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Enterprise Risk Management 企业风险管理

Enterprise Risk Management 企业风险管理

NBIMC440 rue King Street, Tour York TowerFredericton, NB E3B 5H8Enterprise Risk Management FrameworkAugust 2007Updated: February 2008ContentsI.OverviewII.Risk Management PhilosophyIII.General Risk Management Activities IV.Types of Riska.Strategic Riskb.Investment Riskc.Operational RiskV.ConclusionsAppendix A: Risk Governance Structure Appendix B: Risk Management OutlineI.OverviewRisk is an inherent part of investing and therefore risk management is a very important component of our business and in reaching our primary goal to“…assist the plan sponsor in meeting the pension promise to itsmembers.”In order to meet this pension promise NBIMC has based its investment policies on the following two objectives:i.Maximize investment returns, andii.Protect accumulated assetsThe NBIMC Board of Directors, as outlined in section 2.6 of their Terms of Reference, is responsible for understanding the principal risk facing the corporation and the systems that management has put in place to mitigate and manage those risks as outlined in this document.While each Board Committee supports the Board’s risk management oversight in areas related to their specific mandate, the Audit Committee is specifically assigned the task of assisting the Board in its oversight of risk management.Our enterprise risk management framework has been put in place to integrate strong corporate oversight with a series of well-defined independent risk management systems and processes within the various NBIMC business teams. The process involves the participation of the NBIMC Board, management, and external service providers. An outline of the risk governance structure is provided in Appendix A.The following document presents NBIMC’s philosophy and management of risk by identifying:•the types of risks faced by the corporation in its normal business operations and, •what parties are accountable for monitoring each risk type, while also outlining the means and timing through which we seek to measure and manage these risks.An overall risk review is provided through the President’s Report at each quarterly Board Meeting, and a more detailed review of this Risk Framework and related issues is conducted annually by the Audit Committee and subsequently the Board.The corporation believes that this system will significantly contribute to providing the highest long-term risk adjusted returns possible to meet the actuarial requirements of our funds under management.II. Risk Management PhilosophyNBIMC bases the core of its investment decision making processes on the following Investment Beliefs:i.NBIMC is a relatively low risk investment manager when compared to itspeers.ii.Real Return Bonds, because of their long-term inflation-linked characteristics, are considered to be an excellent match for our pension liabilities.iii.New asset classes are introduced incrementally in order to progressively gain experience and to minimize transition costs.iv.The establishment of the appropriate asset mix for each of the funds under management is heavily influenced by both the actuarial profile and fundingstatus of each plan.v.NBIMC believes that market inefficiencies present opportunities to add value through active management.Given the importance that NBIMC places on comprehensively managing risks, each of the first four core beliefs of the corporation concern (either directly or indirectly) the management or reduction of risk.In general, NBIMC faces three major categories of risk related to its business activities; Strategic Risk, Investment Risk, and Operational Risk. Risk management is a primary responsibility of the Board of Directors and is guided by a specific Board approved Risk Management Policy. Oversight of specific risks may be delegated to one of the Board Committees as outlined in their Committee Terms of Reference.Board of Directors Risk Management ProcessNBIMC’s risk management process provides a general framework through which the corporation carries out its risk management activities, and is intended to:i.Ensure that NBIMC takes a proactive and systematic approach to identifyingand managing the risks inherent in its operations and environment ii.Ensure that there is agreement among NBIMC stakeholders (Board, senior management, and staff) as to its risk management priorities at any point intimeiii.Ensure appropriate involvement by the Board and senior management in setting the above prioritiesIII. General Risk Management ActivitiesIn general, risk management is a circular process, where potential risks are identified, methods to measure and manage these risks are designed and implemented, and systems are put in place to monitor the effectiveness of the original risk management systems, thus allowing for the identification of new potential risks.Risk management at NBIMC is based on several principles and assumptions designed to ensure that the Corporation takes a “proactive and systematic” approach to managing risk. Specifically, the Corporation believes through its Risk Management Policy that:i.Risk management is an input into, rather than a substitute for, the businessplanning process.ii.Establishing a risk framework is a necessary prerequisite to meaningful discussions on risk by NBIMC fiduciaries.iii.Due to its detailed understanding of the operations of the Corporation, management should play a leading role in identifying the primary risks of thecorporation. The role of the Board is to provide input into, and ultimatelyapprove, the risk management priorities identified by management, and toensure that management then develops a business plan and budget foraddressing the risk priorities.iv.Risk should be defined broadly enough to encompass all major aspects of the Corporation, including such areas as Investments, Administration, HumanResources, and Technology.v.No risk framework can be expected to identify or address every conceivable risk. It is important, therefore, that once adopted, the risk managementframework be continually refined and updated to reflect new risks once theyare identified.vi.At any point in time, the risks that can be identified will exceed the Corporation’s capacity to address them. Resources must therefore be focusedon those risks that are deemed to be the most critical.NBIMC manages risk through a number of processes: investment risk is measured and managed within various systems from both a policy perspective as well as an active management/relative return perspective, while operational risks are managed through the activities of various committees and policies. The following section provides details on the specific functioning of the risk systems, controls and responsibilities, with an emphasis on explaining the rationale for their existence, the techniques by which they operate, and the information they provide to senior management and the Board to aid in risk management decision making.IV. Types of RiskNBIMC has identified three main categories of risk related to its business activities. Within these sections we have also subdivided a number of specific risk areas in which we have assigned specific monitoring and control responsibilities and set out the specific measures used to achieve them.The following chart summarizes each of the three main risk categories and the respective specific risk elements.Strategic Risk Investment Risk Operational Risk Governance Investment Legal, Regulatory, and PolicyComplianceStrategyBusinessOperationsFiduciaryTechnologyBusinessEnvironmentHuman ResourcesReputationalExternal CommunicationThe following section outlines a more detailed description of each risk category and specific risk element that is reviewed by the corporation. A summary of this information is provided in a table contained in Appendix B.Category A: Strategic RiskStrategic risk is the risk of not achieving the Objects and Purposes of the Corporation (or mission) as outlined in the New Brunswick Investment Management Corporation Act, within the parameters provided in the legislation. It is significantly related to many of the other shorter term risks faced by the organization but manifests itself in the long-term time frame under which pension investment management activities are managed. NBIMC subdivides Strategic Risk as follows:Governance riskThis risk comes about through potential improper governance structures (including delegation of authority) between directors, senior management, and staff, leading to improper decision making in the Corporation. Good governance processes thatoutline key responsibility and accountability areas is a key part of overall riskmanagement.ResponsibilityThe NBIMC Act and By-Laws outline the governance responsibilities of theCorporation as well as related reporting obligations.The Board of Directors have set out a series of Board Policies that must befollowed, of which first and foremost are the Investment Policies for each fundunder management. The Board and each Board Committee also have Terms ofReference that outline their respective responsibilities.NBIMC management has developed an extensive Administration Manual andInvestment Procedures Manual that outline specific operational responsibilitiesand authorities. All staff members also have position descriptions that outlinetheir specific responsibilities.MeasuresThe Governance Committee of the Board of Directors oversees and coordinatesthe governance responsibilities of the organization.The Board of Directors, and Board Committees, meets at least quarterly. TheCorporation is also scheduled to appear annually before the Crown Corporation’s Committee of the Legislature.Business strategy riskThe risk of not developing, executing, or monitoring the business activities of the corporation in order to achieve the mission of the Corporation.ResponsibilityThe Board of Directors and management participate in creating a five-yearstrategic plan for the organization and review it on an annual basis.Management develops an annual business plan that is reviewed with the Board of Directors near the inception of each fiscal year. Progress against the plan isreviewed by the Board periodically throughout the year, and in measuring overall performance at year-end.MeasuresQuarterly Board Meetings and annual Strategic Plan review sessions (Board &Management)Fiduciary riskThe risk that fiduciary responsibilities are not fully respected or executed by NBIMC on behalf of its investment management and trustee responsibilities.ResponsibilityThe Board of Directors acts in a fiduciary capacity and do not represent anyspecific constituency. Their focus is therefore solely on the best interest of thefunds under management The Board is responsible for approving governingPolicies and also a Code of Ethics and Business Conduct that governs the ethical affairs of the corporation. Management is responsible for setting outadministrative and procedural guidelines.MeasuresDirectors and employees annually acknowledge understanding and compliancewith the Code of Ethics and Business Conduct. Management assembles acorporate Administration Manual and an Investment Risk ManagementCommittee meet on an ad-hoc basis to consider changes to an InvestmentProcedure Manual.NBIMC also has set-out a clear segregation of duties between the investmentoperations activity and the accounting and performance measurement activities of the corporation.Business environment riskThe risk that NBIMC is not continuously anticipating, monitoring, understanding, or reacting to external changes to the business environment in which NBIMC operates.ResponsibilityManagement and staff are primarily responsible for keeping abreast of industrydevelopments through media reports, legislative pronouncements, and bothongoing peer and supplier communication.MeasuresThe Corporation is an active participant in a number of industry relatedassociations such as the Pension Investment Management Association of Canada(PIAC), and the Canadian Coalition for Good Governance (CCGG). Management also actively participates in a number of global industry conferences which notonly provide up-to-date information on emerging industry issues, but providegood networking opportunities with personnel from peer institutional investmentorganizations.A number of employees are also members of professional associations such as theCFA Institute, CA, CGA organizations etc.Reputational riskThe risk of damage to our reputation, image, or credibility as a prudent and effective investment manager due to internal or external factors.ResponsibilityThe Board and Government of New Brunswick (as key stakeholder) haveinstituted a number of oversight and audit relationships that provide third partyassurance to the corporation’s reputation.MeasuresThe Government, as plan sponsor, appoints an Actuary to review the fundingposition and investment assumptions for the Fund’s under management. TheAuditor General for the Province also has reviewed the corporation’s activitiesfrom time-to-time.The Board, through its Audit Committee, annually appoints both an External and Internal audit firm to review and advise on various corporate activities.External communication riskThe risk of not effectively communicating the governance structure, strategic plan, operational activities, and performance of the corporation to stakeholders.ResponsibilityThe Chairperson of the Board and the President are responsible for all officialCommunication activities.MeasuresThe NBIMC Act outlines specific communication requirements for theCorporation that include the provision of an annual budget, and submission of an annual report including an auditor’s report.The corporation has undertaken to provide