Pmi glossary translated
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This document defines key terms used in reporting on various environmental metrics, including: - Absentee rate, which measures the percentage of full-day equivalent working days employees did not report to work - Hazardous waste, which is waste that poses threats to public health or the environment and requires special disposal procedures - Lost day rate, which measures the number of full-day equivalent working days lost due to workplace injury or illness - Purchased energy, which is energy obtained from third-party utility providers rather than generated on-site - Waste diversion, which refers to solid waste diverted from landfills through recycling, reuse, or composting
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Copyright © 2014 by McGraw-Hill Education.
Introduction
Disaster recovery and business continuity planning are separate but related concepts. In fact, disaster recovery is part of business continuity.
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Copyright © 2014 by McGraw-Hill Education.
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Copyright © 2014 by McGraw-Hill Education.
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Copyright © 2014 by McGraw-Hill Education.
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Copyright © 2014 by McGraw-Hill Education.
Introduction
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Copyright © 2014 by McGraw-Hill Education.
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Copyright © 2014 by McGraw-Hill Education.
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Introduction
Organizations grow by providing needed products and services. Overtime, successful
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includes providing the product and services in a predictable fashion that the client base
has grown to expect. Sometimes disasters occur which are unexpected. These disasters
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some are not. Generally, the disasters are not predictable when they happen.
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their assets, the assets of their clients and provides for continuing business according to
their service level agreements.
The outages that result from a disaster can range from a nuisance to a full blown
catastrophe. Consider an outage that occurs to a computer system that is controlling an
online gaming site, versus an outage to a computer system controlling a nuclear reactor or
hospital intensive care until.
If something interrupts an organizations ability to provide their product and services
clients will quickly seek other alternatives.
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Natural disasters such as earthquakes, fire, floods.
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infrastructure was devastated. Many dependent businesses thousands of miles
away were affected by the inability of the Japanese manufacturers to deliver on
manufacturing commitments such as automobiles and auto parts. The lack of parts
impacted car dealers and car users the world over. Similarly, when Thailand was
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products to them had to have contingency plans in place for their supply chain.
Without a business continuity plan that had contingencies for alternate suppliers
customers would turn to other alternatives.
Job actions such as: strikes, slowdowns, walkouts
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to travel. In some cases business travel was replaced with technology alternatives
such as video conferencing, messages and email. Personal travel was supplanted
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Viziya
Gaining control of maintenance costs through effective tools and continuous process improvement requires aligning analytics, budgeting, scheduling, warranty, and mobility solutions. This allows visibility into costs and helps prioritize critical assets to focus spending. Analytics provide insights to optimize maintenance programs and budgets. Budgeting tools like zero-based budgets and revisions help manage costs. Effective planning and scheduling, such as focusing on critical equipment, can increase uptime and revenue while decreasing costs. Warranty management and mobility solutions can further reduce spending and increase efficiency.
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Chapter 32Disaster Recovery, Business Continuity, Backups, a
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Disaster Recovery, Business Continuity,
Backups, and High Availability
Copyright © 2014 by McGraw-Hill Education.
Introduction
Disaster recovery and business continuity planning are separate but related concepts. In fact, disaster recovery is part of business continuity.
Disaster recovery (DR) concerns the recovery of the technical components of your business, such as computers, software, the network, data, and so on.
Business continuity planning (BCP) includes disaster recovery along with procedures to restore business operations and the underlying functionality of the business infrastructure needed to support the business, along with the resumption of the daily work of the people in your workplace. Business continuity planning is vital to keeping your business running and to providing a return to “business as usual” during a disaster.
Copyright © 2014 by McGraw-Hill Education.
What Constitutes a Disaster?
A disaster is defined as a “sudden, unplanned calamitous event causing great damage or loss” or “any event that creates an inability on an organization’s part to provide critical business functions for some predetermined period of time.”
With this general definition in mind, the disaster recovery planner or business continuity professional would sit down with all the principals in the organization and map out what would constitute a disaster for that organization. This is the initial stage
of creating a business impact analysis (BIA).
Copyright © 2014 by McGraw-Hill Education.
Service Assurance Methods
DR and BCP professionals work together to ensure the recoverability and continuity of all aspects of an organization that are affected by an outage or security event. This chapter analyzes the best practices and methodologies for DR and BCP.
We also give close consideration to backups, which are necessary for disaster recovery as well as recovery from less severe incidents. Tape backups, which have traditionally been a key component of DR strategies to move data from the primary data center to the backup site, are giving way to online, real-time data replication strategies to keep data synchronized.
We consider high availability in the final section of this chapter. All three of these components–DR/BCP, backups, and HA, form the core of a resiliency strategy for services and data.
Copyright © 2014 by McGraw-Hill Education.
