Project Management and ICS article
•
0 likes•212 views
The document describes how incident management, which manages emergency situations, is a specialized form of project management. It introduces the Incident Command System (ICS), which provides standardized guidance and best practices for emergency response management in the US. ICS resulted from the need for a new approach to managing wildfires in the 1970s. It addresses common challenges faced in emergency responses through a functional, hierarchical organization with standardized communication and terminology. The key project planning document in ICS is the Incident Action Plan, which is updated at least twice daily to adapt to changing conditions, similar to how a project manager would update plans. ICS provides a detailed, documented process for developing, approving, and implementing the IAP during each operational period.
Report
Share
Report
Share
Download to read offline
![The Emergency Project
David Rudawitz PMP
[sound of Plectron1
signals coming over the intercom] [loud klaxon sound] “Stations 18, 21, 51, 116, Hazmat 10,
Deluge 127 and Battalion 7; explosion and fire at Circle X refinery 19600 nineteen thousand six hundred Carson
Blvd. Carson, time out 10:46”. Paramedics Gage and Desoto get into Rescue 51 and proceed out of the station ….
“LA, Battalion 7 at scene with a fully involved cracking tower, workers trapped on adjacent structures and several
gasoline storage tanks threatened. Request a second alarm, Battalion 7 is assuming command as Circle X
Command.”
So about now you are probably wondering what the start of the old TV show “Emergency” has to do with project
management. What this story line is portraying, if it were in real life, is the start of a project. Incident
Management, which is the overall term used to describe the management of emergency situations, is a very
specialized version of project management. The “incident” is the project whether it is putting out a fire, rescuing
occupants of a crashed aircraft, capturing a sniper, locating a missing hiker or cleaning up a hazardous material
spill.
Remember that the definition of a project is “a temporary group activity designed to produce a unique product,
service or result.” Putting out a fire, rescuing a hiker, capturing a sniper, cleaning up a hazardous material spill,
etc. all fit this definition. This is true even if the emergency is as small as burning dinner on the stove to the
Deepwater Horizon Oil Spill of 2010.
There are standards and an entire body of knowledge that is the analogy to the PMBOKTM
. Called the Incident
Command System, or ICS, it provides a full range of guidance, job aids and best practice that is universally followed
within the emergency management community in the United States. In fact, the use of ICS is required2
if a
jurisdiction desires to be reimbursed by FEMA for extraordinary disaster expenses. Also, as an accepted best
practice, failure to use (or properly use) ICS during the management of an emergency, may expose the offending
agency (or company) to liability for injuries and other damages resulting from, or not mitigated by, their
emergency response.
ICS3
resulted from the obvious need for a new approach to the problem of managing rapidly moving wildfires in
the early 1970s. At that time, emergency managers faced a number of problems.
• Too many people reporting to one supervisor.
• Different emergency response organizational structures.
• Lack of reliable incident information.
• Inadequate and incompatible communications.
• Lack of a structure for coordinated planning between agencies.
• Unclear lines of authority.
• Terminology differences between agencies.
• Unclear or unspecified incident objectives.
1
A Plectron is a specialized VHF/UHF single-channel, emergency alerting radio receiver, used to activate emergency response
personnel, and disaster warning systems. The tones transmitted by this system are very distinctive and indicative of fire
dispatch systems.
2
National Incident Management System, December 2008, US Department of Homeland Security (see
http://www.fema.gov/emergency/nims/ for more details and information.
3
History of ICS, October 1994, Incident Command System National Training Curriculum
(http://www.nwcg.gov/pms/forms/compan/history.pdf)](https://image.slidesharecdn.com/8b357115-ceaf-4e24-a7f9-c461a41fef46-151111194702-lva1-app6891/85/Project-Management-and-ICS-article-1-320.jpg)
Recommended
Incident Command System
The Incident Command System (ICS) is a model for command, control, and coordination of emergency response at the site level.
ICS is “Organized Common Sense”
Ics
The Incident Command System (ICS) is a standardized approach to the command, control, and coordination of emergency response that provides a common hierarchy within which responders from multiple agencies can be effective. ICS defines chain of command, management, and operational structures and addresses weaknesses of the past like lack of accountability, poor communication, and an overloaded incident commander. The system establishes common terminology, modular organization, management by objectives, and a unified command structure to coordinate response while maintaining unity of command.
ICS and you
This document provides an overview of the Incident Command System (ICS) and how it relates to emergency communications. It explains that ICS training is required for various emergency response roles, with higher levels of training needed for more senior positions. The document outlines where communications functions fit within the ICS structure, typically within the Logistics Section. It also discusses forms used for communications planning and gives an example scenario of planning radio communications for a large parade event.
ICS Review & Response
The document provides an overview of the Incident Command System (ICS) for responding to emergencies. It describes the basic features and management functions of ICS including command, operations, planning, logistics, and finance/administration. It also outlines steps for incident notification, situation analysis, developing an incident action plan, and transferring command responsibility.
School Incident Management Presentation
The document discusses key principles of the National Incident Management System (NIMS) and Incident Command System (ICS) and how they can be applied to school-based emergencies. It explains that NIMS provides a standardized framework for incident response that improves coordination between responding agencies. The ICS establishes clear lines of command, management sections, common terminology and organizational structures to effectively respond to various incidents. The document outlines ICS roles and responsibilities and how schools can integrate NIMS and ICS principles into their emergency plans.
03 hics training first receiver
The document discusses the Hospital Incident Command System (HICS) used at UCSF Medical Center to coordinate emergency response. HICS provides command, control and coordination during an emergency through a standardized organizational structure with sections for command, operations, planning, logistics and finance. It also outlines the roles and responsibilities of personnel during emergencies, including initiating HICS, setting up a hospital command center, and maintaining personal preparedness kits.
Incident command
The document provides information on building capacity for crisis response and incident management. It discusses the four phases of crisis management: mitigation/prevention, preparedness, response, and recovery. It emphasizes the importance of having crisis plans, conducting drills, assessing buildings, and using an incident command system. The document stresses being prepared at all levels through assessment, planning, training, and coordination with first responders.
INCIDENT RESPONSE SYSTEM (IRS)
An incident response system (IRS) is an effective system for managing emergencies and natural disasters. The IRS uses a standardized, scalable organizational structure to coordinate response across agencies. It divides response into operational functions - command, planning, operations, logistics, and finance/administration - each led by a section chief. This proven system allows for flexible management of resources and personnel according to the incident's needs and scale. The IRS aims to integrate agencies, avoid duplication of efforts, and improve accountability, communication and planning during emergency response.
Recommended
Incident Command System
The Incident Command System (ICS) is a model for command, control, and coordination of emergency response at the site level.
ICS is “Organized Common Sense”
Ics
The Incident Command System (ICS) is a standardized approach to the command, control, and coordination of emergency response that provides a common hierarchy within which responders from multiple agencies can be effective. ICS defines chain of command, management, and operational structures and addresses weaknesses of the past like lack of accountability, poor communication, and an overloaded incident commander. The system establishes common terminology, modular organization, management by objectives, and a unified command structure to coordinate response while maintaining unity of command.
ICS and you
This document provides an overview of the Incident Command System (ICS) and how it relates to emergency communications. It explains that ICS training is required for various emergency response roles, with higher levels of training needed for more senior positions. The document outlines where communications functions fit within the ICS structure, typically within the Logistics Section. It also discusses forms used for communications planning and gives an example scenario of planning radio communications for a large parade event.
ICS Review & Response
The document provides an overview of the Incident Command System (ICS) for responding to emergencies. It describes the basic features and management functions of ICS including command, operations, planning, logistics, and finance/administration. It also outlines steps for incident notification, situation analysis, developing an incident action plan, and transferring command responsibility.
School Incident Management Presentation
The document discusses key principles of the National Incident Management System (NIMS) and Incident Command System (ICS) and how they can be applied to school-based emergencies. It explains that NIMS provides a standardized framework for incident response that improves coordination between responding agencies. The ICS establishes clear lines of command, management sections, common terminology and organizational structures to effectively respond to various incidents. The document outlines ICS roles and responsibilities and how schools can integrate NIMS and ICS principles into their emergency plans.
03 hics training first receiver
The document discusses the Hospital Incident Command System (HICS) used at UCSF Medical Center to coordinate emergency response. HICS provides command, control and coordination during an emergency through a standardized organizational structure with sections for command, operations, planning, logistics and finance. It also outlines the roles and responsibilities of personnel during emergencies, including initiating HICS, setting up a hospital command center, and maintaining personal preparedness kits.