a number of other communicationactivities that have been outlined in further detail in Appendix B.Category B: Investment RiskThe risk that investments are not made in accordance with NBIMC’s mission and do not achieve the long-term return on investments as required by the Plan Sponsor for the Funds under management.ResponsibilityThe Board of Directors is responsible for the Investment Policy of the Fundsunder management. This policy sets out the benchmark portfolio asset weights,permitted asset weight deviations from the benchmark, performance benchmarks, permissible investments, and performance evaluation metrics.Management is responsible for developing and managing the underlyinginvestment strategy and program that operates within the Board approvedguidelines. This program is outlined in an Investment Procedures Manual. AnInvestment Risk Management Committee, made up of representatives from both the investment and administration teams, review any changes to investmentstrategies before they are included in the Procedures Manual.There are a number of significant areas of investment related risk which are outlined in more detail in the section below:Asset-Liability Mismatch (ALM)Investments are made to support the pension obligations of each Fund. ALMrisk refers to the risk that the investment portfolio held for a particular fundwill be insufficient to meet the obligations set out by the specific pensionobligation.MeasuresEach fund undergoes an actuarial valuation, as determined by the PlanSponsor, at a minimum of every three years. The Board determines anappropriate asset mix that is believed to best meet the future pensionobligations of each fund. Funding status estimates are monitored by the Boardon a quarterly basis between valuation dates.Management assists the Board’s decision by undertaking an asset liabilitystudy which attempts to identify the most efficient mix of financial assets thatwill meet or exceed the Sponsor’s required funding rate with the least amountof risk. Management has also developed a Policy Asset Mix Capital-at-Risk(PAM CaR) process that estimates and monitors the risk between the actualasset mix and the pension liability estimate. This calculation estimates themaximum change in value of the funding position of the Fund that would beexpected at a 95 percent confidence level over a one year time period. Thereport is distributed weekly to the Board Chair and to members of theInvestment Risk Management Committee.Active ManagementActive risk, also known as relative return risk, is the risk that actualinvestment returns do not meet the pre-specified benchmark portfolio andresult in under-performance versus those that would have resulted frompassive management.MeasuresThe Board approved Investment Policies outline the expected return and valueadded objectives in excess of those achieved by a passive managementapproach.Management utilizes a risk budgeting approach to active management whichlinks the amount of active risk taken with the overall active return target.Management has also developed a Capital-at-Risk (CaR) process thatestimates and monitors the risk of the active value added investment activities conducted by the investment staff. This calculation estimates the maximumchange in value of the relative value added to the benchmark that would beexpected at a 95 percent confidence level over a one year time period. Thiscalculation is distributed weekly to the Board Chair and to members of theInvestment Risk Management Committee.Market RiskMarket risk is broadly defined as the risk of a change in the value at which an investment portfolio could be sold due to exposure of the portfolio to certainunderlying variables. This risk is commonly considered to be the risk of anadverse change, or, the risk that the value of a portfolio will decline. NBIMCfaces market risk in virtually all of its investment portfolios, although thefundamental drivers of this risk tend to be unique, depending on thecomposition of the portfolio.MeasuresThe Board approved Investment Policies are developed in the context ofproviding a diversified portfolio of assets that will provide protection against a significant adverse change to any specific asset class.Management monitors market risk through the weekly PAM CaR processmentioned earlier.Benchmark RiskThe risk that the benchmarks used to evaluate investment performance do not appropriately reflect the underlying portfolio.MeasuresThe Investment Policies set out by the Board approve the appropriatebenchmarks for each investment asset class. These benchmarks are typicallystandards set out by the institutional investment industry and correspondclosely to those used by peer organizations.Credit RiskCredit risk is defined as the risk that a specific counterparty will not meet itsfinancial obligations as set out in a previously agreed upon contract. Creditrisk arises from numerous activities including the holding of investments in aspecific entity that require a scheduled repayment as well as through enteringinto derivatives transactions with various counterparties (banks/investmentdealers). Credit risk can manifest itself through changes in the market value ofa security or obligation, and is generally measured through procedures thatattempt to model the probability of default and / or loss.MeasuresThe Investment Policies set out by the Board provide limits in terms ofpermissible investments and credit quality requirements for a number ofinvestment alternatives.Management monitors this exposure through a monthly Counterparty CreditExposure reporting process.Liquidity RiskLiquidity Risk is the risk that an investment position can not be unwound oroffset in the financial markets in a timely fashion without enduring significant losses. An occurrence of this type could lead to NBIMC not being able tomeet payment obligations as they become due because of an inability toliquidate assets.MeasuresThe Board approved Investment Policies are developed with a considerationto the near term periodic cash flow requirements of each pension fund. Credit risk mitigation also ensures that investments are made in higher quality assets that tend to be more liquid in terms of transaction availability. Liquidity risk is also mitigated through the actions of a Trade Management OversightCommittee which is composed of senior NBIMC investment staff.Category C: Operational RiskOperational risk is generally considered to include all risks not arising out of investment or business strategy decisions of the firm. It concerns the risks arising from the loss of effectiveness or efficiency in the corporation from reliance on specialized internal processes.NBIMC has subdivided operational risk as follows:Legal, regulatory, and policy compliance riskThe risk of loss from illegal or inappropriate business practices or activities by the Corporation or its employees.ResponsibilityThe Board of Directors, or a Board Committee, is responsible for monitoring the Corporation’s compliance with legal, regulatory, and policy compliance.The Governance Committee of the Board is responsible for the oversight of theNBIMC Code of Ethics and Business Conduct. The Audit Committee isresponsible for the oversight of the Corporation’s financial reporting process.Senior management is responsible for the accurate preparation and completeness of the financial reporting prepared by the Corporation.MeasuresThe Board of Directors engage two independent accounting firms to act asexternal and internal auditors of NBIMC’s financial reporting and activities.Senior management reports to the Board quarterly with respect to InvestmentPolicy Compliance. They also present quarterly financial statements to the Audit Committee and Board for review.Management in conjunction with the Investment Finance and Corporate Services team also monitor and report on NBIMC’s compliance with both InvestmentPolicy and Investment Procedures Manual guidelines on a weekly basis.Operational riskThe risk of either direct or indirect loss resulting from inadequate or failed internal operational processes.ResponsibilityManagement is responsible to ensure operational efficiency.MeasuresThe corporation has developed both a comprehensive Administration Manual anda Business Continuity Plan in order to standardize operational processes and toenable an efficient continuity plan in the case of adverse events.Management has delineated a clear segregation of duties with respect totransaction initiation, authorization, and recording activities. Banking authorities and limits are also clearly set out.Each employee position has a specific job description, and cross training is usedextensively to provide back-up support. The corporation also has a mandatoryvacation policy.The Internal Auditor for the corporation also performs ad-hoc audit work in thisarea.Technology RiskNBIMC relies significantly on management information systems and communication technology. It is therefore exposed to the potential for material risk of direct or indirect loss resulting from inadequate or failed information technology.ResponsibilityManagement is responsible to ensure technological operational efficiency.MeasuresAs noted above, the corporation has developed both a comprehensiveAdministration Manual and a Business Continuity Plan. Management utilizes an Information Technology Risk Management Committee to help oversee anddevelop related initiatives throughout the corporation.Human Resources RiskThe risk of loss resulting from inadequate or failed internal human resource performance and from business practices that are inconsistent with generally accepted HR laws and practices.ResponsibilityThe Human Resources and Compensation Committee of the Board is responsible for oversight of the Corporation’s Human Resource policies.Senior Management is responsible for effective human resource activities with the help of a Human Resources Coordinator position. This includes the development of job descriptions for each employee, training and development activities, andannual performance reviews.MeasuresThe Human Resources and Compensation Committee has developed aCompensation Philosophy for the corporation. They annually review thecompetitive compensation landscape versus a group of peer institutional pensionfund managers, and periodically retain the services of an external consultant toprovide advice in this regard. The Committee also annually reviews and adviseson Management’s annual succession plan for key staff positions.Management maintains all human resource policies and procedures in thecorporation’s Administration Manual.V. ConclusionThis document presented a summary of NBIMC’s philosophy on the management of risk, discussed the risks that the Corporation is exposed to in the normal course of operations, and provided a brief overview of the investment risk management procedures that are currently employed by the corporation to aid in managerial decision making.NBIMC attempts to take an integrative point of view on the management of risk, and uses tools and processes available to it in various situations, such as quantitative tools for objective investment risks, and qualitative assessments for other risks such as operational risks.Risk management is, as mentioned, a circular process. The undertaking of risk management procedures often leads to the identification of previously unidentified sources of risk. For this reason, this document is expected to be a living document, and will be continually updated as NBIMC updates its risk management beliefs, objectives, and processes.Appendix A:Risk Governance StructureBoard of Directors and its CommitteesManagement and its CommitteesPlan Sponsor RelationshipsExternal Service ProvidersEnterprise Risk Management Framework Appendix B: Risk Management OutlineCore Risk Detailed Risk NBIMC Process and ReponsibilitySTRATEGICGovernance *NBIMC Act, By-Laws, Board Policy, Management Procedures, Annual Crown CorporationCommittee Appearance, Quarterly Board Governance CommitteeBusiness Strategy *Strategic Plan - 5 year cycle, Annual Business Planning Process, Regular Board MeetingsFiduciary Administration Manual, Procedures Manual, Code of Ethics (Annual Acknowledgement)Business Environment Senior Management Monitor, Industry Association InvolvementReputational *PNB Actuary Interaction, PNB Auditor General Interaction, External and Internal Audit RelationshipsExternal Communications *Centralized with President, Audit Committee Approves Ad-Hoc Press ReleasesAnnual Report, PSSA Consultation Committee Involvement, NBTA Pension Committee Involvement,Annual Crown Corporations Committee Appearance, Annual PNB Board of Management BudgetDiscussion, Quarterly PNB Board of Management Performance DiscussionINVESTMENTInvestment *Asset-Liability Studies (as per receipt of Actuarial analysis), Investment Policies (Board Approved),Investment Risk Management Committee, Weekly Relative & Nominal Risk Reports (CaR, PAM CaR),Monthly Counterparty Credit Exposure Report , Key Vendor Selection Policy (Board Approved),Trade Management Oversight Committee (TMOC)OPERATIONALLegal, Regulatory, and Policy Regular Board Meetings - President Report, Quarterly Board Audit Committee, Weekly InternalCompliance *Compliance Reports (Independent Team), Annual External Audit, Internal Audit Projects (external co.)Operational Administration Manual, Business Resumption Plan (external consultant)Technology *IT Risk Management Committee, Business Continuity Plan (external consultant)Human Resources *Board Human Resources & Compensation Committee, Annual Succession Plan, Administration Manual, CompensationPhilosophy, Peer Institutional Manager Compensation Survey participation and external consultant reviews.- Page 21 of 21 -。

