By Martin Wieczorek, Uwe Naujoks, Bob Bartlett
Threat administration and company Continuity are crucial for the aggressive ability of any overseas company. The transitority unavailability of expertise and prone can endanger the lifestyles of any corporation. it's cruical to improve a world technique to care for those difficulties. This publication presents theoretical research and useful strategies on those issues.
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Additional resources for Business Continuity: IT Risk Management for International Corporation
The most important of these decisions is obviously the decision on the initial plan. Therefore the decisions incorporate a significant damage potential, which should be examined through risk assessments as a part of the project's early warning system. Furthermore, the project management should be integrated with a component of continuous risk and problem management to protect it from problems and risks which are relevant during the project's duration. Explicit project continuity plans - as the project counterpart of business continuity plans - and appropriate crisis management might be necessary for phases and activities with high, time-stressed interactions with a large number of project partners, especially during integration testing, roll-out and initial operation.
Considerations of risks beyond the scope of a single bank have resulted in laws such as the German KontraG (Gesetz zur Kontrolle und Transparenz im Unternehmensbereich) and MaH (Mindestanforderungen an das Betreiben von Handelsgeschaften). In the area of operational risks we are still far away from over-engineering. But too much preparation also seems not to be good, and not only because of cost reasons. There should be a tolerated level of risk background noise. This offers the best opportunity for real-life practice in handling risks.
All of this is unknown to us. What seems to be clear is that a Super MCA (Maximum Credible Accident) must have greater dimensions than the WTC attack. In spite of all the possible technical, scientific, organisational and method-related tools, the most important device for discovering "new" risks is our brain, which can be triggered first by our gut feeling (as with opportunities) on the basis of experiences which have not yet been systematised and scientifically formalised. We should train our most valuable tools on the target.
Business Continuity: IT Risk Management for International Corporation by Martin Wieczorek, Uwe Naujoks, Bob Bartlett