:
- Host a lunch or breakfast for the project team and key stakeholders to thank them for their efforts. Provide a brief overview of the project outcomes and successes.
- Create certificates of appreciation or small gifts for project team members to recognize their contributions.
- Send an email to the entire organization highlighting the project outcomes and sharing photos from the new office space. Recognize the project team.
- Hold an open house event in the new office space for 1-2 hours. Provide light refreshments and give tours to interested parties from across the organization. Display before/after photos.
- Create a project completion report or case study highlighting lessons learned. Share
02 Practical Strategies of Conducting BIABCM Institute
This document provides guidance on conducting a business impact analysis (BIA). It discusses key BIA concepts and outlines the BIA process, including determining critical business functions, quantifying impacts and tolerable downtimes, identifying interdependencies, and seeking management approval of findings. The document also walks through a BIA questionnaire template and discusses minimum business continuity objectives, recovery time objectives, and recovery point objectives.
This document provides a summary of the Business Analysis Body of Knowledge (BABOK) version 3. It defines key terms related to business analysis and outlines the knowledge areas, tasks, and additional information covered in the BABOK. The knowledge areas include business analysis planning and monitoring, elicitation and collaboration, requirements lifecycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, the related tasks and additional context are summarized at a high level.
The document discusses network security and disaster recovery planning. It defines disaster recovery planning as creating a document that details steps a business will take to recover from a catastrophic event. The goals of a disaster recovery plan are to minimize interruptions, limit disruption and damage, minimize economic impact, establish alternative operations in advance, and train personnel. The plan involves disaster assessment, plan activation, operating at an alternate site/data center, rebuilding, and returning home. It discusses recovery time objectives and recovery point objectives and the roles and responsibilities of the disaster recovery coordinator and various recovery teams for hardware, software, networks, and operations.
This document discusses business continuity planning and disaster recovery planning. It covers topics such as the differences between business continuity planning and disaster recovery planning, business impact analyses, contingency planning, backup alternatives, recovery and restoration, testing and drills, and emergency response. It also provides examples of the company's current practices regarding various aspects of business continuity and disaster recovery planning.
Strategy Implementation of Financial and General Services Development (FGSD) jo bitonio
Electric Cooperative; Strategic Implementation; Framework for Strategic Implementation; Structure and Governance; Role and Importance of Financial Management;Cash Budget and Its Importance to the Role of Management
1) Barbro Thöyrä is the owner of CeBeLOT and has extensive experience and qualifications in business continuity management, ISO standards, disaster recovery, and risk management.
2) She has worked in various IT and management roles and has experience developing business continuity services and manuals.
3) She is an approved trainer for business continuity certification and provides training and consulting services internationally.
HR517-B02 Managerial Accounting
Assignment #2
1
ASSIGNMENT #2: COST SUMMARY FOR TRAINING SESSION & ONGOING
EDUCATION
Miller Clinic is a privately owned Naturopathic Clinic in Winnipeg, Manitoba that specializes in
classic Traditional Chinese Medicine (TCM) treatment. As part of a five-year plan, Miller has
recently completed its expansion into four major areas of Winnipeg. It now offers treatment at
locations in Fort Gary, St. Boniface, Tuxedo and North End. In order to maintain consistency in
its services across all four of its locations and offer high-quality treatment, Dr. Miller has
decided to offer training and ongoing education for its team of 87 staff and practitioners.
Management is trying to decide between two methods of Knowledge-Based training and has
asked for your help.
Self-Directed Computer-
Based Distance Training
Classroom Training
Development time*
Initial: five months
Yearly updates: one week
Initial: one month
Yearly updates: one week
Internal developers
Three subject matter experts
(Dr. Miller, his wife and
assistant)
Three subject matter experts
(Dr. Miller, his wife and
assistant)
External developers
Web-based training developer
at $200,000
None
Training population
All primary participants
Maximum fifty participants
per session
Frequency
One time per participant
Presented quarterly;
participants attend as needed
Length
Administrative staff: one day
in total; at leisure
Practitioners: four days in
total; at leisure
Administrative staff: one day
Practitioners: four days
Location
In office or at other location
Rental space at $2,500 per
day all expenses included
* The development time estimated here is based on the fact that the owners have subject matter experts with
experience in developing training curricula and that basic modules will be used in each of the population-specific
training packages. If development time exceeds our estimate, training costs will increase.