内控合规管理 英语

内控合规管理 英语

内控合规管理英语Internal Control and Compliance Management.Internal control and compliance management are integral components of any successful organization, ensuring that operations run smoothly, risks are minimized, andregulations are adhered to. This article explores the concept of internal control and compliance management,their importance, and the strategies for effective implementation.Internal Control:Internal control refers to the system of procedures and policies adopted by an organization to safeguard its assets, ensure accurate financial reporting, promote operational efficiency, and comply with applicable laws and regulations. It is a proactive measure designed to prevent and detect errors, fraud, and mismanagement.The key elements of internal control are:1. Control Environment: It sets the tone for the organization, influencing the control consciousness of its people. It includes the board of directors' oversight, management's philosophy and operating style, and the allocation of authority and responsibility.2. Risk Assessment: It involves identifying, analyzing, and managing risks that could impact the organization's ability to achieve its objectives.3. Control Activities: These are the specific policies and procedures implemented to ensure that management directives are carried out and that necessary actions are taken to address identified risks.4. Information and Communication: Effective communication of relevant information throughout the organization is crucial for internal control. This includes both internal and external communication, such as reports, financial statements, and other regulatory filings.5. Monitoring: Ongoing monitoring of internal control systems ensures their effectiveness and identifies any necessary adjustments or improvements.Compliance Management:Compliance management refers to the processes and strategies used by organizations to ensure that they adhere to all applicable laws, regulations, and internal policies. Compliance management involves monitoring and enforcing compliance with these requirements, and taking corrective actions when necessary.Effective compliance management requires:1. Clear Policies and Procedures: Organizations must have clearly defined policies and procedures that guide employees' behavior and ensure compliance with external requirements.2. Training and Awareness: Regular training sessionsand awareness campaigns help employees understand the importance of compliance and their role in ensuring it.3. Monitoring and Enforcement: Regular monitoring of compliance with policies and regulations, coupled with enforcement mechanisms, ensures that violations are identified and addressed promptly.4. Audit and Review: Periodic audits and reviews of compliance management systems help identify any gaps or weaknesses and provide an opportunity for improvement.Strategies for Effective Implementation:Implementing effective internal control and compliance management systems requires a multi-faceted approach:1. Top-Down Commitment: Leadership commitment is crucial for the success of any internal control and compliance management initiative. Senior management should set the tone by demonstrating a strong commitment to compliance and fostering a culture of integrity andaccountability throughout the organization.2. Integration with Organizational Strategy: Internal control and compliance management should be integrated into the organization's overall strategy, ensuring that they are aligned with its objectives and goals.3. Ongoing Training and Development: Regular training sessions should be conducted to keep employees up-to-date on changes in laws, regulations, and internal policies. This helps ensure that they have the necessary knowledge and skills to comply with these requirements effectively.4. Use of Technology: Leveraging technology tools such as automated compliance monitoring systems and data analytics can significantly enhance the effectiveness of internal control and compliance management systems. These tools help identify patterns and trends that may indicate potential compliance issues, enabling proactive management of risks.5. Regular Reviews and Updates: Internal control andcompliance management systems should be reviewed regularlyto ensure their relevance and effectiveness. Updates should be made promptly to address any identified gaps or weaknesses.6. Encouraging a Speak-Up Culture: Organizations should create a culture that encourages employees to report any instances of non-compliance or unethical behavior. This can be achieved by providing anonymous reporting channels and ensuring that whistleblowers are protected from retaliation.In conclusion, internal control and compliance management are fundamental to the success of any organization. By implementing effective systems that promote integrity, accountability, and continuous improvement, organizations can safeguard their assets, ensure accurate financial reporting, and comply with applicable laws and regulations. By following thestrategies outlined in this article, organizations can establish robust internal control and compliance management frameworks that support their long-term sustainability and growth.。