Incident command
The document provides information on building capacity for crisis response and incident management. It discusses the four phases of crisis management: mitigation/prevention, preparedness, response, and recovery. It emphasizes the importance of having crisis plans, conducting drills, assessing buildings, and using an incident command system. The document stresses being prepared at all levels through assessment, planning, training, and coordination with first responders.
INCIDENT RESPONSE SYSTEM (IRS)
An incident response system (IRS) is an effective system for managing emergencies and natural disasters. The IRS uses a standardized, scalable organizational structure to coordinate response across agencies. It divides response into operational functions - command, planning, operations, logistics, and finance/administration - each led by a section chief. This proven system allows for flexible management of resources and personnel according to the incident's needs and scale. The IRS aims to integrate agencies, avoid duplication of efforts, and improve accountability, communication and planning during emergency response.
Emergency Preparedness - Implementing an Incident Command System within a Mul...
Emergency Preparedness - Implementing an Incident Command System within a Mul...Rochester Gas and Electric
The document discusses implementing an Incident Command System (ICS) within a multi-company organization. Some key points:
- The ICS will integrate three operating companies under common terminology and standards to improve coordination during emergencies.
- The system establishes an Incident Command structure for each affected area and an Area Command to coordinate company-wide response.
- Over 70 ICS roles have been defined, including roles for planning, operations, logistics, safety, public information and public liaison.
- An Incident Position Guide details each role and how the ICS structure would function during an emergency response.Incident Command System in the Private Sector - An Overview
The document discusses the Incident Command System (ICS), an organizational structure for managing emergencies and incidents. It describes the key components of ICS including the five main teams (Command, Operations, Planning/Intelligence, Logistics, Finance), their roles, and the benefits of using a standardized ICS structure. The presentation provides an overview of ICS and examples of how different organizations have implemented ICS teams within their own structures.
Ics plain & simple
The Incident Command System (ICS) is a standardized approach to incident management that is used by first responders in the United States. ICS was originally developed in Southern California in the 1970s to coordinate response to wildfires. It is a flexible, scalable system that divides incident response activities into five functions or sections - Command, Operations, Logistics, Planning/Intelligence, and Administration/Finance. Each section is responsible for a particular aspect of response such as managing resources, conducting tactical operations, planning, and financial management. The system allows response efforts to expand or contract depending on the needs of the incident.
Challenging Environment In Asia Requires Emergency Response
This document discusses the need for emergency response planning in challenging business environments in Asia. It begins by outlining common business disruptions like power failures, fires, and civil disturbances. It then defines an emergency as an unplanned event that can cause harm or shut down business operations. Major events are described as sudden, damaging incidents requiring response from external organizations. The document emphasizes the importance of emergency response planning through a case study of how Morgan Stanley successfully evacuated their offices from the World Trade Center on 9/11 through advance planning and drills. It provides an outline of the key components an emergency response plan should contain, such as roles, communication procedures, and training requirements.
Command systems
The document discusses command systems used in emergency operations. It introduces the Incident Command System (ICS), which was developed in California in the 1970s in response to wildfires. ICS establishes a standardized organizational structure and common terminology to coordinate multi-agency emergency response. It is a modular system with five main sections: command, operations, planning, logistics, and finance/administration. The ICS aims to integrate the different organizations responding to an incident under a unified command structure to efficiently manage resources and improve information sharing. While ICS provides an effective framework when objectives are clear and organizations collaborate well, it also faces some criticism around flexibility and its ability to manage large-scale, prolonged emergencies.
DR luncheon presentation
This document discusses the author's experience as the CIO of a financial firm located near the World Trade Center during and after the 9/11 attacks, including developing a disaster recovery plan that was not initially approved by management, invoking the plan on 9/11, and the aftermath and lessons learned from responding to the disaster without proper planning and resources in place. It also provides recommendations for components to include in a disaster recovery plan to prepare an organization for future incidents.
Practical_Guide_for_Disaster_Avoidance
This document provides a summary of key aspects that should be considered when developing a disaster preparedness plan for mission-critical facilities. It discusses the types of disasters that can occur and how to prevent failures through comprehensive design, maintenance programs, and addressing human errors. The disaster planning process involves preparation, detection and response, and recovery. Critical information and resources need to be backed up and stored at multiple locations. Assessments of hazards, vulnerabilities, risks, recovery capabilities, and safety are recommended to identify weaknesses and improve the disaster preparedness plan.
The National Incident Management System: Rethinking Command and Control
The document discusses the development and benefits of the National Incident Management System (NIMS), which standardized the command and control structure used across different emergency response agencies. It describes how NIMS was created based on lessons learned from major disasters where uncoordinated responses hampered effectiveness. NIMS incorporates the Incident Command System (ICS), which establishes clear leadership and roles through concepts like unified command. ICS allows the response structure to flexibly expand based on the size and needs of the incident. This modular system is designed to improve coordination and save lives.
Business continuity at_northrop_grumman
The document summarizes Northrop Grumman's experience with and recovery from Hurricane Katrina in 2005. Key points:
- Katrina caused severe damage to Northrop Grumman's shipbuilding facilities and IT infrastructure in Mississippi and Louisiana.
- The company's disaster preparedness helped minimize data loss and enabled relocation of IT workers and restoration of key applications within weeks.
- Lessons learned included keeping data centers out of harm's way, planning for public infrastructure failures, and leveraging suppliers in recovery plans.
National Incident Management System Update
Matt Bernard discusses Changes in the National Incident Management System and how it will affect Federal, State and Local Operatons.
Disaster Resilience Scorecard for Cities
Based on the 'Ten Essentials', this disaster resilience scorecard identifies risk and provides a basis for future investments.
IBM and AECOM have developed the Disaster Resilience Scorecard for the United Nations Making Cities Resilient Campaign, to be available free to any city to enable it to assess its resilience to natural hazards. While some hazards such as earthquakes and tsunamis have always been present, others such as floods, hurricanes, tornados or heat events are expected to increase in frequency and severity due to the changing climate. With growing populations and urbanization putting more lives and economic activity in harm’s way, it is imperative that the world’s cities learn to understand and manage the risks that they face. The scorecard provides a mechanism to measure a city’s progress in this activity and allow the city to develop a prioritized list of actions to be taken to improve resilience. This document answers frequently asked questions.
Crisis communication
This document discusses crisis communication and management. It provides information on:
- Defining a crisis as an unpredictable threat that requires urgent response and damages an organization.
- The importance of open and timely communication during a crisis to maintain credibility.
- Examples of poor communication during past crises like Three Mile Island and the sinking of the Russian submarine Kursk, which undermined trust.
- Best practices for crisis communication including contingency planning, designating spokespeople, providing accurate information to decision-makers, and considering apologies.
Gold Silver Bronze Command By J Mc Cann
The UK uses a gold-silver-bronze command structure for emergency management. The gold commander is overall in control from a distant command center, silver commander is in charge on scene, and bronze commander directly controls resources on scene. An example is the 2005 Buncefield oil depot fire, where the strategic operation was run from gold command off site, silver was initially on site then moved, and bronze was on the fire ground. Emergency management involves mitigation, preparation, response, and recovery phases.
SHEL Model
The ICAO SHELL model is a conceptual framework that views human factors through the interaction of liveware (humans), software, hardware, and environment. It represents these components as building blocks and focuses on the interfaces between them, particularly liveware-liveware (interactions between people), liveware-software, liveware-hardware, and liveware-environment. The goal is to understand and minimize stress or breakdown in the system by properly accounting for these interactive dimensions.
Pre loss interactive
Whatever the cleaning or restoration need, ServiceMaster Restore meets the highest standards for water damage restoration, flood damage, fire damage repair, smoke damage, mold remediation and disaster planning and recovery services.
water damage restoration vero beach
ServiceMaster By Glenn's is here to help 24 hours a day, 7 days a week, 365 days a year when you need water damage restoration emergency service. Our knowledgable experts and professional services are available in South Florida anytime and anywhere.
