Chap6 2007 C I S A Review Course
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The document discusses business continuity and disaster recovery planning from an information systems auditing perspective. It covers key areas such as developing business continuity plans, evaluating backup and restoration procedures, reviewing disaster recovery plans, and auditing business continuity and disaster recovery processes. The case study describes an organization that needs to update its business continuity and disaster recovery plans given significant growth. The IS auditor needs to evaluate the plans and make recommendations.
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Chap6 2007 Cisa Review Course
The document discusses business continuity and disaster recovery planning from an information systems auditing perspective. It covers key areas such as developing business continuity plans, evaluating backup and restoration procedures, reviewing disaster recovery plans, and auditing business continuity and disaster recovery processes. The case study describes an organization that needs to update its business continuity and disaster recovery plans given significant growth. The IS auditor needs to evaluate the plans and make recommendations.
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This document discusses disaster recovery and business continuity planning. It defines business continuity planning (BCP) and disaster recovery planning (DRP) as processes for improving an organization's ability to continue operations during adverse events. The key aspects covered include identifying threats, developing recovery teams, creating emergency and backup plans, selecting alternative processing sites, testing plans, and maintaining plans over time. Regular auditing of BCP/DRP is also recommended to ensure plans remain adequate as business needs change.
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The document discusses business continuity planning and disaster recovery. It provides definitions of business continuity planning, disaster recovery planning, and information systems business continuity planning. It outlines the tasks of an information systems auditor in evaluating business continuity plans, including assessing backup and restore provisions, disaster recovery plans, and the organization's ability to continue essential operations during disruptions. The document also discusses other planning issues like involving relevant organizational units, risk assessments, and documentation of plans.
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Chap6 2007 Cisa Review Course
The document discusses business continuity and disaster recovery planning from an information systems auditing perspective. It covers key areas such as developing business continuity plans, evaluating backup and restoration procedures, reviewing disaster recovery plans, and auditing business continuity and disaster recovery processes. The case study describes an organization that needs to update its business continuity and disaster recovery plans given significant growth. The IS auditor needs to evaluate the plans and make recommendations.
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2) Create additional automated testing routines as part of continuous controls monitoring, including identifying duplicates, fraudulent patterns, and high-risk journal entries.
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1) Automate existing journal entry and employee expense testing through the use of scripts in audit software.
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Yes, an external auditor can help validate the effectiveness of the BCP. Some key reasons are:
- Provide an independent third-party perspective
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3. Risk assessment of applications, including assessing inherent risks related to the nature of the technology and how systems are configured and used. Application controls and IT general controls aim to mitigate risks to integrity, completeness, timeliness and availability of data.
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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.
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Business continuity is an organization's ability to maintain essential functions during and after a disaster through risk management processes and procedures. It aims to prevent interruptions and enable quick recovery. Key components include resilience through redundant systems, rapid recovery of critical functions, and contingency plans for various scenarios. Developing a business continuity plan involves a business impact analysis, risk assessment, designating management, and ongoing testing and updates. It is important for minimizing downtime and its effects from unpredictable events.
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This document outlines an approach to business continuity management (BCM) with the goal of ensuring business operations can continue after a disaster. It discusses key aspects of BCM including business impact analysis, risk analysis, business continuity planning, disaster recovery, and testing the plan. The steps involved are project initiation and planning, business impact analysis and risk analysis, business continuity planning, preparing for possible emergencies, disaster recovery, business recovery, training and awareness, testing, and maintaining the plan to keep it up to date.
Business continuity overview slideshare
A short presentation of the essentials of business continuity planning. Often put on the back burner because it's seems too complex. Whereas the principles are quite straightforward.
Section 1 describe the process (steps) you would use in any organiz
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.
Risk Management -- Business Continuity Planning and Management.pptx
This document outlines a presentation on business continuity planning and management. It discusses ISO principles of risk management, the differences between disaster recovery and business continuity, examples of unexpected events that could disrupt operations, and the importance of business continuity planning to avoid and manage risks. It also covers developing, implementing, and exercising a business continuity plan, and framing business continuity as an ongoing operational process rather than a one-time project.
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Integrating Resiliency As A Strategic Priority
The document outlines seven guiding principles for making business continuity and emergency management programs a strategic priority: 1) Integrate the program with risk management and other business programs; 2) Identify and engage key stakeholders; 3) Conduct comprehensive risk assessments to understand business operations; 4) Identify and support the needs of senior management; 5) Emphasize the strategic value of protecting people, reputation, cash flow and customer service; 6) Customize the program to fit the organization's structure and budget; 7) Focus on people, processes, technology and brand protection throughout response and recovery. The principles are aimed at moving programs from a compliance focus to competitive advantage.
Integrating Resiliency As A Strategic Priority
The document outlines seven guiding principles for making business continuity and emergency management programs a strategic priority. The principles are: 1) Integrate the program with risk management and other business programs; 2) Identify and engage key stakeholders; 3) Conduct comprehensive risk assessments to understand business operations; 4) Identify and support the needs of senior management; 5) Emphasize the strategic value of protecting people, reputation, and cash flow; 6) Customize the program to fit the organization's structure and budget; 7) Focus on people, processes, technology, and brand protection during response and recovery. Adopting these principles can help programs achieve synergy, competitive advantage, and senior management support.
A laypersons guide to business continuity management richard (2)
BCM is a strategic capability that allows organizations to continue operations during disruptions through planning and response. It identifies critical activities and recovery time objectives to generate continuity plans. Testing these plans helps ensure the organization can supply products/services during adverse events. Without a tested BCM program, a disruption could threaten business survival as insurance does not keep operations running. A well-tested BCM plan can prevent loss of market share and improve reputation, staff retention, and insurance ratings to keep the business operating.
Arens12e 08
Audit planning involves three main reasons: 1) to obtain sufficient evidence, 2) to help keep costs reasonable, and 3) to avoid misunderstandings with the client. The key parts of planning include accepting the client, understanding the client's business and industry, assessing business risks, and performing preliminary analytical procedures. Analytical procedures are used in the planning, testing, and completion phases of the audit to understand the client, identify possible misstatements, and reduce detailed tests. Common financial ratios used in analytical procedures include liquidity, activity, debt obligation, and profitability ratios.
2016.04.06.Business Continuity Planning
This document provides an overview of business continuity planning. It discusses the importance of having a BCP, the key roles involved, and the annual BCP cycle. The annual cycle consists of four steps: 1) reviewing the existing plan, 2) exercising the plan, 3) updating the plan based on lessons learned, and 4) verifying the updated plan is accurate and compliant. Maintaining an effective BCP is critical because the majority of businesses that experience a major disruption and lack a BCP end up failing within a few years.
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Business Continuity Plan TemplateCIO Maria Sosa has asked you to p.docx
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Business continuity planning and disaster recovery
Promotion_of_Business_Continuity_Management_-_Plan_Guide_and_template.pdf
Promotion_of_Business_Continuity_Management_-_Plan_Guide_and_template.pdf
Section 1 describe the process (steps) you would use in any organiz
Section 1 describe the process (steps) you would use in any organiz
Risk Management -- Business Continuity Planning and Management.pptx
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
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