If the company decides to offer the classroom training, the staff and practitioners will be paid to
attend the training and will be exempt from performing regular duties. The company estimates
that revenue for four days of normal business practices is approximately $40,000 among the four
locations. At each location, Miller employs two full-time administrative staff who make $200 a
HR517-B02 Managerial Accounting
Assignment #2
2
day and two part-time administrative staff that make approximately $80 a day and work 20 hours
per week (exactly half the hours of the full-time staff). The remainder of Miller’s employees are
practitioners. The practitioners’ average salary is $500 per day. The Millers will be providing
lunch if they decide to implement the classroom training which they budgeted $1000 per day.
Write a report to Dr. Miller explaining which training method you recommend he implement for
his employees ...
BCP – How to develop BCP strategies and Plans 2016.pptxFerriFatra1
The document discusses strategies and plans for developing effective business continuity plans. It outlines the objectives of understanding strategy development and how to create business continuity plans. It then details various business continuity strategies for processes, people, locations and technology. The document emphasizes the importance of risk assessments, business impact analyses, defining recovery strategies and resources, and developing recovery procedures and plans. It provides guidance on using the Critical Operations Recovery Assistant (CORA) tool to consolidate information into organization-level and team-level plans.
This document provides guidance for classifying, staffing, training, and developing project manager positions, including IT project manager roles. It defines key terms like project and discusses the typical duties and competencies of project managers and IT project managers. It also provides guidance on classifying positions, including determining the pay category, occupational series, official title, and grade level. The document gives recommendations for qualifying and ranking applicants and developing project managers through training and credentials.
This document provides information about an online course on project management (CMGT 410) including assignments, discussion questions, and links. It discusses a hypothetical project to plan a 2-day training session for managers at various company locations to learn a new compliance system. The document outlines assignments to develop a project plan, budget, and status updates for the training session project.
The Disaster Recovery Plan Sumanth Lagadapati[email protecte.docxtodd241
The Disaster Recovery Plan
Sumanth Lagadapati
[email protected]
Introduction
Many companies don’t have a disaster recovery plan often there is a desire for a DRP.
The level of effort and\or cost required to create DRP can cause this project to have a low priority relative to other more immediate projects.
A DRP is viewed as "nice to have" or "just insurance that will not be used ", and not as a critical business component.
That is, until there is a failure that causes a significant outage or loss of data (often at a significant cost to the business).
It is my opinion that every company could benefit from both a disaster recovery plan and a business continuity plan (BCP)
Investing in a DRP and BCP is just as an important for most business in my opinion.
Where do you start?
The first step is to create a DR team and this includes an:
Executive sponsor.
DR coordinator.
Team leaders (there will be several groups and possibly subgroups).
Team members.
This people should be designated as either primary or backup for position, with every position having more than one person assigned this to minimize people as a single point of failure.
The goal is to have the expertise to help develop the various recovery procedures, and is committed to success of the overall effort.
Where do you start? cont…
The next step is to define business goals.
The goal should address items such as:
What functional areas need to be recovered?
What length of time is acceptable for recovery?
What amount of data loss is acceptable?
This often involves prioritization and a cost-benefit analysis to determine the worth of recovery (i.e. something that may be premature at this phase of the project).
Understand the business goals and objectives
To find out what that really entails you must know:
What are the critical systems?
What are the key processes and applications?
What are the dependencies on other systems?
This includes:
Data transfers.
Manual processes
Remote processing
Then documents these processes.
Because there is interaction with dependencies on other systems and user interface, and the sensitivity of the data.
Once the systems have been identified, attempt to quantify their impact relative to the overall business goals.
Identify specific requirements
Everyone involve with this effort (including upper management within a company) needs to have a single vision of what success look like, without this you risk wasting time and money on a plan that may be viewed as a failure.
Identify key personnel
These people may not be part of the DR team, but they are important. (For example who has the authority to declare a disaster?)
This list should be maintained both by name and by role; it should be validated and updated frequently.
Identify single point of failure
The overall goal of this step is to mitigate unnecessary risk.
The scope of this effort includes people, software, equipment, and infrastructure.
It i.
Traditional DRP templates are onerous and result in a lengthy, dense plan that might satisfy auditors but is not effective in a crisis.
Similarly, the myth that a DRP is only for major disasters and should be risk-based leaves organizations vulnerable to more common incidents.
The increased use of cloud vendors and co-lo/MSPs means you may be dependent on vendors to meet your recovery timeline objectives.
Critical Insight
DR is about service continuity — that means accounting for minor and major events.
Remember Murphy’s Law. Failure happens, so focus on improving overall resiliency and recovery, rather than basing DR on risk probability analysis.