Bringing order to chaos ahmp conf sept12 - rd
The document discusses best practices for managing large-scale emergency responses. It identifies three key elements: understanding the unique characteristics of large-scale responses; designing for complex, layered decision-making; and generating and understanding meaningful information. It analyzes past large crises like 9/11, anthrax attacks, Hurricane Katrina, and Deepwater Horizon to identify lessons learned about the novelty, complexity, and consequences involved. It emphasizes the need for flexible, collaborative leadership and decision structures as well as common information sharing to effectively manage complex, high-stakes emergencies.
Example Crisis Action Plan (1)
This document is an example crisis action plan created by Herschel Campbell for a fictional company called Oil Services Global Security Center (OSGSC). The plan contains sections on activation instructions, a table of contents, the OSGSC's mission and organization structure, threat assessments, mitigation strategies, contingency plans for various crisis events, recovery procedures, and appendices with additional details. The plan is intended to ensure continuity of OSGSC operations during any crisis situations.
Contingency action plan in disaster managment
This document outlines a contingency action plan presented by Numaan Tole, Zoher Jetpurwala, and Samraiz Tejani. It defines contingency planning as developing strategies, arrangements, and procedures to address humanitarian needs during crises. The plan identifies potential natural disasters, manmade disasters, and other risks. It describes key elements of a contingency plan such as response strategy, implementation plan, operational support plan, preparedness plan, and budget. Finally, it discusses contingency planning processes and provides a sample contingency plan for emergency water distribution for refugees.
Ccg 5 april 2014
CCG is a medical disaster preparedness group that provides tools and consulting to improve crisis decision-making and coordination during disaster response. They offer preparedness platforms including training exercises, response plans, and recovery platforms. Their vision is to dramatically increase effective medical disaster response and achieve real-time situational awareness for medical organizations. CCG staff are experienced retired medical and disaster professionals who provide senior-level preparedness consulting to various decision-makers and organizations. They develop exercise programs using different platforms to train leaders, staff, and first responders to be prepared for disasters.
Contingency Plan WAK BANKS ATM
The document outlines the IT Manager's contingency plan presentation to the Executive Board and President of the bank. The plan addresses disaster events, recovery planning, technologies used, contingency operations, costs of recovery, employee awareness, impacts on business operations, and conclusions. It includes a table of contents and sections on prologue, disaster events, recovery planning, technology used, contingency of operations, costs of recovery, employee awareness, impacts on business operations, and conclusion. The plan aims to safeguard the bank's systems and operations in the event of an earthquake, political unrest, or other disruptions through strategies such as data backup, identification of roles and solutions, testing, and employee training.
MIT BUSINESS CONTINUITY PLAN This is an external rele.docx
MIT BUSINESS CONTINUITY PLAN
This is an external release of the MIT Business Continuity Plan.
For information on the plan or Business Continuity Planning at MIT, call Jerry Isaacson MIT
Information Security Office at (617) 253-1440 or send e-mail to [email protected]
Copyright 1995 Massachusetts Institute of Technology
To Page the BCMT Duty Person:
Duty Person To just leave phone number To leave an 80 character message
Number to call back dial: call ______________and give PIN #
1
2
For recorded disaster recovery status reports and announcements
during the emergency
call: _________
Copyright 1995 Massachusetts Institute of Technology
Table of Contents
Part I. Introduction
1Introduction to This Document 1
Part II. Design of the Plan 3
Overview of the Business Continuity Plan 3
Purpose 3
Assumptions 3
Development 4
Maintenance 4
Testing 4
Organization of Disaster Response and Recovery 4
Administrative Computing Steering Committee 4
Business Continuity Management Team 5
Business Continuity Management Team 5
Institute Support Teams: 6
Disaster Response 7
Disaster Detection and Determination 7
Disaster Notification 8
Initiation of the Institute's Business Continuity Plan 8
Activation of a Designated Hot Site 8
Dissemination of Public Information 9
Disaster Recovery Strategy 9
Scope of the Business Continuity Plan 11
Category I Critical Functions 11
Category II Essential Functions 11
Category III - Necessary Functions 11
Category IV - Desirable Functions 11
Part III. Team Descriptions 12
Institute Support Teams 14
Business Continuity Management Team 14
Damage Assessment/Salvage 15
Campus Police 16
MIT News Office - Public Information 17
Insurance 19
Telecommunications 20
Part IV. Recovery Procedures 21
Notification List 21
To reach the BCMT Duty Person: 22
Business Continuity Management Team Coordinator 25
Damage Assessment/Salvage 26
Salvage Operations 27
Campus Police 28
MIT News Office - Public Information 29
Insurance Team 31
Telecommunications 32
Appendix A - Recovery Facilities 33
Emergency Operations Centers 33
Appendix B - Category I, II & III functions 34
Appendix C - Plan Distribution List 35
Business Continuity Management Team 37
BCMT Duty Person Procedures 38
GUIDE TO BCMT ACTIVATION 39
Part I. Introduction
Part I contains information about this document, which provides the written record of the
Massachusetts Institute of Technology Business Continuity Plan.
Introduction to This Document
Planning for the business continuity of MIT in the aftermath of a disaster is a complex task.
Preparation for, response to, and recovery from a disaster affecting the administrative functions
of the Institute requires the cooperative efforts of many support organizations in partnership with
the functional areas supporting the "busine ...
Individual Risk Management
This document summarizes an individual risk management paper. It discusses how risk management aims to minimize negative impacts and maximize positive impacts during projects. Risks are multifaceted as their impacts can vary at different stages. An example is given of design defects in construction that may not be identified immediately. The risk management plan categorizes risks by level and provides a matrix to understand costs, time, scope, and quality impacts. A risk breakdown structure is also presented.
More Related Content
What's hot
Emergency Preparedness - Implementing an Incident Command System within a Mul...
Emergency Preparedness - Implementing an Incident Command System within a Mul...Rochester Gas and Electric
The document discusses implementing an Incident Command System (ICS) within a multi-company organization. Some key points:
- The ICS will integrate three operating companies under common terminology and standards to improve coordination during emergencies.
- The system establishes an Incident Command structure for each affected area and an Area Command to coordinate company-wide response.
- Over 70 ICS roles have been defined, including roles for planning, operations, logistics, safety, public information and public liaison.
- An Incident Position Guide details each role and how the ICS structure would function during an emergency response.Incident Command System in the Private Sector - An Overview
The document discusses the Incident Command System (ICS), an organizational structure for managing emergencies and incidents. It describes the key components of ICS including the five main teams (Command, Operations, Planning/Intelligence, Logistics, Finance), their roles, and the benefits of using a standardized ICS structure. The presentation provides an overview of ICS and examples of how different organizations have implemented ICS teams within their own structures.
Ics plain & simple
The Incident Command System (ICS) is a standardized approach to incident management that is used by first responders in the United States. ICS was originally developed in Southern California in the 1970s to coordinate response to wildfires. It is a flexible, scalable system that divides incident response activities into five functions or sections - Command, Operations, Logistics, Planning/Intelligence, and Administration/Finance. Each section is responsible for a particular aspect of response such as managing resources, conducting tactical operations, planning, and financial management. The system allows response efforts to expand or contract depending on the needs of the incident.
Challenging Environment In Asia Requires Emergency Response
This document discusses the need for emergency response planning in challenging business environments in Asia. It begins by outlining common business disruptions like power failures, fires, and civil disturbances. It then defines an emergency as an unplanned event that can cause harm or shut down business operations. Major events are described as sudden, damaging incidents requiring response from external organizations. The document emphasizes the importance of emergency response planning through a case study of how Morgan Stanley successfully evacuated their offices from the World Trade Center on 9/11 through advance planning and drills. It provides an outline of the key components an emergency response plan should contain, such as roles, communication procedures, and training requirements.
Command systems
The document discusses command systems used in emergency operations. It introduces the Incident Command System (ICS), which was developed in California in the 1970s in response to wildfires. ICS establishes a standardized organizational structure and common terminology to coordinate multi-agency emergency response. It is a modular system with five main sections: command, operations, planning, logistics, and finance/administration. The ICS aims to integrate the different organizations responding to an incident under a unified command structure to efficiently manage resources and improve information sharing. While ICS provides an effective framework when objectives are clear and organizations collaborate well, it also faces some criticism around flexibility and its ability to manage large-scale, prolonged emergencies.
DR luncheon presentation
This document discusses the author's experience as the CIO of a financial firm located near the World Trade Center during and after the 9/11 attacks, including developing a disaster recovery plan that was not initially approved by management, invoking the plan on 9/11, and the aftermath and lessons learned from responding to the disaster without proper planning and resources in place. It also provides recommendations for components to include in a disaster recovery plan to prepare an organization for future incidents.