Disaster Recovery
When you put together a disaster recovery plan, you need to understand how your organization’s information technology (IT) infrastructure, applications, and network support the business functions of the enterprise you are recovering.
For example, a particular business unit may claim not to need a certain application or function on day three of a disaster, but the technology process may dictate that the application should be available on day one, due to technological interdependencies. In this example, the DR planner should work with (and educate) the business unit ...
Disaster Recovery, Business Continuity, Backups, and High Av.docx
Disaster Recovery, Business Continuity,
Backups, and High Availability
Copyright © 2014 by McGraw-Hill Education.
Introduction
Disaster recovery and business continuity planning are separate but related concepts. In fact, disaster recovery is part of business continuity.
Disaster recovery (DR) concerns the recovery of the technical components of your business, such as computers, software, the network, data, and so on.
Business continuity planning (BCP) includes disaster recovery along with procedures to restore business operations and the underlying functionality of the business infrastructure needed to support the business, along with the resumption of the daily work of the people in your workplace. Business continuity planning is vital to keeping your business running and to providing a return to “business as usual” during a disaster.
Copyright © 2014 by McGraw-Hill Education.
What Constitutes a Disaster?
A disaster is defined as a “sudden, unplanned calamitous event causing great damage or loss” or “any event that creates an inability on an organization’s part to provide critical business functions for some predetermined period of time.”
With this general definition in mind, the disaster recovery planner or business continuity professional would sit down with all the principals in the organization and map out what would constitute a disaster for that organization. This is the initial stage
of creating a business impact analysis (BIA).
Copyright © 2014 by McGraw-Hill Education.
Service Assurance Methods
DR and BCP professionals work together to ensure the recoverability and continuity of all aspects of an organization that are affected by an outage or security event. This chapter analyzes the best practices and methodologies for DR and BCP.
We also give close consideration to backups, which are necessary for disaster recovery as well as recovery from less severe incidents. Tape backups, which have traditionally been a key component of DR strategies to move data from the primary data center to the backup site, are giving way to online, real-time data replication strategies to keep data synchronized.
We consider high availability in the final section of this chapter. All three of these components–DR/BCP, backups, and HA, form the core of a resiliency strategy for services and data.
Copyright © 2014 by McGraw-Hill Education.
Disaster Recovery
When you put together a disaster recovery plan, you need to understand how your organization’s information technology (IT) infrastructure, applications, and network support the business functions of the enterprise you are recovering.
For example, a particular business unit may claim not to need a certain application or function on day three of a disaster, but the technology process may dictate that the application should be available on day one, due to technological interdependencies. In this example, the DR planner should work with (and educate) the business unit to help th ...
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COM-CON Session Topics
● How to leverage social media marketing
● Why we need to prioritize data privacy
● The art of writing effective speeches
● Professional networking strategies
● Using micro-influencers to boost your brand
● Reputation management
COM-CON Audiences
● Day 1: Students, aged 18–24, from public relations programs at local schools
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Presentation Types
● Poster session
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● Keynote presentation (approximately 250 people in an auditorium)
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Chapter 32
Disaster Recovery, Business Continuity,
Backups, and High Availability
Copyright © 2014 by McGraw-Hill Education.
Introduction
Disaster recovery and business continuity planning are separate but related concepts. In fact, disaster recovery is part of business continuity.
Disaster recovery (DR) concerns the recovery of the technical components of your business, such as computers, software, the network, data, and so on.
Business continuity planning (BCP) includes disaster recovery along with procedures to restore business operations and the underlying functionality of the business infrastructure needed to support the business, along with the resumption of the daily work of the people in your workplace. Business continuity planning is vital to keeping your business running and to providing a return to “business as usual” during a disaster.
Copyright © 2014 by McGraw-Hill Education.
What Constitutes a Disaster?
A disaster is defined as a “sudden, unplanned calamitous event causing great damage or loss” or “any event that creates an inability on an organization’s part to provide critical business functions for some predetermined period of time.”
With this general definition in mind, the disaster recovery planner or business continuity professional would sit down with all the principals in the organization and map out what would constitute a disaster for that organization. This is the initial stage
of creating a business impact analysis (BIA).
Copyright © 2014 by McGraw-Hill Education.
Service Assurance Methods
DR and BCP professionals work together to ensure the recoverability and continuity of all aspects of an organization that are affected by an outage or security event. This chapter analyzes the best practices and methodologies for DR and BCP.
We also give close consideration to backups, which are necessary for disaster recovery as well as recovery from less severe incidents. Tape backups, which have traditionally been a key component of DR strategies to move data from the primary data center to the backup site, are giving way to online, real-time data replication strategies to keep dat ...
