The Experts below are selected from a list of 105 Experts worldwide ranked by ideXlab platform
Bhushan Kapoor - One of the best experts on this subject based on the ideXlab platform.
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Chapter 3 – Information Technology Security Management
Managing Information Security, 2014Co-Authors: Rahul Bhaskar, Bhushan KapoorAbstract:Information technology security management can be defined as processes that supported enabling organizational structure and technology to protect an organization’s IT operations and assets against internal and external threats, intentional or otherwise. The principle purpose of IT security management is to ensure confidentiality, integrity, and availability (CIA) of IT systems. Fundamentally, security management is a part of the risk management process and business Continuity Strategy in an organization.
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Chapter e27 – Information Technology Security Management
Computer and Information Security Handbook, 2013Co-Authors: Rahul Bhaskar, Bhushan KapoorAbstract:Information technology (IT) security management can be defined as a process that enables organizational structure and technology to protect an organization's IT operations and assets against internal and external threats, intentional or otherwise. The principal purpose of IT security management is to ensure confidentiality, integrity, and availability of IT systems. Fundamentally, security management is a part of the risk management process and business Continuity Strategy in an organization.
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Information Technology Security Management
Computer and Information Security Handbook, 2009Co-Authors: Rahul Bhaskar, Bhushan KapoorAbstract:Information technology security management can be defined as processes that supported enabling organizational structure and technology to protect an organization’s IT operations and assets against internal and external threats, intentional or otherwise. The principle purpose of IT security management is to ensure confidentiality, integrity, and availability (CIA) of IT systems. Fundamentally, security management is a part of the risk management process and business Continuity Strategy in an organization.
Rahul Bhaskar - One of the best experts on this subject based on the ideXlab platform.
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Chapter 3 – Information Technology Security Management
Managing Information Security, 2014Co-Authors: Rahul Bhaskar, Bhushan KapoorAbstract:Information technology security management can be defined as processes that supported enabling organizational structure and technology to protect an organization’s IT operations and assets against internal and external threats, intentional or otherwise. The principle purpose of IT security management is to ensure confidentiality, integrity, and availability (CIA) of IT systems. Fundamentally, security management is a part of the risk management process and business Continuity Strategy in an organization.
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Chapter e27 – Information Technology Security Management
Computer and Information Security Handbook, 2013Co-Authors: Rahul Bhaskar, Bhushan KapoorAbstract:Information technology (IT) security management can be defined as a process that enables organizational structure and technology to protect an organization's IT operations and assets against internal and external threats, intentional or otherwise. The principal purpose of IT security management is to ensure confidentiality, integrity, and availability of IT systems. Fundamentally, security management is a part of the risk management process and business Continuity Strategy in an organization.
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Information Technology Security Management
Computer and Information Security Handbook, 2009Co-Authors: Rahul Bhaskar, Bhushan KapoorAbstract:Information technology security management can be defined as processes that supported enabling organizational structure and technology to protect an organization’s IT operations and assets against internal and external threats, intentional or otherwise. The principle purpose of IT security management is to ensure confidentiality, integrity, and availability (CIA) of IT systems. Fundamentally, security management is a part of the risk management process and business Continuity Strategy in an organization.
Eugene Tucker - One of the best experts on this subject based on the ideXlab platform.
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Chapter 7 – Mitigation and Business Continuity Strategy
Business Continuity from Preparedness to Recovery, 2015Co-Authors: Eugene TuckerAbstract:Chapter Summary Continuity and recovery strategies are cornerstones of a Business Continuity Management System but their need to be mapped to the results of the Business Impact Analysis and Risk Assessment is often unrecognized by many Business Continuity Managers. The failure to recognize this relationship results in strategies that may be less than cost effective, may not completely achieve the goal to continue the activities of prioritized functions, and will not meet the requirements of the standards. Strategy development is best accomplished by the process owners or Continuity team members, not by the steering committee or consultant, although their input can add a broader perspective to proposed Continuity solutions. Strategies that are technically feasible, aligned with the Recovery Time Objective of the functional unit and supply chain vendors, and minimize changes to routine and organizational structure are the most effective. Organizations with active Business Continuity Management programs utilize a high-level Strategy of a backup Information Technology capability, offsite alternate workspace, and a means to connect the two. Individual functions implement strategies specific to their goals and objectives that supplement the higher-level strategies, which include the protection and recovery of vital resources. This chapter lists typical strategies employed by common business functions including Supply Chain Risk Management. Many business Continuity strategies are actually a form of mitigation, an important element of Emergency Management. The mitigation of risk to critical functions can reduce the impact of an incident to the point that response or recovery is minimal or not even necessary. This is accomplished in part through the implementation of general controls that include redundancies, divergence, and service level agreements. Mitigation for specific hazards can be addressed by following the Hierarchy of Controls’ risk treatment methodology of Substitution, Engineering, Administrative Controls, and Personal Protective Equipment.