Practical_Guide_for_Disaster_Avoidance
This document provides a summary of key aspects that should be considered when developing a disaster preparedness plan for mission-critical facilities. It discusses the types of disasters that can occur and how to prevent failures through comprehensive design, maintenance programs, and addressing human errors. The disaster planning process involves preparation, detection and response, and recovery. Critical information and resources need to be backed up and stored at multiple locations. Assessments of hazards, vulnerabilities, risks, recovery capabilities, and safety are recommended to identify weaknesses and improve the disaster preparedness plan.
The National Incident Management System: Rethinking Command and Control
The document discusses the development and benefits of the National Incident Management System (NIMS), which standardized the command and control structure used across different emergency response agencies. It describes how NIMS was created based on lessons learned from major disasters where uncoordinated responses hampered effectiveness. NIMS incorporates the Incident Command System (ICS), which establishes clear leadership and roles through concepts like unified command. ICS allows the response structure to flexibly expand based on the size and needs of the incident. This modular system is designed to improve coordination and save lives.
Business continuity at_northrop_grumman
The document summarizes Northrop Grumman's experience with and recovery from Hurricane Katrina in 2005. Key points:
- Katrina caused severe damage to Northrop Grumman's shipbuilding facilities and IT infrastructure in Mississippi and Louisiana.
- The company's disaster preparedness helped minimize data loss and enabled relocation of IT workers and restoration of key applications within weeks.
- Lessons learned included keeping data centers out of harm's way, planning for public infrastructure failures, and leveraging suppliers in recovery plans.
National Incident Management System Update
Matt Bernard discusses Changes in the National Incident Management System and how it will affect Federal, State and Local Operatons.
Disaster Resilience Scorecard for Cities
Based on the 'Ten Essentials', this disaster resilience scorecard identifies risk and provides a basis for future investments.
IBM and AECOM have developed the Disaster Resilience Scorecard for the United Nations Making Cities Resilient Campaign, to be available free to any city to enable it to assess its resilience to natural hazards. While some hazards such as earthquakes and tsunamis have always been present, others such as floods, hurricanes, tornados or heat events are expected to increase in frequency and severity due to the changing climate. With growing populations and urbanization putting more lives and economic activity in harm’s way, it is imperative that the world’s cities learn to understand and manage the risks that they face. The scorecard provides a mechanism to measure a city’s progress in this activity and allow the city to develop a prioritized list of actions to be taken to improve resilience. This document answers frequently asked questions.
Crisis communication
This document discusses crisis communication and management. It provides information on:
- Defining a crisis as an unpredictable threat that requires urgent response and damages an organization.
- The importance of open and timely communication during a crisis to maintain credibility.
- Examples of poor communication during past crises like Three Mile Island and the sinking of the Russian submarine Kursk, which undermined trust.
- Best practices for crisis communication including contingency planning, designating spokespeople, providing accurate information to decision-makers, and considering apologies.
Gold Silver Bronze Command By J Mc Cann
The UK uses a gold-silver-bronze command structure for emergency management. The gold commander is overall in control from a distant command center, silver commander is in charge on scene, and bronze commander directly controls resources on scene. An example is the 2005 Buncefield oil depot fire, where the strategic operation was run from gold command off site, silver was initially on site then moved, and bronze was on the fire ground. Emergency management involves mitigation, preparation, response, and recovery phases.
SHEL Model
The ICAO SHELL model is a conceptual framework that views human factors through the interaction of liveware (humans), software, hardware, and environment. It represents these components as building blocks and focuses on the interfaces between them, particularly liveware-liveware (interactions between people), liveware-software, liveware-hardware, and liveware-environment. The goal is to understand and minimize stress or breakdown in the system by properly accounting for these interactive dimensions.
Pre loss interactive
Whatever the cleaning or restoration need, ServiceMaster Restore meets the highest standards for water damage restoration, flood damage, fire damage repair, smoke damage, mold remediation and disaster planning and recovery services.
water damage restoration vero beach
ServiceMaster By Glenn's is here to help 24 hours a day, 7 days a week, 365 days a year when you need water damage restoration emergency service. Our knowledgable experts and professional services are available in South Florida anytime and anywhere.
Bringing order to chaos ahmp conf sept12 - rd
The document discusses best practices for managing large-scale emergency responses. It identifies three key elements: understanding the unique characteristics of large-scale responses; designing for complex, layered decision-making; and generating and understanding meaningful information. It analyzes past large crises like 9/11, anthrax attacks, Hurricane Katrina, and Deepwater Horizon to identify lessons learned about the novelty, complexity, and consequences involved. It emphasizes the need for flexible, collaborative leadership and decision structures as well as common information sharing to effectively manage complex, high-stakes emergencies.
Example Crisis Action Plan (1)
This document is an example crisis action plan created by Herschel Campbell for a fictional company called Oil Services Global Security Center (OSGSC). The plan contains sections on activation instructions, a table of contents, the OSGSC's mission and organization structure, threat assessments, mitigation strategies, contingency plans for various crisis events, recovery procedures, and appendices with additional details. The plan is intended to ensure continuity of OSGSC operations during any crisis situations.
Contingency action plan in disaster managment
This document outlines a contingency action plan presented by Numaan Tole, Zoher Jetpurwala, and Samraiz Tejani. It defines contingency planning as developing strategies, arrangements, and procedures to address humanitarian needs during crises. The plan identifies potential natural disasters, manmade disasters, and other risks. It describes key elements of a contingency plan such as response strategy, implementation plan, operational support plan, preparedness plan, and budget. Finally, it discusses contingency planning processes and provides a sample contingency plan for emergency water distribution for refugees.
Ccg 5 april 2014
CCG is a medical disaster preparedness group that provides tools and consulting to improve crisis decision-making and coordination during disaster response. They offer preparedness platforms including training exercises, response plans, and recovery platforms. Their vision is to dramatically increase effective medical disaster response and achieve real-time situational awareness for medical organizations. CCG staff are experienced retired medical and disaster professionals who provide senior-level preparedness consulting to various decision-makers and organizations. They develop exercise programs using different platforms to train leaders, staff, and first responders to be prepared for disasters.
What's hot (19)
Emergency Preparedness - Implementing an Incident Command System within a Mul...
Emergency Preparedness - Implementing an Incident Command System within a Mul...
Incident Command System in the Private Sector - An Overview
Incident Command System in the Private Sector - An Overview
Challenging Environment In Asia Requires Emergency Response
Challenging Environment In Asia Requires Emergency Response
The National Incident Management System: Rethinking Command and Control
The National Incident Management System: Rethinking Command and Control
Similar to Project Management and ICS article
Contingency Plan WAK BANKS ATM
The document outlines the IT Manager's contingency plan presentation to the Executive Board and President of the bank. The plan addresses disaster events, recovery planning, technologies used, contingency operations, costs of recovery, employee awareness, impacts on business operations, and conclusions. It includes a table of contents and sections on prologue, disaster events, recovery planning, technology used, contingency of operations, costs of recovery, employee awareness, impacts on business operations, and conclusion. The plan aims to safeguard the bank's systems and operations in the event of an earthquake, political unrest, or other disruptions through strategies such as data backup, identification of roles and solutions, testing, and employee training.
MIT BUSINESS CONTINUITY PLAN This is an external rele.docx
MIT BUSINESS CONTINUITY PLAN
This is an external release of the MIT Business Continuity Plan.