工程项目管理英文单词

工程项目管理英文单词

1. Project: A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product, service, or result.2. Project Manager: The project manager is responsible for the planning, execution, and monitoring of the project to ensure its successful completion.3. Scope: The scope defines the work that is included in the project. It includes the deliverables, tasks, and resources required to complete the project.4. Schedule: The schedule is a timeline that outlines the start and end dates for each task in the project. It helps in tracking the progress of the project and ensures that it is completed on time.5. Budget: The budget is the financial plan for the project, including the costs of resources, labor, and materials required to complete the project.6. Risk: Risk is an uncertain event or condition that, if it occurs, hasa positive or negative impact on the project. Identifying and managing risks is an essential part of project management.7. Quality: Quality refers to the degree of excellence of the project deliverables. Ensuring quality throughout the project lifecycle is critical to project success.8. Stakeholder: A stakeholder is any individual, group, or organization that has an interest in or is affected by the project. Identifying and managing stakeholders is essential for project success.9. Communication: Communication is the process of sharing information between project stakeholders. Effective communication ensures that everyone is on the same page and helps in resolving conflicts.10. Change Management: Change management involves managing changes to the project scope, schedule, and budget. It ensures that any changes are properly documented and implemented.11. Quality Assurance: Quality assurance is the process of ensuring that the project deliverables meet the specified requirements and standards.12. Quality Control: Quality control is the process of monitoring and controlling the project deliverables to ensure that they meet the required quality standards.13. Project Life Cycle: The project life cycle is the sequence of phases that a project goes through from initiation to closure. It includes the following phases:a. Initiation: Defining the project scope, objectives, and stakeholders.b. Planning: Developing a detailed plan for the project, including the schedule, budget, and resources.c. Execution: Implementing the project plan and managing the project activities.d. Monitoring and Controlling: Tracking the project progress and ensuring that it is on schedule and within budget.e. Closing: Completing the project, documenting lessons learned, and celebrating the success.14. Critical Path Method (CPM): CPM is a project management technique used to determine the sequence of activities and the time required to complete a project.15. Program Management: Program management involves managing multiple related projects to achieve strategic business objectives.In conclusion, engineering project management is a dynamic and complex field that requires a comprehensive understanding of various concepts, techniques, and tools. The terms and words mentioned above are just a few examples of the many terms used in engineering project management. By familiarizing yourself with these terms, you will be better equipped to manage projects effectively and efficiently.。

计划 管理学 题目

计划 管理学 题目

计划管理学题目## Project Management.Project management is the process of planning, organizing, and managing resources to achieve a specific goal. It involves a wide range of activities, including:Defining the project scope and objectives.Creating a project plan.Identifying and managing risks.Managing resources.Communicating with stakeholders.Monitoring and evaluating project progress.Project management is a complex and challenging process,but it is essential for ensuring that projects are completed on time, within budget, and to the requiredquality standards.## The Importance of Project Management.Project management is important for a number of reasons. First, it helps to ensure that projects are completed on time and within budget. By creating a detailed project plan and identifying potential risks, project managers can helpto avoid delays and cost overruns.Second, project management helps to ensure thatprojects are completed to the required quality standards.By setting clear goals and objectives, and by monitoringand evaluating project progress, project managers can helpto ensure that projects meet the needs of stakeholders.Third, project management helps to improve communication and coordination among project team members. By creating a clear project plan and by holding regular meetings, project managers can help to ensure that everyoneis working towards the same goals.Finally, project management helps to reduce risk. By identifying and managing risks, project managers can help to mitigate the impact of potential problems. This can help to prevent delays, cost overruns, and quality problems.## The Project Management Process.The project management process typically involves the following steps:1. Initiation: This step involves defining the project scope and objectives, and creating a project plan.2. Planning: This step involves identifying and managing risks, and developing a detailed project schedule.3. Execution: This step involves implementing the project plan and managing project resources.4. Monitoring and Control: This step involves trackingproject progress and making necessary adjustments.5. Closure: This step involves completing the project and evaluating its success.## Project Management Tools and Techniques.There are a number of tools and techniques that can be used to help with project management. These include:Gantt charts: Gantt charts are a type of bar chartthat shows the schedule of a project.Critical path analysis: Critical path analysis is a technique for identifying the critical tasks in a project.PERT charts: PERT charts are a type of network diagram that shows the relationships between tasks in a project.Earned value management: Earned value management is a technique for measuring project progress.Risk management software: Risk management software can help project managers to identify and manage risks.## 中文回答:项目管理。

人力资源管理的英语

人力资源管理的英语

人力资源管理的英语英文回答:Human resource management (HRM) is the process of managing people in an organization to achieve its goals. It involves a wide range of activities, including:Recruitment and selection: Identifying and hiring the best candidates for open positions.Compensation and benefits: Determining and managing employees' pay and benefits.Training and development: Providing employees with the skills and knowledge they need to perform their jobs effectively.Performance management: Assessing and evaluating employees' performance.Employee relations: Managing relationships between employees and the organization.HRM is an essential function in any organization. It helps to ensure that the organization has the right people in place to achieve its goals, and that those people are motivated and engaged.中文回答:人力资源管理是为达到组织目标而管理组织中员工的过程。

ISO9001:2000全英文

ISO9001:2000全英文

8. Measurement
Analysis and Improvement
System
7. Product Realization
Product
CUSTOMERS
Satisfaction
Consumption
Principles of new standard
PrincipБайду номын сангаасes of new standard
Expectations of the new Standard
Avoid the application of systems that are separate from the organization’s business process
Enable the development of a Quality system that is fully integrated into the normal operations of organization’s business
Introduced considerable conceptual changes
Applicable to all types of Organizations with possible permissible omissions of certain requirements
New ISO 9001
Effective decisions are based on the analysis of data and information
Mutually beneficial supplier relationships
•An organization & its suppliers are interdependent •Mutually beneficial relationship enhances the ability of both to create value

软考十大管理英文

软考十大管理英文
2.估算成本(Estimate Costs) The process of developing an approximation of the monetary resources needed to complete project activities.
3.制定预算(Determine Budget) The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
6.控制进度(Control Schedule) The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
4.建设团队(Develop Project Team) The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
2.管理质量(management quality) The process of applying an organization's quality policy to projects and transforming quality management plans into executable quality activities.

