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Week_2 - Planningfor ECA256 GabrielaRosu ECA256 Objectives...

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Click to edit Master subtitle style  ECA256 ECA256 Gabriela Rosu Planning for  Organizational Readiness
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 ECA256 Objectives n Identify an individual or group to create a contingency policy and  plan n Understand the elements needed to begin the contingency planning  process n Create an effective contingency planning policy n Become familiar with the business impact analysis and each of the  component parts of this important process n Know the steps needed to create and maintain a budget for enabling  the contingency planning process 22
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 ECA256 Introduction n Planning for contingencies is complex and demanding n Developing a contingency plan: n Organize the planning process n Prepare the detailed plans n Commit to maintaining plans at a high state of readiness n Rehearse the use of the plans n Maintain the processes necessary to keep a high state of  readiness 33
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 ECA256 Beginning the Contingency Planning  Process  n Contingency planning management team (CPMT) is responsible for: n Obtaining senior management commitment and support n Writing the contingency plan document n Conducting the business impact analysis (BIA): n Identifying and prioritizing threats and attacks n Identifying and prioritizing business functions n Organizing the subordinate teams (incident response, disaster  recovery, business continuity, crisis management) 44
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 ECA256 Beginning the Contingency Planning  Process (continued) n Typical CPMT roster may include: n Champion: high-level manager with influence and resources;  provides strategic vision n Project manager: leads project n Team members: managers or representatives from business,  information technology, and information security n Representatives from other business units (HR, PR, finance,  legal, physical plant, etc.) n Representatives from subordinate teams (IR, DR, and BC  teams) 55
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 ECA256 Beginning the Contingency Planning  66
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 ECA256 77 Commitment and Support of Senior  Management Contingency planning process will fail without clear and formal commitment of senior management Emphasis from senior management encourages subordinates to invest in the process Support must also be gained from communities of interest Community of interest : Group of individuals united by shared interests or values within the organization
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 ECA256 Commitment and Support of Senior  Management (continued) n Three communities of interest with roles and responsibilities in  information security: n Managers and practitioners in information security n Managers and practitioners in information technology n Managers and professionals from general management n Information security management and professionals: n Focus on integrity and confidentiality of systems n May lose sight of the objective of availability 88
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