For information on the plan or Business Continuity Planning at MIT, call Jerry Isaacson MIT
Information Security Office at (617) 253-1440 or send e-mail to [email protected]
Copyright 1995 Massachusetts Institute of Technology
To Page the BCMT Duty Person:
Duty Person To just leave phone number To leave an 80 character message
Number to call back dial: call ______________and give PIN #
1
2
For recorded disaster recovery status reports and announcements
during the emergency
call: _________
Copyright 1995 Massachusetts Institute of Technology
Table of Contents
Part I. Introduction
1Introduction to This Document 1
Part II. Design of the Plan 3
Overview of the Business Continuity Plan 3
Purpose 3
Assumptions 3
Development 4
Maintenance 4
Testing 4
Organization of Disaster Response and Recovery 4
Administrative Computing Steering Committee 4
Business Continuity Management Team 5
Business Continuity Management Team 5
Institute Support Teams: 6
Disaster Response 7
Disaster Detection and Determination 7
Disaster Notification 8
Initiation of the Institute's Business Continuity Plan 8
Activation of a Designated Hot Site 8
Dissemination of Public Information 9
Disaster Recovery Strategy 9
Scope of the Business Continuity Plan 11
Category I Critical Functions 11
Category II Essential Functions 11
Category III - Necessary Functions 11
Category IV - Desirable Functions 11
Part III. Team Descriptions 12
Institute Support Teams 14
Business Continuity Management Team 14
Damage Assessment/Salvage 15
Campus Police 16
MIT News Office - Public Information 17
Insurance 19
Telecommunications 20
Part IV. Recovery Procedures 21
Notification List 21
To reach the BCMT Duty Person: 22
Business Continuity Management Team Coordinator 25
Damage Assessment/Salvage 26
Salvage Operations 27
Campus Police 28
MIT News Office - Public Information 29
Insurance Team 31
Telecommunications 32
Appendix A - Recovery Facilities 33
Emergency Operations Centers 33
Appendix B - Category I, II & III functions 34
Appendix C - Plan Distribution List 35
Business Continuity Management Team 37
BCMT Duty Person Procedures 38
GUIDE TO BCMT ACTIVATION 39
Part I. Introduction
Part I contains information about this document, which provides the written record of the
Massachusetts Institute of Technology Business Continuity Plan.
Introduction to This Document
Planning for the business continuity of MIT in the aftermath of a disaster is a complex task.
Preparation for, response to, and recovery from a disaster affecting the administrative functions
of the Institute requires the cooperative efforts of many support organizations in partnership with
the functional areas supporting the "busine ...
Individual Risk Management
This document summarizes an individual risk management paper. It discusses how risk management aims to minimize negative impacts and maximize positive impacts during projects. Risks are multifaceted as their impacts can vary at different stages. An example is given of design defects in construction that may not be identified immediately. The risk management plan categorizes risks by level and provides a matrix to understand costs, time, scope, and quality impacts. A risk breakdown structure is also presented.
Final Course Project - Crisis Communication PlanAssignment Instr.docx
This document outlines instructions for a final course project to create a Crisis Communication Plan. It provides guidance on the scope, objective, format, and general considerations for the project. It emphasizes applying lessons from the course to develop a detailed plan for an organization. Key aspects include using APA style, 1" margins in 12-point Times New Roman font, and incorporating information from discussion questions throughout the course. The project should resemble examples in appendices and be tailored to the chosen organization.
RUNNING HEADER Disaster Recovery Plan Information and Documentat.docx
RUNNING HEADER: Disaster Recovery Plan: Information and Documentation for IBM Company 1
Disaster Recovery Plan: Information and Documentation for IBM Company 4
Disaster Recovery Plan: Information and Documentation for IBM Company
NAME
American Military University
ISSC490
A Disaster Recovery Plan is a documented process, and structured approach with instructions that details steps a business will take to recover from an unplanned catastrophic event. IBM highly relies on Information Technology to quickly and effectively process information, and most of its operations are computerized. As such, an IT disaster recovery plan for IBM should be well aligned with the business continuity plan. This is mostly known as risk assessment or threat analysis. Below are resources for documenting a disaster recovery plan for IBM Information Technology infrastructure.
Hardware and Peripheral devices
This generally includes any auxiliary device that is connected and works in conjunction with the computer, such as printers and scanners. When evaluating the hardware, one should determine the risk of losing the machine entirely and damage through hardware failure. The company computer systems may also be at risk of contracting viruses if employees are allowed to go home with laptops or consultants and vendors are allowed to plug in their Personal computers into IBM systems.
Email and Data exchanges
IBM uses shared computers and local area network which is generally a network of computers that share a communication line or wireless link to a server. This puts the company at risk of losing shared applications and information such as inventory control and payrolls. Sharing files using LANs may also lead to contraction of computer viruses and a slow down on the entire company network hence business interruptions. Emails shared through computers in the facility must also be evaluated when determining the risk.
Software Applications
IBM uses end-user programs designed to perform a group of coordinated functions for the fast and effective running of operations. These programs include word processors, spreadsheets, database programs and web browsers. All these programs are a source of vital information while developing a disaster management plan. Theft of software from the facility could be detrimental to the company and may even lead to lawsuits.
IP Addresses
The company internet protocol addresses act as a host or network interface identification. Despite the proxies and anonymity that exist to protect IP addresses, careless setups and gaps on the company’s security firewall could invite unwanted guests. Hackers may use the company IP address to send or retrieve information from the IBM computers.
VPN and Server Access
An evaluation on virtual private networks (VPNs) is necessary for ensuring the protection of private and confidential data. However, hackers may be able to spot weaknesses and stea.
Planning for contingencies
This study will articulate the need for contingency planning and explore the major components of contingency planning. the reader will learn how to create a simple set of contingency plans using business impact analysis and prepare and execute a test of contingency plans.
Response and recovery are the final two phases of disaster ma.docx
Response and recovery are the final two phases of disaster management. As an agency, I would tell the chief that these phases are just as important as mitigation and preparedness and have subcomponents that need to be addressed. Romans 8:28 states, “And we know that for those who love God all things work together for good, for those who are called according to his purpose.” I would advise the chief that in response and recovery the purpose is to save lives, which requires working together for the good of the people. Working together means with other agencies to include federal, state and local, as well as working with the stakeholders of the community. Coming together in these phases is our purpose to save lives.
As a department, I would instruct the chief that we need to be informed and follow the procedures of the national response framework (NRF), the national incident management systems (NIMS), and the incident command system (ICS). Training needs to be held to understand how NIMS and ICS work and are implemented in response to a disaster. All members of the police department and especially supervisors need to train and be able to follow ICS. This will prepare the department for responding. The chief should encourage redundancy in response and recovery. According to Nemeth (2016), redundancy means that the department will have multiple systems, subsystems, assets, or processes in case one fails, or one is lost (p. 548). It is important to have redundancy because Murphy’s law plays into effect in the most serious of times, and having a backup system can help reduce saving lives.
In recovery, resiliency is also very important. According to FEMA’s document on the national disaster recovery framework, “Resilience is the ability to prepare for and adapt to changing conditions and withstand and recover rapidly from disruptions. Resilience includes the ability to withstand and recover from deliberate attacks, accidents, or naturally occurring threats or incidents” (p. 8). The department should research and find resources that are available in our area to help in recovery. Leaning on the stakeholders in the community to help with recovery is a necessary component, as taking on this task alone will be difficult. The recovery phase includes “the reconstitution of government operations and services, housing and services for displaced families and individuals; and replenishment of stockpiles” (Lindsay, 2012, p. 3). The community the department serves must work together with the agency to be successful in this phase. I would instruct the chief the importance of community relations to help with recovery as they will be able to provide resources and possibly help cut down on the budget required to provide services.
Continuity of operations planning is another component that requires training and budgeting to accomplish, but is a fairly simple concept. The phases within the continuity of operations is readiness and .
The Network Enabled Emergency Operations Center (EOC)
The Emergency Operations Center (EOC) is the nerve center for a community's response to a disaster. This paper discusses the technology infrastructure that we recommend for EOCs to support rapidly emerging crisis situations and respond to communities in a more effective, agile way.
Format Guide forWriting Hazard Specific Plan
Format Guide for
Writing Hazard Specific Plan
Hazard Specific Plan
XXXXX Hazard Specific Plan2019
For Official Use Only. Portions of this document are confidential and exempt from disclosure pursuant to Florida Stat. §119.071(3). Do not copy or distribute without the express written permission of the Director of the
Palm Beach County Division of Emergency Management
Page 2 of 14
This page intentionally left blank
Promulgation Statement
Submitted herein is the Severe Weather Hazard Specific Plan, which serves as a hazards specific plan in support of the Palm Beach County Comprehensive Emergency Management Plan (CEMP). This Hazard Specific Plan supersedes any previous plan promulgated for this purpose. This plan establishes the framework defining the implementation and coordination of incident objectives in response to a severe weather event, i.e., thunderstorms, lightning, hailstorms, and straight-line winds. The two (2) Severe Weather Hazards drought and extreme heat each have their own hazard specific plan and should be sought under separate cover.