ITIL_v3考试题库

ITIL_v3考试题库

QUESTION 1 Which of the following models would be most useful in helping to define an organizational structure?A.Service ModelB.Continual Service Improvement (CSI) ModelC.RACI ModelD.Plan, Do, Check, Act (PDCA) ModelAnswer: CQUESTION 2 Which of the following BEST describes a Service Desk?A.A process within Service Operation providing a single point of contactB.A dedicated number of staff answering questions from usersC.A dedicated number of staff handling Incidents and service requestsD.A dedicated number of staff handling service requestsAnswer: CQUESTION 3 Governance is concerned with:A.Measuring and improving the efficiency and effectiveness of processesB.Ensuring that agreed Service Level Requirements are metC.Ensuring that processes and procedures are correctly followedD.Reducing the total cost of providing servicesAnswer: CQUESTION 4 Which of these activities would you expect to be performed by a Service Desk? 1. Logging details of Incidents and service requests 2. Providing first line investigation and diagnosis 3.Restoring service 4. Diagnosing the root cause of problemsA.2, 3 and 4 onlyB.1, 2 and 4 onlyC.All of the other alternatives apply.D.1, 2 and 3 onlyAnswer: DQUESTION 5 Which of the following statements is CORRECT?A.Service Transition contains guidance on transferring services from strategy into the design phase of the Service LifecycleB.Service Design provides guidance for the development of services and service management processesC.Continual Service Improvement contains guidance on supporting IT operations through models such as shared servicesD.Service Operation ensures that organizations are in a position to handle the costs and risks associated with their service portfoliosAnswer: BQUESTION 6 Which of the following delivery strategies is described as, "Formal arrangements between two or more organizations to work together to design, develop, transition, maintain, operate and/or support IT services"?A.InsourcingB.MultisourcingC.Knowledge Process OutsourcingD.Application Service ProvisionAnswer: BQUESTION 7 How is the Service Catalogue used to add value to the service provider organization?A.Providing a central source of information on the IT services deliveredB.Showing the business impact of a changeC.Displaying the relationships between configuration itemsD.To predict the root cause of issues in the IT infrastructureAnswer: AQUESTION 8 The Service Catalogue can be BEST described as:A.A document used by Service Operations to identify activities that they must performB.A list of all business requirements that have not yet become servicesC.The part of the Service Portfolio that is visible to customersD.A list of all Service Level AgreementsAnswer: CQUESTION 9 What is the Service V Model used for?A.The day to day management of servicesB.Monitoring and measuring services as part of Continual Service Improvement (CSI)C.Identifying different levels of validation and testing that can be carried outD.Managing the five aspects of Service DesignAnswer: CQUESTION 10 Which of the following are valid examples of business value measures?1. Customer retention2. Time to market3. Service Architecture4. Market shareA.All of the alternatives applyB.1, 2 and 4 onlyC.1 and 2 onlyD.2 and 4 onlyAnswer: BQUESTION 11 Which stages of the Service Lifecycle does the 7 Step Improvement Process apply to?A.Service Design, Service Transition and Service OperationB.Service OperationC.Service Transition and Service OperationD.Service Strategy, Service Design, Service Transition, Service Operation and Continual Service ImprovementAnswer: DQUESTION 12 The three subprocesses of Capacity Management are:A.Business Capacity Management, Service Capacity Management and Component Capacity ManagementB.Business Capacity Management, Technology Capacity Management and Component Capacity ManagementC.Supplier Capacity Management, Service Capacity Management and Technology Capacity ManagementD.Supplier Capacity Management, Service Capacity Management and Component Capacity ManagementAnswer: AQUESTION 13 Which of the following statements is INCORRECTLY assigned to its book?A.contains guidance on transferring the control of services between customers and service providers: SERVICE TRANSITIONB.ensures that organization are in a position to handle the costs and risks associated with their service portfolios: SERVICE STRATEGYC.provides guidance for the development of services and service management processes: SERVICE DESIGND.contains guidance on supporting operations through new models and architectures, such as shares services: CONTINUAL SERVICE IMPROVEMENTAnswer: DQUESTION 14 How many numbered steps are in the continual service improvement (CSI) process?A.11B.4C.7D.6Answer: CQUESTION 15 Which process is responsible for recording the current details, status, interfaces and dependencies of all the services that are being run or being prepared to run in the live environment?A.service level managementB.service catalogue managementC.demand managementD.service transitionAnswer: BQUESTION 16 Which of the following is NOT a function?A.Technical ManagementB.Incident ManagementC.Service DeskD.Application ManagementAnswer: BQUESTION 17 Which of the following is NOT a responsibility of the Service design manager?A.Design and maintain all necessary service transition packagesB.take the overall service strategies and ensure they are reflected in the service design process and the service designs that are producedC.measuring the effectiveness and efficiency of service design and the supporting processesD.produce quality, secure and resilient designs for new or improved services, technology architecture, processes or measurement systems that meet all the agreed current and future IT requirements of the organization Answer: AQUESTION 18 Exhibit:Order the following continual service improvement (CSI) implementation steps into the CORRECT sequence in alignment with the plan, do check, act (PDCA) model. Please refer to the exhibit.A.2-3-4-1B.1-3-2-4C.3-4-2-1D.3-1-2-4Answer: DQUESTION 19 Which of the following is a valid role in the RACI Authority Matrix?A.ControlledB.ConfigurationC.ConsultedplexAnswer: CQUESTION 20 What does a service always have to deliver to its customers?A.infrastructureB.applicationsC.resourcesD.valueAnswer: DQUESTION 21 The two main parts of the service catalogue are:A.the business service catalogue and the technical service catalogueB.service levels and service costsC.the service portfolio and retired servicesD.service attributes and service capabilitiesAnswer: AQUESTION 22 RACI is an acronym for four roles. Which of the following is NOT one of the RACI roles?A.consultedB.ReliablermedD.accountableAnswer: BQUESTION 23 Which of the following is the CORRECT description of the Seven R's of Change Management?A.A set of questions that should be asked to help understand the impact of ChangesB.A definition of the roles and responsibilities required for Change ManagementC.A set of questions that should be asked when reviewing the success of recent changeD.A seven step process for releasing Changes into productionAnswer: AQUESTION 24 IT operations management have been asked by a customer to carry out non-standard activity that will cause them to miss an agreed service level target. How should they respond?A.they should escalate this decision to service strategyB.accept the request as they must support customer business outcomesC.make a decision based on balancing stability and responsivenessD.refuse the request because they must operate the service to meet the agreed service levelsAnswer: CQUESTION 25 The left-hand side of the service V model represents requirements and specifications. What does the right-hand side of the service V model represent?A.Performance and capacity requirements of services and IT infrastructureB.The business value that can be expected from a given serviceC.Validation and TestingD.roles and responsibilities for an effective service management implementationAnswer: CQUESTION 26 Which of the following processes are performed by the service desk? 1. capacity management 2. request management 3. demand management 4. incident managementA.2 and 4 onlyB.all of the alternatives applyC.2 onlyD.2, 3 and 4 onlyAnswer: AQUESTION 27 Which of the following BEST describes 'partners' in the phrase "people, processes, products and partners"?A.internal departmentsB.customersC.the facilities managerD.suppliers, manufacturers and vendorsAnswer: DQUESTION 28 Which of the following are the MAIN objectives of incident management? 1. to automatically detect service affecting events 2. to restore normal service operation as quickly as possible 3. to minimize the adverse impacts on business operationsA.all of the alternatives applyB.1 and 2 onlyC.2 and 3 onlyD.1 and 3 onlyAnswer: CQUESTION 29 One organization provides and manages an entire business or function for another organization. This is known as:A.business process outsourcingB.business function outsourcingC.business process managementD.knowledge process outsourcingAnswer: AQUESTION 30 The ITIL CORE publications are structured around the service lifecycle. Which of the following statements about ITIL complementary guidance is CORRECT?A.it consists of five publicationsB.it provides guidance to specific industry sectors and types of organizationC.it is also structured around the service lifecycleD.It provides the guidance necessary for an integrated approach as required by ISO/IEC 20000Answer: BQUESTION 31 Exhibit:Which of the following areas would technology help support during the service operation phase of the lifecycle? Please refer to the exhibit.A.2, 3 and 4 onlyB.All of the alternatives applyC.1, 2 and 3 onlyD.1, 3 and 4 only Answer: BQUESTION 32 Exhibit:Which of the following questions does guidance in service strategy help answer? Please refer to the exhibit.A.2 onlyB.3 onlyC.1 onlyD.all of the alternatives applyAnswer: DQUESTION 33 Which of the following is a sub-process of capacity management?ponent capacity managementB.process capacity managementC.technology capacity managementD.capability capacity managementAnswer: AQUESTION 34 Which of the following is a good metric for measuring the effectiveness of Service Level management?A.Customer satisfaction scoreB.number of services deployed within agreed termsC.average number of daily incidents managed by each service agentD.number of services in the service portfolioAnswer: AQUESTION 35 Which process is responsible for recording relationships between service components?A.service portfolio managementB.service asset and configuration managementC.incident managementD.service level managementAnswer: CQUESTION 36 Exhibit:Which of the following should be supported by technology? Please refer to the exhibit.A.1, 3 and 4 onlyB.1, 2 and 3 onlyC.2, 3 and 4 onlyD.all of the alternatives applyAnswer: DQUESTION 37 Which of the following activities is carried out in the "where do we want to be" step of the continual service improvement model?A.aligning the business and IT strategiesB.defining measurable targetsC.implementing service and process improvementsD.creating a baselineAnswer: BQUESTION 38 The ITIL CORE publications are structures around the Service Lifecycle. Which of the following statements about ITIL complementary guidance is CORRECT?A.It provides the guidance necessary for an integrated approach as required by ISO/IEC 20000B.It is also structured around the Service LifecycleC.It consists of five publicationsD.It provides guidance to specific industry sectors and types of organizationAnswer: DQUESTION 39 A service is not very reliable, but when it works it is of great value to the customer. This combination could be described as:A.high utility and low warrantyB.low utility and high warrantyC.low utility and low warrantyD.high utility and high warrantyAnswer: AQUESTION 40 . With which of the following processes is Problem Management least likely to interface on a regular basis?A.IT Financial ManagementB.Change ManagementC.Incident ManagementD.Availability ManagementAnswer: AQUESTION 41 . Which of the following places Problem Management activities in the correct order:A.Identify and record, classify, investigate and diagnose, raise an RFC, review the changeB.Investigate and diagnose, raise an RFC, classify, identify