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chapter 7 mitigation and business Continuity Strategy
Business Continuity from Preparedness to Recovery#R##N#A Standards Based Approach, 2015Co-Authors: Eugene TuckerAbstract:Chapter Summary Continuity and recovery strategies are cornerstones of a Business Continuity Management System but their need to be mapped to the results of the Business Impact Analysis and Risk Assessment is often unrecognized by many Business Continuity Managers. The failure to recognize this relationship results in strategies that may be less than cost effective, may not completely achieve the goal to continue the activities of prioritized functions, and will not meet the requirements of the standards. Strategy development is best accomplished by the process owners or Continuity team members, not by the steering committee or consultant, although their input can add a broader perspective to proposed Continuity solutions. Strategies that are technically feasible, aligned with the Recovery Time Objective of the functional unit and supply chain vendors, and minimize changes to routine and organizational structure are the most effective. Organizations with active Business Continuity Management programs utilize a high-level Strategy of a backup Information Technology capability, offsite alternate workspace, and a means to connect the two. Individual functions implement strategies specific to their goals and objectives that supplement the higher-level strategies, which include the protection and recovery of vital resources. This chapter lists typical strategies employed by common business functions including Supply Chain Risk Management. Many business Continuity strategies are actually a form of mitigation, an important element of Emergency Management. The mitigation of risk to critical functions can reduce the impact of an incident to the point that response or recovery is minimal or not even necessary. This is accomplished in part through the implementation of general controls that include redundancies, divergence, and service level agreements. Mitigation for specific hazards can be addressed by following the Hierarchy of Controls’ risk treatment methodology of Substitution, Engineering, Administrative Controls, and Personal Protective Equipment.
Terry Ernest-jones - One of the best experts on this subject based on the ideXlab platform.
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Business Continuity: Business Continuity Strategy - the life line
Network Security archive, 2005Co-Authors: Terry Ernest-jonesAbstract:Usually business Continuity planning (BCP) only gets the attention it deserves in boardrooms when demanded by customers, or regulatory compliance. The bombing attacks in London in July, and the following attempts which so nearly caused equal destruction, have sharpened executives' focus on BCP. It's about time. A recent global survey amongst 240 corporate executives shows that more than a quarter of larger sized companies have no business Continuity plan at all; what's, more only half feel fully confident that they can protect their employees adequately in the event of a disaster.
Apol Pribadi Subriadi - One of the best experts on this subject based on the ideXlab platform.
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A basic element of it business Continuity plan: systematic review
Jurnal Informatika, 2019Co-Authors: Yusrida Muflihah, Apol Pribadi SubriadiAbstract:Implementation of IT in the enterprise raises the possibility of various risks arising from threats and disturbances. Companies need to have business Continuity planning (BCP), so that the company's business processes can be sustain in normal or critical situations. BCP is a methodology used to create and validate plan to sustain business operations continuously before, during, and after disasters or disturbing events. BCP is an important part of Business Continuity Management (BCM) and is a step that can be taken to reduce the negative impact of business interruptions caused by internal and external. The current condition of the Business Continuity Plan is the lack of understanding of the key elements of the business Continuity plan design that leads companies to realize what business Continuity plan are or do not know what is needed to make BCP and BCP owned by the company still lack in completeness of the business Continuity Strategy. Based on the present condition, this research aims to explore the elements of BCP based on business Continuity standard that is COBIT 5 Domain: Manage Continuity, ISO 22301: 2012 Business Continuity Management System, ITIL IT Service Continuity Management and related business Continuity plan research. The results of the research are BCP has 8 main elements, determining the need of business Continuity management, business Continuity review, risk analysis, business impact analysis, business Continuity Strategy, disaster recovery plan, employee training, BCP testing, where the eight elements can be categorized into two are managerial and technical.