This plan has been developed in support of the Palm Beach County CEMP, following the guidance of the State of Florida Comprehensive Emergency Management Plan, the National Response Framework, and the National Incident Management System. The efficient and effective implementation of this plan is the responsibility of the Emergency Management Director or his/her designee. A program of review and evaluation of this plan is essential to its overall effectiveness.
This plan is hereby promulgated as of the sign date below.
_______________________________________________ __________________________
John Smith Date
Director
Division of Emergency Management
This page intentionally left blank
Table of Contents
Introduction 7
Purpose 7
Scope 7
Planning Assumptions 7
Authorities and References 7
Plan Maintenance 7
Preparedness (Hazard Identification) 7
Hazard Analysis (Primary Reference to the LMS) 8
Threat and Risk Analysis 8
Training and Exercise 8
Critical Facilities Statements 8
Response 8
Concept of Operations 9
Alerts, Notifications, and Protective Actions 9
Resource Management 9
Continuity of Government 9
Recovery 9
Short Term Recovery Issues 9
Long Term Recovery Issues 10
Mitigation 10
Record of Revisions 11
Acronyms 12
Attachments 14
This page intentionally left blank
Introduction
The Introduction contains the purpose, scope, planning assumptions, in addition to the authorities and References. This is in paragraph form, and should contain at least two-three sentences for each idea (purpose, scope) while it may have to have bulleted lists for the planning assumptions in addition to the authorities and references.
The planning assumptions should list those factors that are unique to this hazard. Possibly one should consider the nature and timing of the incident caused by the hazard, as well as those fou ...
Business Continuity and Disaster Recover Week3Part4-ISr.docx
Business Continuity and Disaster Recover
Week3Part4-ISrevisionSu2013
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 ...
Severe Weather Preparedness and Resiliency
Storms, hurricanes, tornadoes, flooding and other severe weather events are an unavoidable fact of life. In 2012, severe weather caused more than $100 billion in damages within the United States alone.
This white paper is a guide to planning and implementing your response to weather threats, and it's much more than a simple checklist. Resiliency is the ability to withstand and 'bounce back' from an emergency event. The white paper helps you to think through the processes that will result in a successful response to a weather threat. Your business and people will then be truly prepared and resilient.
The PCNet Project (B)Dynamically Managing ResidualRisk042.docx
The PCNet Project (B)
Dynamically Managing Residual
Risk
04/2005
This case was written by Christoph H. Loch, Professor of Technology and Operations Management
It is based on real events, but the names of all companies and participants have been disguised.
Any similarity with existing companies is accidental. The case is intended to be used as a basis for class discussion rather than to illustrate the effective or ineffective handling of an administrative situation.
The unexpected events that worried Jack Muller represented “residual risk”. In a project of
such complexity, no amount of planning can ever anticipate all events, no matter how
thorough; there will always be some events that are not planned for. Therefore, it is key to
build the capability of dealing with residual risk as it comes along.
The direct outcome of the 18 September meeting was a strengthening of the aggregate
oversight body (for the entire merger), not in the sense of it exerting more pressure, but in
terms of adding experience and enhancing its problem-solving and advice-giving capacity.
First, the Integration Management Committee Meeting became the Performance Monitoring
Meeting, with a dedicated manager (who followed up issues), expanded membership to add
relevant areas of expertise, and a more systematic synergy follow up.
The Risk Management Office
At the level of the IT integration, Max Schmeling had already begun to build a structure for
managing residual, unforeseen contingencies during execution. The Risk Management
Office (RMO) was put in place as a complement to the Project Management Office (PMO).
Whereas the PMO followed up on actions and on reporting, the RMO focused on responding
to deviations. It was a central control point to which all teams were required to call in at least
once a day to report on progress and problems that arose.
The RMO achieved two things. First, it represented a problem-solving resource – Metal
Resources Co. had its own technical experts present in this center, plus experts on call from
all technical areas at the main systems vendors (such as HP and IBM for PCs, Cisco for
routers, Microsoft for operating systems, SAP for R3, EDS for the network operation, etc),
and experts in culture and change management were also on call. Thus, when an unforeseen
problem occurred, the center diagnosed it with the team in question and then helped to
mobilize the expertise to bring about, or plan, a solution as quickly as possible. Second, the
rapid information exchange helped to set off alarm bells (early warnings) as well as solution
approaches, across the many parallel teams. As they were working on very similar issues at
multiple sites, a problem occurring at one site might well subsequently occur at one of the
others, and thus the transfer of solutions was efficient. The rapid communication of relevant
warnings from one team to another was dubbed “the hotwire”.
Thus, at each local deployment, a representative of the next local deployment ...
NFPA RequirementEvacuation PlanningThe fundamental prerequisit.docx
NFPA Requirement
Evacuation Planning
The fundamental prerequisite for evacuation plans was initially presented in 1992, however it has been inadequately regulated and there are numerous premises that still don't have the plans. The local government is required to endorse plans and different organizations, for example, WorkSafe and FESA have comparable necessities. There is limited data or instructive material to help with the process and different offices are additionally not able to give the advice or help with the given plans. There are various consultants accessible who offer this administration. For business associations it is firmly prescribed that trained consultants are used to prepare for the crisis evacuation plans as well as methodology. This direction note is proposed to give nearby government and administrators with data to help with the detailing and the approval for the plans.
A vital part of planning for the emergency is training and instruction for key staff. All superintendents should experience the training as well as evacuation activities ought to be led at regular intervals. Numerous public premises use transient faculty; it is crucial that all staff who go about as a superintendent or might be called upon to act like superintendent are educated with respect to their crisis parts before starting their initially move with that applicable obligation. Organizations use diverse techniques for creating preparedness plans, depending on the measure of the office, the quantity of workers, and the sort of operations. [1]
NFPA Requirement/ Standards
Disasters could happen anyplace, and they frequently happen when we wouldn't dare hoping anymore. NFPA codes and norms are there to give us approaches to keep their impact, and to secure us. NFPA develops as well as distributes more than 300 agreement codes and the standards which are planned to minimize the impacts of any type of danger. Each building, process, administration, configuration, and establishment in the public eye today is influenced by NFPA archives. Our codes as well as guidelines, managed by more than 250 Technical Committees containing more than 8,500 volunteers which are adopted and utilized all through the world. The NFPA Standards Council supervises the Association's codes and guidelines advancement exercises, oversees the principles and regulations, and goes about as the appeal body. Our benchmarks improvement procedure is open as well as consensus based procedure. That implies that anyone could participate. [2]
The NFPA 1600 is intended to be a depiction of the fundamental criteria for the crisis administration program that addresses calamity recuperation, business coherence, and crisis administration. NFPA policies are produced through an accord benchmarks improvement process affirmed by the American National Standards Institute. The NFPA creates norms that are frequently actualized by State and neighborhood administrators for building, life safety as well as el ...
Sheet1RISK RESPONSE MATRIXRisk EventReduce ProbabilityReduce Impac.docx
Sheet1RISK RESPONSE MATRIXRisk EventReduce ProbabilityReduce ImpactResponseType of RiskDescription of the RiskObstruction to entryHighModerateAcknowledgeMethodologyThe item is new and before entry into the business sectors it will confront some business sector passage challengesGovernment regulationHighHighshareMethodologyThe item is new and confronts new government regulations. This is new to the Lectocomp organization Production of the new itemLowHighAcknowledgeScheduleThe production of the new item should be done in 12 months. production ought to ne done before the end of this periodWorkforce experienced in such productionHighHighshareIndividualsLectocomp has no suffient workforce talented in the generation of such therapeutic(Medical) itemsConstraint on human resourceLowLowMitigateIndividualsThe project is in progress and therefore cannot be assigned more human asset. Working with the present number could be hazardous.Production time factorHighModerateAcknowledgeScheduleThe individuals from the production team need to adjust between their own life and the working hours at the manufacturing plant.Production schematicsHighLowshareMethodologyThe production schematics have not been made accessible to the organization in spite of having under 12 months to lead.Selection of production supervisorHighHighshareIndividualsSurprisingly, the supervisor of the porject must be chosen from the building division. The administrator may not be hollistically prepared in leeadership and other admnistrative parts.Third party production supervisorHighLowMitigateIndividualsHosting a third gathering accountable for such enormous tasks may be a gigantic issue for lectocomp particularly in administration of sensitive informaion regrding the generation operations.Third party productionLowLowMitigateMethodologyLectocomp will be utilizing an outsider for creation of this generation. Controlling of the different parts of the generation could be dangerous.Selection of production supervisorHighModerateAcknowledgeIndividualsThe supervisor of this task was contracted three months prior and afterward has recently been given the part of dealing with the undertaking. They might not have adequate aptitudes in running the venture.supervisor with no prior production LowHighEliminateIndividualsThe supervisor chose has no experince in taking care of earlier creation at Lectocomp. For this kind of undertaking, the work should be finished by somebody with earlier creation involvement with LectocompAbsence of production compentenciesLowHighShareMethodologyLectocomp needs solid capabilites and creation skills. For porduction of another therapeutic item, solid creation capabilities ought to be placed set up first.Absence of a communication planHighHighAcknowledgeMethodologyLectocomp has no solid correspondence arrangement. A correspondence is basic when participating in an extensive undertaking, correspondence, division of work and appointment of obligations
Sheet2
Sheet3
Running hea.