and recordC.Identify and record, investigate and diagnose, raise an RFC, classify, review the changeD.Review a change, classify, identify and record, investigate and diagnose, raise another RFCAnswer: AQUESTION 42 .Which of the following activities may, exceptionally, be omitted for an urgent change:1. Recording that the change has been made2. Testing the change3.Holding a CAB meeting4. Establishing a back-out planA.All of themB.2 and 4C.2 and 3D.3 and 4Answer: CQUESTION 43 . Why is Service Management so important to IT service providers?A.The success of many businesses depends upon the quality of their ITB.It's the only way to manage IT in the Internet ageC.It's contained within the IT Infrastructure LibraryD.It's the first non-proprietary initiative for the management of IT systemsAnswer: AQUESTION 44 . Which of the following is NOT the responsibility of the Release Management process?A.The physical aspects of software controlB.Ensuring that the accuracy of CMDB entries concerning software CIs is maintainedC.Helping to determine the software release policyD.Distributing softwareAnswer: BQUESTION 45 . A service-based (rather than a customer-based) SLA:A.Covers all services for a particular customerB.Covers a set of similar services, for a single customerC.Covers all servicesD.Covers a single service, for all of the customers of that serviceAnswer: DQUESTION 46 . Possible problems with Change Management include:A.Greater ability to absorb a large volume of changeB.Increased visibility and communication of changesck of ownership of impacted servicesD.Better alignment of IT services to actual business needsAnswer: CQUESTION 47 . Which of these is/are TRUE? 1. Functional escalation is an essential part of the Incident Management process 2. All calls to the Service Desk should be treated as incidents 3. Service Requests can be handled by Service Desk StaffA.1 and 3B.All three of themC.Only 1D.1 and 2Answer: AQUESTION 48 . Who must always authorize a Request for Change before the change is built and tested?A.The Configuration ManagerB.The Change InitiatorC.The Change ManagerD.Release ManagementAnswer: CQUESTION 49 . Why is there sometimes conflict between the goals of Incident Management and those of Problem Management?A.Because specialist support staff do not properly document the work-arounds they identify which consequently prevents the 1st line support staff from applying them the next time the incident occursB.Because Problem Management is often carried out by technical staff who also have operations responsibilities and who cannot allocate enough resources to problem solvingC.Because Problem Management is focusing on identifying permanent solutions and therefore the speed with which these solutions are found is of secondary importanceD.Because Problem Management staff rarely give feedback spontaneously, forcing the 1st line support staff to chase themAnswer: CQUESTION 50 . Which one of the following is NOT the responsibility of a Service Level Manager?A.Analyzing and reviewing agreed service levelsB.Maintaining the service catalogueC.Negotiating requests for serviceD.Assessing the full impact of proposed changes to services Answer: DQUESTION 51 . Which of the following statements is INCORRECT?A.Urgent and non-urgent changes follow the same Change Management processB.High risk, urgent changes should be considered by the CAB Emergency CommitteeC.Urgent changes need not necessarily be reviewed, unless there is time to do soD.The justification for urgent changes should always be based on sound business reasonsAnswer: CQUESTION 52 . In Availability Management, Confidentiality and Integrity are elements of:A.ReliabilityB.ServiceabilityC.SecurityD.MaintainabilityAnswer: CQUESTION 53 . At what point should capacity requirements of a proposed system be first considered?A.Leave it until the system is implemented and see if the system works O.K.B.As early as possibleC.When the Development Manager has completed testing and passes the system to Operations for operational testingD.Just before the system goes liveAnswer: BQUESTION 54 . Which of the following is NOT a valid attribute of a hardware CI?A.A supplier's part numberB.The cost of the itemC.A manufacturer's serial numberD.The number of items heldAnswer: DQUESTION 55 . Which of the following activities are NOT part of IT Accounting?A.Calculation of the costs of IT servicesC.Identification of costs by customer, service or activityD.Performing cost-benefit analyses to support decision makingAnswer: BQUESTION 56 . The major difference between a CMDB and an asset register is that CMDB holds information on:A.DocumentationB.SoftwareC.The IT environmentD.RelationshipsAnswer: DQUESTION 57 .Which of the following is least likely to be a direct benefit of implementing a formal Incident Management processA.Improved user satisfactionB.Incident volume reductionC.Elimination of lost incidentsD.Less disruption to both IT support staff and usersAnswer: BQUESTION 58 . Which of the following definitions best describes the IT Infrastructure Library (ITIL)?A.A documented framework of proven best practices in Service ManagementB.A prescriptive process for managing Service Improvement ProjectsC.A methodology for supporting and delivering IT servicesD.A quality standard in managing customer relationshipsAnswer: AQUESTION 59 . The stages in the Incident Management process are:A.Logging, allocation, classification, initial support, communication, resolutionB.Logging, initial support, detection, recording, classification, investigation, recovery and closureC.Detection, classification, investigation, recording, recovery, resolution and closureD.Detection, recording, classification, initial support, investigation, diagnosis, resolution, recovery and closureAnswer: DQUESTION 60 . Which of the following terms or phrases are associated with resilience?1. Redundancy2. Fault tolerance3. On-site spares4. DuplexingA.2, 3 and 4B.All of themC.1 and 4D.1, 2 and 4QUESTION 61 . If the IT Service Continuity plan had to be invoked during a crisis, what would be the role of the organization's senior managers?A.Progress reportingB.Leading the recovery teamsC.Co-ordinating and directing activities, arbitrating and allocating resourcesD.Executing recovery instructionsAnswer: CQUESTION 62 . Capacity Management is responsible for ensuring the capacity of the IT Infrastructure matches the evolvingdemands of the business in the most cost effective and timely manner. Which of the following is NOT part of this responsibility?A.Monitoring performance and throughput of individual IT componentsB.Tuning systems to make most effective use of IT resourcesC.Purchasing resources for the IT InfrastructureD.Influencing customer behaviour to optimise the use of IT resourcesAnswer: CQUESTION 63 . Which of the following are NOT operational costs?A.StaffB.ConsultancyC.A mainframe purchaseD.Accommodation rentalAnswer: CQUESTION 64 . Which of the following statements is FALSE?A.If the root cause and a temporary work-around have been identified for a problem it becomes a known errorB.All known errors need to be resolved to user satisfactionC.A known error can be kept open when a work-around is being usedD.Incidentsare not the only source of known errorsAnswer: BQUESTION 65 . The Requirements and Strategy phase of the Business Continuity Life-cycle comprises:A.Initial testing, Education and Awareness and Assurancecation and Awareness, Review and Auditanization and Implementation Planning and Risk Reduction MeasuresD.Business Impact Analysis, Risk Assessment and Business Continuity StrategyAnswer: DQUESTION 66 . Which of these statements reflect the activities of IT Financial Management?1. IT Financial Management may calculate the prices to be charged for IT services2. IT Financial Management ensures that the IT department charges those who benefit from ITA.Only 1B.Only 2C.NeitherD.1 and 2Answer: AQUESTION 67 . During the release planning stage you identify that the changes you are about to make to a service will necessitate changes in related software systems. Once all the changes have been fully tested, which type of release will be used to deliver them into the live environment?A.Full ReleaseB.Package ReleaseC.EmergencyD.Delta ReleaseAnswer: BQUESTION 68 . Typically the decision on what should be the lowest level of CI recorded is influenced mostly by:A.The reliability of the CIsB.The level at which components will be independently changedC.The suitability of the available software to hold the informationD.The availability of spares for CIsAnswer: BQUESTION 69 . As part of your IT Continuity Planning you have been asked to undertake a comprehensive Risk Analysis. Which of the following is most likely to be of use to you in drawing up your plan?A.The Forward Schedule of Change, produced by Change ManagementB.A Service Catalogue plus an understanding of the business criticality of each of the servicesC.A list of Services and Operational Level AgreementsD.A report produced by Incident Management detailing the incidents affecting IT Services over the last monthAnswer: BQUESTION 70 . An overhead would normally be regarded as which of the following?A.A discounted chargeB.The market priceC.An indirect costD.A direct costAnswer: CQUESTION 71 . Consider the following activities:1. The analysis of raw data2. The identification of trends3. The definition of Service Management processes4. The implementation of preventive measures Which of the above should be easier after implementing a good IT Service Management software tool?A.All of themB.2 and 3C.None of themD.1, 2 and 4Answer: DQUESTION 72 . The CMDB:A.Must be available for update 7 x 24 if any of the services supported by the IT supplier are available 7 x 24B.Is updated by Configuration Management staff at the end of each working dayC.Holds information that will be useful to the majority of IT Service Management processesD.Must be verified for accuracy monthly with trend reports on errors distributed to management quarterlyAnswer: CQUESTION 73 . Which of the following is NOT a valid method of tuning?A.Balancing disc trafficB.Making more efficient use of processing capacityC.Installing a new serverD.Balancing workloadsAnswer: CQUESTION 74 . For an organization implementing the ITIL IT Service Management processes which of the following statements is most accurate?A.The full benefits will only be realized if all IT staff are fully qualified in IT Service Management.B.The full benefits will only be realized if Incident & Problem Management processes are implemented first.C.The full benefits will only be realized if the business requirements are first ascertained and then the processes are implemented in an integrated way.D.The full benefits will only be realized if regular reviews are undertaken with customers.Answer: CQUESTION 75 . Which of the following would NOT be a performance measurement for the Service Level Management function?A.Whatpercentage of services are covered by SLAs?B.Are service review meetings held on time and correctly minute?C.Are customer perceptions of service improving?D.How many services are included within the CMDB?Answer: DQUESTION 76 . Which of the following is NOT an element of Availability Management?A.VerificationB.SecurityC.ReliabilityD.MaintainabilityAnswer: AQUESTION 77 . Which of the following statements is TRUE?A.Physical copies of all CIs are stored in the DSLB.Release Management is responsible for managing the organization's rights and obligations regarding softwareC.The DSL contains source code onlyD.A change may only be developed from non-definitive versions of software in the case of an urgent release Answer: BQUESTION 78 . Which of the following metrics would you most associate with the Service Desk?A.The number of high priority incidents occurringB.The support team which resolves the greatest number of problemsC.The number of problems solved in a dayD.The mean time between failureAnswer: AQUESTION 79 .Potential benefits from managing IT Service Continuity are:1. Lower insurance premiums2. Fulfillment of mandatory or regulatory requirements3. Reduced business disruption in the event of a disaster4. Better management of risk and the consequent reduction of the impact of failureA.2 and 4B.2, 3 and 4C.All of themD.1, 2 and 4Answer: C。