Cost-effective DR and service continuity starts with identifying what is truly mission critical so you can focus resources accordingly. Not all systems require fast-failover capability.
Impact and Result
Create an effective DRP by following a structured process to discover current capabilities and define business requirements for continuity, not by completing a one-size-fits-all traditional DRP template. This includes:
Defining appropriate objectives for maximum downtime and data loss based on business impact.
Creating a DR project roadmap to close the gaps between your current DR capabilities and recovery objectives.
Documenting an incident response plan based on a tabletop planning walkthrough that captures all the steps from event detection to data center recovery.
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Bscnplan
1. BUSINESS CONTINUITY PLAN
University of Connecticut
<department name>
Prepared by: , Director
Kevin Borgstedt, Consultant
March 26, 2008
Date of Last Review: March 26, 2008
Storage Location:
Primary:
Alternate:
bscnplan-130404164042-phpapp01.doc Page 1 of 14
3. BCP: <department name>
TABLE OF CONTENTS:
PLAN OVERVIEW..................................................................................................................................................................4
PURPOSE: ................................................................................................................................................................................4
POLICY: ..................................................................................................................................................................................4
SCOPE: ....................................................................................................................................................................................4
ASSUMPTIONS:........................................................................................................................................................................4
DESCRIPTION OF <DEPARTMENT NAME>...................................................................................................................5
LOCATION...............................................................................................................................................................................5
DISASTER RECOVERY STRATEGY ................................................................................................................................5
PLAN ACTIVATION AUTHORIZATION:.....................................................................................................................................5
WORK AT HOME:....................................................................................................................................................................5
MOVE TO ALTERNATE LOCATION:.........................................................................................................................................5
PLAN ACTIVATION TRIGGERS:................................................................................................................................................5
TEAM ROLES AND RESPONSIBILITIES.....................................................................................................................................6
PRE-DISASTER ACTIVITIES:.....................................................................................................................................................7
EMERGENCY IDENTIFICATION AND RESPONSE:......................................................................................................................8
EMERGENCY DAMAGE ASSESSMENT / EVALUATION:.............................................................................................................8
EMERGENCY RESPONSE ASSIGNMENTS:.................................................................................................................................9
ALTERNATIVE / MANUAL PROCESSES:.................................................................................................................................10
POST-EMERGENCY ASSIGNMENTS:.......................................................................................................................................10
COMMUNICATIONS & DECISION-MAKING PROTOCOLS:........................................................................................................10
RETURNING TO NORMAL OPERATIONS: .................................................................................................................10
AUTHORIZATION:..................................................................................................................................................................10
OPERATING DEPENDENCIES:.................................................................................................................................................11
STEPS TO RETURN TO NORMAL OPERATION:.......................................................................................................................11
PLAN MAINTENANCE PROCEDURES:..........................................................................................................................11
PLAN REVIEW AND UPDATE PROCESS:.................................................................................................................................11
PLAN DISTRIBUTION PROCEDURES:......................................................................................................................................11
VALIDATION REQUIREMENTS:..............................................................................................................................................12
RECOVERY PLAN VALIDATION HISTORY:.............................................................................................................................12
ADDITIONAL DOCUMENTATION:.................................................................................................................................13
LOCATION OF DISASTER RECOVERY DOCUMENTATION FOR SUPPORTING SYSTEMS:..........................................................13
LOCATION OF SUPPORTING DOCUMENTATION:....................................................................................................................13
PLAN UPDATE HISTORY:.................................................................................................................................................13
PLAN SIGN OFF....................................................................................................................................................................14
Page 3 of 14
4. BCP: <department name>
Plan Overview
Purpose:
This Business Continuity Plan (BCP) will be updated in response to changes in the business
environment. The <department name> will review the plan at least annually.
This document outlines the steps required to operate the <department name> in the event of an
unanticipated interruption of normal operations. This document will articulate the triggers for when
alternate business processes need to be deployed, the steps to deploy alternate business processes, the
methods for verifying that business has been properly restored and ensuring data integrity, and
activities for returning to “normal” business processing.
Policy:
This BCP will only be used in situations when it is determined that business impacts and /or business
risk requires alternate business processes or locations.
Scope:
This BCP is applicable for the <department name> of the University of Connecticut.