Coordinating Security Response and Crisis Management Planning
Security or emergency response for businesses must be tactically and strategically integrated with disaster recovery, with a plan for root cause analysis and next steps coordinated by the CIO and chief information security officer in conjunction with business units.
During week 6 we develop the theory and application of capital bud.docx
During week 6 we develop the theory and application of capital budget analysis. The theory was robust, the calculations mathematically and logically defined, and many of the real-world problems, likely to be encountered, were addressed. As capital budgeting essentially re-invents the company through major long-term expenditures it is arguably one of the most critical functions that financial management performs. However, based on my personal experiences, extensive empirical data, and antidotal data - many firms routinely experience significant failures in their selection of capital projects.
The assignment for this topic consists if two parts:
1) For your first topic in this conference I would like for you to briefly review either your personal experiences and/or the financial literature to identify and present a description of one actual capital project/product failure and the reasons attributed to the failure. For those of you who do not have personal experiences the following are some illustrated examples of failed projects/products over the last 50 years you may want to look up and consider: -New Coke,- The Iridium Satellite Communication,- the Edsel automobile, Beta (vs. VHS), the Concord SST, and various Dot Coms. Feel free to research others.
In your response please provide financial information regarding the project (what is available): initial outlay, projected cash flows, final dollar losses.
Remember this is a one to two paragraph exercise - do not go overboard - a few hours research and summation is all that’s required. I am interested only in your short, concise description of the project and the major reasons you believe it failed.
2) Synthesize your one-paragraph position on what 3-5 specific factors you believe most likely to contribute to capital project analysis failure.
CDC
IT Security Staff BCP Policy
[
CSIA 413,
Professor Last Name:
Policy Document
IT
Business Continuity Plan Policy
Document Control
Organization
Center for Disease and Control (CDC)
Title
CDC IT Security Staff BCP Policy
Author
Owner
IT Security Staff Manager
Subject
Business Continuity Plan Policy
Review date
Revision History
Revision Date
Reviser
Previous Version
Description of Revision
No Revisions
Document Approvals
This document requires the following approvals:
Sponsor Approval
Name
Date
Approved
Document Distribution
This document will be distributed to:
Name
Job Title
Email Address
All CDC Security Staff
Information Security Specialist
Contributors
Development of this policy was assisted through information provided by the following organization:
· CDC and Department of Defense, Health and Homeland Security
Table of Contents
Policy Statement4
1Purpose4
2Objective4
3Scope5
4Compliance5
5Terms and Definitions7
6Risk Identification and Assessment7
7Policy8
Policy Statement
The Center for Disease and Control mission is to protect America from health, safety and security threats, both foreign and in the ...
Disaster management
This document provides information about a project submitted by Lenin Jeyakumar, a student at Vivek College of Commerce in Mumbai, India. The project is about disaster management and was submitted in 2015-2016 for a Master's in Commerce program. It includes a title page, certificate from the project guide, a declaration by the student, acknowledgements, an index of topics, and the beginning of the first chapter which provides an introduction to strategic management and disaster management.
Testing Your Own Emergency Plans
The document discusses best practices for testing emergency plans through various methods, from seminars and tabletop exercises, which involve discussion and problem-solving, to control post exercises, which test communication without frontline staff, to live exercises, which provide the most realistic test but require confidence in those involved; it also provides examples of emergency plan testing from the author's experiences in Italy and abroad and reviews documentation on testing methods from sources like FEMA and the UK Resilience website.
Disaster recovery
The document discusses disaster recovery and business continuity plans. It explains that disaster recovery plans, also known as business continuity plans, describe how an organization will deal with potential disasters and minimize disruption. The document then provides details on the increasing importance and complexity of disaster recovery planning for modern enterprises. It also outlines some of the key aspects of developing a disaster recovery plan, including risk analysis, business impact analysis, and testing procedures.
Disaster Recovery and Administration Portal
The document discusses a proposed Disaster Recovery and Administration Portal system to help improve disaster response efforts in India. The system would allow individuals affected by disasters to register details about their situation online. This would provide rescue teams with more clarity on conditions in disaster areas and the number of people requiring assistance. The proposed system includes modules for system administrators, users, and rescue teams. It aims to speed up the process of locating people and transporting them to safety compared to traditional response methods. The system was designed to address increasing disaster frequency and response challenges in India.
Similar to Project Management and ICS article (20)
MIT BUSINESS CONTINUITY PLAN This is an external rele.docx
MIT BUSINESS CONTINUITY PLAN This is an external rele.docx
Final Course Project - Crisis Communication PlanAssignment Instr.docx
Final Course Project - Crisis Communication PlanAssignment Instr.docx
RUNNING HEADER Disaster Recovery Plan Information and Documentat.docx
RUNNING HEADER Disaster Recovery Plan Information and Documentat.docx
Response and recovery are the final two phases of disaster ma.docx
Response and recovery are the final two phases of disaster ma.docx
The Network Enabled Emergency Operations Center (EOC)
The Network Enabled Emergency Operations Center (EOC)
Business Continuity and Disaster Recover Week3Part4-ISr.docx
Business Continuity and Disaster Recover Week3Part4-ISr.docx
The PCNet Project (B)Dynamically Managing ResidualRisk042.docx
The PCNet Project (B)Dynamically Managing ResidualRisk042.docx
NFPA RequirementEvacuation PlanningThe fundamental prerequisit.docx
NFPA RequirementEvacuation PlanningThe fundamental prerequisit.docx
Sheet1RISK RESPONSE MATRIXRisk EventReduce ProbabilityReduce Impac.docx
Sheet1RISK RESPONSE MATRIXRisk EventReduce ProbabilityReduce Impac.docx
Coordinating Security Response and Crisis Management Planning
Coordinating Security Response and Crisis Management Planning
During week 6 we develop the theory and application of capital bud.docx
During week 6 we develop the theory and application of capital bud.docx
More from David Rudawitz
Rudawitz JLCIMT Testimony Sep04 Slides
This document outlines a 6-step plan to transition Oregon's state government IT service delivery from its current silo-based model to an enterprise-wide model. The plan involves: 1) Inventorying the current "as-is" IT services, 2) Developing and analyzing scenarios for new service delivery models, 3) Selecting the best new model, 4) Developing an enterprise architecture based on the new model, 5) Creating a transition plan, and 6) Executing the transition plan to implement the new "to-be" enterprise IT service delivery model.
Collaborative Technology Procurement
The document discusses collaborative approaches to technology procurement that involve vendors earlier in the process. It summarizes a classical procurement approach that led to project failure, then outlines steps for a collaborative approach:
1) An initial vendor kickoff meeting is held to inform vendors of needs and educate the project team on available solutions.
2) Individual conference room demonstrations are then held on-site with interested vendors to allow hands-on exploration of their software.
3) Feedback from these sessions helps refine requirements in collaboration with vendors before releasing a revised RFP.
Enterprise_Architecture_and_Disaster_Recovery_Planning
This document discusses integrating enterprise architecture and disaster recovery planning. It argues that viewing a business as a system of interconnected processes can help identify critical dependencies between business operations and IT infrastructure. Developing an enterprise architecture that maps these relationships allows a company to create a more comprehensive disaster recovery plan that ensures business functions can continue despite interruptions. The document provides a simplified example of a business's processes, applications, and technical infrastructure to illustrate how enterprise architecture can inform and strengthen disaster recovery planning.