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Identifying and Managing Enterprise Security Risks in OnlineBusiness Convergence EnvironmentsJohn Mylonakis10 Nikiforou str., Glyfada, 166 75, Athens, GreeceE-mail: imylonakis@.grAlketas Malioukis28 Ithakis str., Pallini, 153 44, Athens, GreeceE-mail: alketas_1@AbstractSecurity risks associated with networked enterprise systems is a topic that has become increasingly significant in recent years. Risks to computer systems can be anything from defacing a corporate website to sabotaging a metropolitan electricity distribution system, and anything in between. Information security risk management is the process used to identify and understand risks to the confidentiality, integrity, and availability of information and information systems. The scope of this paper is to review the current literature and best practices on risk management and the processes that allow Information Technology (IT) managers to balance the operational and economic costs of protective measures, as well as, achieve gains in mission capability by protecting the IT systems and data that support their organizations’ missions. Literature suggests that d eveloping a well-planned business continuity plan should be a matter of highest priority for all businesses, regardless of size, structure or function. For business leaders, the most crucial priority is to minimize risk by developing a high standard security system, encompassing the overall organization’s safety.Keywords: Information systems, Electronic commerce, Security risks, Enterprise systems, Online channels1. IntroductionThe Internet has played a key role in changing how we interact with other people and how we do business today. Because of the internet, electronic commerce has emerged, allowing organizations to more effectively interact with their customers and other corporations inside and outside their industries. While the internet offers enormous advantages and opportunities, it also presents various securities risks.Managing the security risks associated with organization’s growing reliance on information technology is a continuing challenge. In particular, public agencies, like many private organizations, have struggled to find efficient ways to ensure that they fully understand the information security risks affecting their operations and implement appropriate controls to mitigate these risks.Organizations are increasingly reliant on automated and interconnected systems to perform functions essential to their welfare. The benefits of such activities include improved information processing, communication and better service of the customer (Marquis, Dean & Knight, 2006). However, the factors that benefit operations - speed of processing and access to information - also increase the risks of computer intrusion, fraud, and disruption. Information systems have long been at some risk from malicious actions or inadvertent user errors and from natural and manmade disasters. In recent years, (Robinson, 2006) systems have become more susceptible to these threats because computers have become more interconnected and, thus, more interdependent and accessible to a larger number of individuals. In addition, the number of individuals with computer skills is increasing, and intrusion, or “hacking,” techniques are becoming more widely known via the Internet and other media. Numerous reports published over the last few years indicate that automated operations and electronic data are inadequately protected against these risks (Hiltgen, Kramp & Weigold, 2006). These reports show that poor security program management is one of the major underlying problems. A principal challenge many agencies face is in identifying and ranking the information security risks to their operations, which is the first step in developing and managing an effective security program. Taking this step helps ensure that organizations identify the mostsignificant risks and determines what actions are appropriate to mitigate them.2. What is electronic security (e-security)?E-security touches the very heart of the new economy. For the first time since World War II, global markets and the global community can promise significant benefits to all. But the process of building a global electronic economy demands discussion of important issues, such as how to define and protect privacy, what trust and confidence will mean and how to measure them, and how to determine security.Overall, electronic security is any tool, technique, or process used to protect a system’s information assets. Electronic security enhances or adds value to a naked network and is composed of soft and hard infrastructure. The soft infrastructure components are the policies, processes, protocols, and guidelines that protect the system and the data from compromise. The hard infrastructure consists of hardware and software needed to protect the system and data from threats to security from inside or outside the organization (Bishop, 2005). The degree of electronic security used for any activity should be proportional to the activity’s underlying value. Security is a risk management, or risk-mitigation, tool. Appropriate security means that the risk has been mitigated for the underlying transaction in proportion to its value. Given that the Internet is a broadcasting medium, constraints have to be added to target only intended recipients. As a result, the need for security is a constant of doing business over the Internet (Chen & Corriveau, 2007).E-security can be described on the one hand as those policies, guidelines, processes, and actions needed to enable electronic transactions to be carried out with a minimum risk of breach, intrusion, or theft (Wysopal, Nelson, Zovi & Dustin, 2007). On the other hand, e-security is any tool, technique, or process used to protect a system’s information assets. Information is a valuable strategic asset that must be managed and protected accordingly. The degree of e-security used for any activity should be proportional to the activity’s underlying value. Thus, security is a risk-management or risk-mitigation tool, and appropriate security means mitigation of the risk for the underlying transaction is in proportion to its value.3. Security Risks on Enterprise Network SystemsSecurity risks associated with networked enterprise systems is a topic that has become increasingly significant in recent years. As corporations rely ever more on technology to run their businesses, connecting enterprise systems to each other to perform seamless business transactions in a virtually borderless world, security is becoming a concern rather than an afterthought for IS managers around the world.Lewis (2000) describes the importance of linking security issues to business issues. He points out that lack of security can decrease revenue due to loss of confidence by the market. According to Lewis, too much security can also lower revenue by obstructing access and creating obstacles for customers. He suggests that the trick is to provide the right balance of strong security measures that the right people access the right information at the right time.Risks to computer systems can be anything from defacing a corporate website to sabotaging a metropolitan electricity distribution system, and anything in between. Each of these risks is associated with business risks. Freeh (2000) observes that an intrusion that results in a theft of credit card numbers from an online vendor can result in significant financial losses and reduce customer willingness to engage in business (Tipton& Krause, 2008). In addition, having to shutdown a defaced e-commerce site can have disastrous consequences for a business.Apart from the most obvious financial risks, many experts believe that security is all about managing risks. The level of security that needs to be put in can be treated as an indication of the level of risk that a business is willing to accept (Lewis, 2000). Lewis suggests that one should be looking at security systems as a way to conduct risk management. To do that, the risks are to be quantified first, then to determine the liability, and finally take remedial actions. The remedial actions could involve imposing appropriate security measures.4. The Importance of Information Security Risk ManagementIt would be prohibitively expensive and impractical to protect the enterprise against every vulnerability because information security attacks come in many forms, and attackers constantly evolve new tactics as we develop new defenses and controls. We need a way to identify the most likely attack vectors to support the development of optimal security strategies.Information security risk management is the process used to identify and understand risks to the confidentiality, integrity, and availability of information and information systems. In its simplest form, a risk management assessment consists of the identification and valuation of assets and an analysis of those assets in relation topotential threats and vulnerabilities, resulting in a ranking of risks to mitigate. The resulting information should be used to develop strategies to mitigate those risks (Brancheau, Janz & Wetherbe, 1996).An adequate risk management assessment identifies the value and sensitivity of information and system components and then balances that knowledge with the exposure from threats and vulnerabilities (Fink, 2005). A risk management assessment is a pre-requisite to the formation of strategies that guide the institution as it develops, implements, tests, and maintains its information systems security posture. An initial risk management assessment may involve a significant one-time effort, but the risk assessment process should be an ongoing part of the information