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Introduction
Organizations grow by providing needed products and services. Overtime, successful
companies will grow as they continue to fill the need of their customer base. This
includes providing the product and services in a predictable fashion that the client base
has grown to expect. Sometimes disasters occur which are unexpected. These disasters
take various forms and can be caused by various events. Some disasters are manmade and
some are not. Generally, the disasters are not predictable when they happen.
Organizations need to prepare for these disasters. They need to have a plan that protects
their assets, the assets of their clients and provides for continuing business according to
their service level agreements.
The outages that result from a disaster can range from a nuisance to a full blown
catastrophe. Consider an outage that occurs to a computer system that is controlling an
online gaming site, versus an outage to a computer system controlling a nuclear reactor or
hospital intensive care until.
If something interrupts an organizations ability to provide their product and services
clients will quickly seek other alternatives.
Sudden interruptions in the delivery of an organizations product and services can occur in
a variety of ways; consider the following few:
Natural disasters such as earthquakes, fire, floods.
When Japan was hit by an earthquake, tsunami and nuclear plant breach their
infrastructure was devastated. Many dependent businesses thousands of miles
away were affected by the inability of the Japanese manufacturers to deliver on
manufacturing commitments such as automobiles and auto parts. The lack of parts
impacted car dealers and car users the world over. Similarly, when Thailand was
hit by floods their ability to deliver disk drives and other semi-conductor parts to
computer manufacturers forced these manufacturers to seek alternate suppliers.
In both these cases organizations that relied on Japan and Thailand to deliver
products to them had to have contingency plans in place for their supply chain.
Without a business continuity plan that had contingencies for alternate suppliers
customers would turn to other alternatives.
Job actions such as: strikes, slowdowns, walkouts
Airline pilots go on strike; forcing customers to seek alternate means of travel for
personal use and business. In some cases, people were forced to seek alternatives
to travel. In some cases business travel was replaced with technology alternatives
such as video conferencing, messages and email. Personal travel was supplanted
with train travel and trips closer to home that could be done with an automobile.
There isn’t much of a contingency for not having trained pilots. But part of a
disaster recovery plan would be to have some good-will gestures in place to win
back the customer base ...
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2. It recommends that companies reassess capital projects, get smarter about workforce management including contractors, shrink their corporate centers, and better communicate their value stories to investors.
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Gaining control of maintenance costs through effective tools and continuous process improvement requires aligning analytics, budgeting, scheduling, warranty, and mobility solutions. This allows visibility into costs and helps prioritize critical assets to focus spending. Analytics provide insights to optimize maintenance programs and budgets. Budgeting tools like zero-based budgets and revisions help manage costs. Effective planning and scheduling, such as focusing on critical equipment, can increase uptime and revenue while decreasing costs. Warranty management and mobility solutions can further reduce spending and increase efficiency.
A to Z of Business Continuity Managment
Business continuity is a far reaching topic that many business owners and managers do not think about until it is too late. ‘It will never happen to me’ until it does and then the majority of businesses cease to exist within 2 years of a serious incident.
Yes, business continuity can take a few months to implement properly. Yes, it takes some effort, resource and money to implement and maintain and Yes, it takes some focus away from all the urgent things on your to do list for a short time. BUT an implemented, tested and accredited Business Continuity Management System can win you new business, help you retain existing business and ultimately, should the worst happen, keep you in business!
In this A to Z I’ll be talking about some of the main terminology that Business Continuity Practitioners will bamboozle you with. I should know, I am one!
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CDP Global Supply Chain Report 2014: Collaborative Action on Climate Risk
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Pmi glossary translated
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- 3. Total production 总产量 Total production refers to the total number of units produced by your facility in 2013. PMI is requesting this information, in addition to the percentage of total production that was for brands of PMI, in order to understand the percentage of your company's environmental impacts that relate to PMI products. 总产量是指贵工厂 2013 年的产品生产总数量。PMI 要求这些信息，与此同时也要求 PMI 所有品牌产品在总产量中所占百分比，从而了解到 PMI 产品在贵公司对环境影响中所占 的比重。 Waste diversion 废弃物转移 Waste diversion is any solid waste that is diverted away from the landfill via such means as recycling, reuse, or composting. Total solid waste is generally made up of that waste which cannot be diverted from the landfill and that which can. 废弃物转移是指固体废弃物从填埋方式转化其他处理方式，比如：循环使用，重复使用或 者堆肥。从整体上来讲， 废弃物一般由可从填埋方式转化为其他方式处理的废弃物和不 可从填埋方式转化为其他方式处理的废弃物两部分组成。 Wastewater 废水 Wastewater is defined as water that has been modified through human activity and poses substantial or potential threats to public health or the environment. Companies are generally required to treat wastewater generated in their facility before disposing of it. 废水是指通过人类活动而使用过的水，其对公众健康或环境存在大量或潜在的威胁。企业 被要求在排放之前对其所产生的废水做好处理工作。