EA_More_Than_Just_Standards
To be truly effective, organizations have to really understand and embrace the holistic concept of Enterprise Architecture. Focusing solely on the standards aspect greatly limits the benefits that an enterprise can achieve. Enterprise Architecture (EA) is the description and design of a portfolio of processes, applications, information and their supporting technologies that enable business strategy. It addresses the structure of that portfolio over time and its interactions through guidelines including principles, rules, patterns, reference models, standards, initiatives and governance structures and processes to use when building new IT capability.
Taking_Enterprise_Architecture_to_the_Next_Level
The document discusses taking enterprise architecture (EA) to the next level through a tool-enabled architecture methodology. Currently, EA efforts often consist of separate, manually maintained documents that are difficult to keep updated and use for decision-making. The next level of EA uses software tools to create an active document repository that maintains connections between business goals, strategies, and architecture components. An effective EA tool provides visual models, facilitates updates and reporting, and allows stakeholders to access the EA through a web-based interface. When evaluating EA tools, companies should look for features like underlying modeling technology, a database-backed artifact repository, and support for the full EA process.
Why_Enterprise_Architecture_Efforts_Often_Fall_Short
1) Enterprise architecture efforts often fall short of their goals because they fail to understand and account for an organization's culture. A company's culture is formed by the individual and collective motivations of its employees.
2) Understanding a company's cultural principles and "cultural state" - how culture manifests for individuals, teams, and the organization - can help enterprise architecture efforts work within the culture to achieve better implementation and success.
3) Analyzing the cultural attributes that influence how different stakeholders respond to initiatives can provide insights into how to design enterprise architecture efforts to leverage rather than fight against the existing culture.
More from David Rudawitz (6)
Enterprise_Architecture_and_Disaster_Recovery_Planning
Enterprise_Architecture_and_Disaster_Recovery_Planning
Why_Enterprise_Architecture_Efforts_Often_Fall_Short
Why_Enterprise_Architecture_Efforts_Often_Fall_Short
Project Management and ICS article
- 1. The Emergency Project David Rudawitz PMP [sound of Plectron1 signals coming over the intercom] [loud klaxon sound] “Stations 18, 21, 51, 116, Hazmat 10, Deluge 127 and Battalion 7; explosion and fire at Circle X refinery 19600 nineteen thousand six hundred Carson Blvd. Carson, time out 10:46”. Paramedics Gage and Desoto get into Rescue 51 and proceed out of the station …. “LA, Battalion 7 at scene with a fully involved cracking tower, workers trapped on adjacent structures and several gasoline storage tanks threatened. Request a second alarm, Battalion 7 is assuming command as Circle X Command.” So about now you are probably wondering what the start of the old TV show “Emergency” has to do with project management. What this story line is portraying, if it were in real life, is the start of a project. Incident Management, which is the overall term used to describe the management of emergency situations, is a very specialized version of project management. The “incident” is the project whether it is putting out a fire, rescuing occupants of a crashed aircraft, capturing a sniper, locating a missing hiker or cleaning up a hazardous material spill. Remember that the definition of a project is “a temporary group activity designed to produce a unique product, service or result.” Putting out a fire, rescuing a hiker, capturing a sniper, cleaning up a hazardous material spill, etc. all fit this definition. This is true even if the emergency is as small as burning dinner on the stove to the Deepwater Horizon Oil Spill of 2010. There are standards and an entire body of knowledge that is the analogy to the PMBOKTM . Called the Incident Command System, or ICS, it provides a full range of guidance, job aids and best practice that is universally followed within the emergency management community in the United States. In fact, the use of ICS is required2 if a jurisdiction desires to be reimbursed by FEMA for extraordinary disaster expenses. Also, as an accepted best practice, failure to use (or properly use) ICS during the management of an emergency, may expose the offending agency (or company) to liability for injuries and other damages resulting from, or not mitigated by, their emergency response. ICS3 resulted from the obvious need for a new approach to the problem of managing rapidly moving wildfires in the early 1970s. At that time, emergency managers faced a number of problems. • Too many people reporting to one supervisor. • Different emergency response organizational structures. • Lack of reliable incident information. • Inadequate and incompatible communications. • Lack of a structure for coordinated planning between agencies. • Unclear lines of authority. • Terminology differences between agencies. • Unclear or unspecified incident objectives. 1 A Plectron is a specialized VHF/UHF single-channel, emergency alerting radio receiver, used to activate emergency response personnel, and disaster warning systems. The tones transmitted by this system are very distinctive and indicative of fire dispatch systems. 2 National Incident Management System, December 2008, US Department of Homeland Security (see http://www.fema.gov/emergency/nims/ for more details and information. 3 History of ICS, October 1994, Incident Command System National Training Curriculum (http://www.nwcg.gov/pms/forms/compan/history.pdf)
- 2. The Emergency Project Designing a standardized emergency management system to remedy the challenges listed above took several years and extensive field testing. The Incident Command System was developed by an interagency task force working in a cooperative local, state, and federal interagency effort called FIRESCOPE (Firefighting Resources of California Organized for Potential Emergencies). Compare this list of challenges to those you may face as a project manager on a large complex project; look familiar? In ICS, the Incident Commander (in our example Battalion 7) is the project manager. He/she has a project team (call the Incident Management Team (IMT) that is organized functionally and hierarchically. A major tenant of ICS is span of control, something we often lose sight of in project management. Span of control is to be limited to five to seven direct reports. ICS also supports tailoring and scalability. So the Incident Commander (PM) tailors the project team organization to fit the incident (project) and arranges the team in a functional and hierarchical organization. The standardized organization includes a command staff (public affairs, safety and liaison) and a general staff (operations, planning, logistics and finance/administration). Within each of the general staff sections there are additional IMT (project team) members and the actual workers in the incident (fire fighters, paramedics, equipment operators, police officers, technical specialists, etc.). In the analogy with the kind of projects we typically think about for project management, these would be the various project teams and subteams as well as the programmers, engineers, construction workers, etc. depending on the type of project. Figure 1- ICS Basic Organization Chart Inter and intra project team and customer communications is a major concern for project managers and is often at the root cause of project issues and failures. ICS recognizes this as a critical issue and addresses it with the imposition of standardized terms, structured team meetings, common terminology and use of plain language. Just as a PM on a programming project would request three Java programmers and not just three programmers (assuming he needs Java programmers of course); if an IC wants three aerial water dropping tankers, he wants to be sure that he does not get three truck tankers. Just as PM’s use the project plan to manage their projects, in ICS, the project plan, known as the Incident Action Plan (IAP) is the analogy. However, here is where there is quite a difference with “mainstream” project management. A PM’s project plan usually cover time spans of weeks to months or years while the IAP covers a single operational period (work shift). For a two shift per day incident, this means that the IMT is turning out an IAP twice a day! And you thought you had it hard just getting one version done! Emergency incidents operate
- 3. The Emergency Project within a framework of significant changes of conditions, resources and situation necessitating the review and revision of the IAP every shift. In fact, there is provision to make “pen and ink” changes during the work shift if conditions warrant. The ICS methodology contains a very detailed and documented process for the development, approval and implementation of the IAP. There are a series of meetings with specific attendees from the IMT and specific deliverables from the meetings that all come together into the IAP. This includes a number of job aids and forms to both organize and facilitate this process. The IAP that the current shift of IMT personnel are preparing will be executed by the next shift, and so forth. And remember, that the IMT members are doing this planning all the while executing the IAP that was prepared the previous shift. Figure 2 - "Planning P" depicting the IAP development and execution process Use of the ICS methodology is not limited to emergencies. This methodology can and is used to manage public events from picnics to major sporting events including activities associated with the Winter Olympic games (in the US). Remember that the IC can tailor the organization of the IMT to manage the activity and supervise the resources performing the work effort. These can be car parking attendants, food service works and sanitation technicians just as well as fire fighters and police officers. So the next time your volunteer group turns to you and says, “Jim, you are a project manager, why don’t you be in charge of the annual festival?” you might want to look at ICS to help jumpstart your organization and management instead of having to start from scratch. Preparing for the Planning Meeting Planning Meeting IAP Prep & Approval Operations Briefing New Start Ops Period Begins Execute Plan & Assess Progress IC/UC Sets Objectives Tactics Meeting Initial IC/UC Meeting Incident Briefing ICS 201 Initial Response & Assessment Notification Incident/Threat InitialResponse Operational Period Planning Cycle