Assumptions:
The plan will be implemented if systems are unavailable for 48 hours
• Facilities will provide temporary space for critical staff
• UITS will provide technical assistance for temporary location
• Telecommunications will have phone lines available in temporary location
• Equipment can be rented or otherwise acquired as needed
• UITS can restore files from the latest off-site backups
Page 4 of 14
5. BCP: <department name>
Description of <department name>
Location
University of Connecticut
…
…, Storrs, CT 06269
Disaster Recovery Strategy
Plan Activation Authorization:
Identify the people that are authorized to activate the various contingency plans.
Primary Name & Contact Data Alternate Name Contact Data
Title
Work at Home:
If there are functions that could be performed by staff working from home, describe the approach that would be used to
implement the move.
Move to Alternate Location:
If there are functions that could be performed by staff working from an alternate location, describe the approach that
would be used to implement the move.
Plan Activation Triggers:
Describe the criteria that would be used to identify the need to activate one of the various contingency plans.
Action Trigger Criteria
•
•
•
Page 5 of 14
6. BCP: <department name>
Team Roles and Responsibilities
Identify the people responsible for planning, documenting, coordinating, testing, implementing, and maintaining the
Business Continuity Plan. If the size of the organization requires creations of multiple specialized teams, describe the
teams and identify the members of each team.
Title Name Contact Information
Page 6 of 14
7. BCP: <department name>
Pre-disaster Activities:
List the tasks that are required on an ongoing basis, to keep the plan current and viable and indicate the person assigned to
complete that task.
# Task Assignment
1
2
3
4
5
6
7
8
9
10
Page 7 of 14
8. BCP: <department name>
Emergency Identification and Response:
List the tasks to be performed upon discovery of a possible emergency event or notification that an emergency event has
occurred.
# Task Assignment
(All completed as quickly as possible after notification of disaster.
Notification may come from Police, Fire, or Facilities Management,
depending on the group that responds first or is designated as
“primary” responder. All use the same University contact list.)
1
2
3
4
5
6
Emergency Damage Assessment / Evaluation:
List the tasks that are required assess the damage caused by an emergency.
# Task Assignment
(All completed as quickly as possible after authorization to re-enter the damaged
structure.)
1
2
3
Page 8 of 14
9. BCP: <department name>
Emergency Response Assignments:
List the tasks to be performed in the event that a disaster situation has been declared.
# Tasks Assignment Estimated Date/Time
Completion Completed
Time
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Page 9 of 14
10. BCP: <department name>
Alternative / Manual Processes:
Describe the activities or process steps for each alternative/manual process needed to perform necessary function durin an
interruption to normal operations
# Process Step Assignment Estimated Date/Time
Completion Completed
Time
1
2
3
4
Post-Emergency Assignments:
List the activities to be performed after a disaster event or after a recovery exercise. The purpose of these is to incorporate
“lessons learned” into the business continuity planning process.
# Post-Disaster Responsibilities Assignment Estimated Date/Time
Completion Completed
Time
1
2
3
4
Communications & Decision-making Protocols:
Describe any communication rules or guidelines that will be used during an emergency.
Communications with news organizations will be channeled through the University’s public relations
organization.
Returning to Normal Operations:
Authorization:
Identify the people that are authorized to activate plans for returning to normal operations.
Primary Name & Contact Data Alternate Name Contact Data
Title
Page 10 of 14
11. BCP: <department name>
Operating Dependencies:
Identify operational dependencies that impact the return to normal operations. (e.g. applications, servers, or transaction
volumes that must be in place before processing can resume)
Steps to Return to Normal Operation:
List the tasks to be performed to return to normal operations.
# Task Assignment
(The plan for the return will be developed with Building &
Grounds, but will include the general steps shown.)
1
2
3
4
5
6
7
8
Plan Maintenance Procedures:
Plan Review and Update Process:
Describe the process for keeping the plan current.
Plan Distribution Procedures:
Describe the process for distributing the plan and/or training people to use its content.
Page 11 of 14
12. BCP: <department name>
Validation Requirements:
Identify frequency and type of testing (tabletop exercises, systems / telephony testing, department recovery tests, functional
tests) required for this plan.
Recovery Plan Validation History:
Record the history of review/testing/validation activities for the plan.
Date: Type Test / Results:
Page 12 of 14
13. BCP: <department name>
Additional Documentation:
Location of Disaster Recovery Documentation for Supporting Systems:
Application Document Name Location
Location of Supporting Documentation:
Document Name Location
Plan Update History:
Date Update Session Revised By
Details
Page 13 of 14
14. BCP: <department name>
Plan Sign Off
This document describes the anticipated activities that will be needed to resume or continue business
functions in the event of disruption to normal business activities.
________________________________________________ _______________
Director/Department Head/Dean Date
Page 14 of 14