security program.Early information security efforts in the IT industry concentrated on specific controls such as firewalls, virus scans, authentication and logon credentials, intrusion detection and prevention packages, and cryptography (Bellissimo, Burgess & Fu, 2006). These are important controls but are not easily sustainable as they rely on closing all emerging vulnerabilities. As the number of new vulnerabilities discovered each year has skyrocketed, this model of “fixing everything” becomes more costly while losing effectiveness, as soon as one hole is patched, two new holes appear. The information security industry has been searching for a rational method to narrow threats in a practical manner that can be applied to strategy, tactics, prioritization, and resource management.Risk management is the process that allows IT managers to balance the operational and economic costs of protective measures and achieve gains in mission capability by protecting the IT systems and data that support their organizations’ missions. This process is not unique to the IT environment; indeed, it pervades decision-making in all areas of our daily lives. Take the case of home security, for example (Pritsker, 1997). Many people decide to have home security systems installed and pay a monthly fee to a service provider to have these systems monitored for the better protection of their property. Presumably, the homeowners have weighed the cost of system installation and monitoring against the value of their household goods and their family’s safety, a fundamental “mission” need. The head of an organizational unit must ensure that the organization has the capabilities needed to accomplish its mission (Hertzum, Jørgense & Nørgaar, 2004). These mission owners must determine the security capabilities that their IT systems must have to provide the desired level of mission support in the face of real world threats. Most organizations have tight budgets for IT security; therefore, IT security spending must be reviewed as thoroughly as other management decisions. A well-structured risk management methodology, when used effectively, can help management identify appropriate controls for providing the mission-essential security capabilities.5. Which are the security systems objectives?Information security enables an organization to meet its business objectives by implementing business systems with due consideration of information technology (IT) - related risks to the organization business (Whittacker & Thompson, 2008) and trading partners, technology service providers, and customers. Organizations meet this goal by striving to accomplish the following:5.1 Availability. The ongoing availability of systems addresses the processes, policies, and controls used to ensure authorized users have prompt access to information. This objective protects against intentional or accidental attempts to deny legitimate users access to information or systems.5.2 Integrity of Data or Systems. System and data integrity relate to the processes, policies, and controls used to ensure information has not been altered in an unauthorized manner and that systems are free from unauthorized manipulation that will compromise accuracy, completeness, and reliability.5.3 Confidentiality of Data or Systems. Confidentiality covers the processes, policies, and controls employed to protect information of customers and the organization against unauthorized access or use.5.4 Accountability.Clear accountability involves the processes, policies, and controls necessary to trace actions to their source. Accountability directly supports non-repudiation, deterrence, intrusion prevention, security monitoring, recovery, and legal admissibility of records.5.5 Assurance.Assurance addresses the processes, policies, and controls used to develop confidence that technical and operational security measures work as intended. Assurance levels are part of the system design and include availability, integrity, confidentiality, and accountability. Assurance highlights the notion that secure systems provide the intended functionality while preventing undesired actions.6. When does a security issue become a risk?Technically, risk is the probability associated with losses or (failure) of a system multiplied by the euro loss if the risk is realized. By this definition, it is evident that risks are subjective. It is up to the management to assess risksand to classify them based on their severity. The economic aspect of managing risks also plays a role in it, because, sometimes the benefits from mitigating a risk may not justify the costs involved. At the same time, chances of occurrence of some risks may be less than the others.The following are the components for the design of information security architectures, which are particularly relevant to the case being investigated in this project:6.1 Intrusion. Ensuring that access to systems and information can only be gained though authorized access methods.6.2 Authentication. Ensuring that only authorized personnel are able to access the systems and information.6.3 Authorization. Ensuring that access to systems and information is restricted to those with an authorized requirement for such access.6.4 Encryption. Protecting information in transit and in storage through the use of : encryption.6.5 Accountability. Ensuring that access to systems and information by users is appropriately recorded.6.6 Availability. Ensuring that systems and information are available to authorized users whenever required.6.7 Endurability. Ensuring that security risks are maintained at acceptable levels over time.It is widely accepted that countermeasures or strategies adopted to reduce security risks, fall into four categories of sequential actions, namely: (1) deterrence, (2) prevention, (3) detection, and (4) recovery.7. Top 10 security risksTypical dangers faced are third parties accessing, deleting or tampering with the data while it is being transmitted or obtaining information under false pretences. This may achieved with the help of:7. 1 Viruses and worms:Programs that self-replicate or are sent over the internet by email and can damage your PC .Viruses are computer programs that are designed to spread themselves from one file to another on a single computer. A virus might rapidly infect every application file on an individual computer, or slowly infect the documents on that computer, but it does not intentionally try to spread itself from that computer to other computers. In most cases, that's where humans come in. Worms, on the other hand, are insidious because they rely less (or not at all) upon human behavior in order to spread themselves from one computer to others. The computer worm is a program that is designed to copy itself from one computer to another over a network (e.g. by using e-mail). The worm spreads itself to many computers over a network, and doesn't wait for a human being to help. This means that computer worms spread much more rapidly than computer viruses (Blascovich, 2008).7.2 Trojans: Programs that, unbeknown to the user, compromise computer security by intercepting passwords, for example, ‘A Trojan is a program that may appear to be legitimate, but in fact does something malicious’. Trojans are often used to gain backdoor access - that is to say remote, surreptitious access, to a user's system. Trojans do not replicate as viruses do, nor make copies of themselves as worms do.7.3 Phishing: Is the process of using a false name, website or address for fraudulent purposes (Dhamija, Tygar & Hearst, 2006).7.4 Pharming: Redirecting users to a fraudulent server.7.5 Rootkits: Malicious software giving unauthorized administrator-level access without the real administrator noticing, they share certain features with Trojans. A rootkit gives attackers full access to the system (hence the term 'root') and typically hides the files, folders, registry edits, and other components it uses. In addition to hiding itself, a rootkit typically hides other malicious files that it may be bundled with.7.6 Hacking: Unauthorized access to a pc via the internet is the act of gaining access without legal authorization toa computer or computer network.7.7 Keyloggers: Is one of the most insidious threats to a user’s personal information. Passwords, credit card numbers, PII etc. are potentially exposed, and the incidence of keyloggers in-the-wild is apparently growing rapidly. Unlike Phishing, this is not an attack that alert and sophisticated users can avoid. Writing a keylogger is a trivially easy task. There are numerous freeware offerings, and many of them make efforts to conceal their presence. For example, they will not show up in the Task Manager process list.7.8 Botnets: A botnet (also known as a zombie army) is a number of Internet computers that, although their owners are unaware of it, have been set up to forward transmissions (including spam or viruses) to other computers on the Internet. Any such computer is referred to as a zombie - in effect, a computer "robot" or "bot" that serves the wishes of some master spam or virus originator. Most computers compromised in this way arehome-based. According to a report from Russian-based Kaspersky Labs, botnets -- not spam, viruses, or worms -- currently pose the biggest threat to the Internet.7.9 Online payment Fraud: Payment fraud is fraud or theft committed using online technology to illegally remove money from, or transfer it to, a different bank account. Types of internet banking fraud include phishing and mule recruitment.7.10 Data loss: The issue of data loss encompasses everything from confidential information about one customer being exposed, to thousands of source code files for a company’s product being sent to a competitor. Whether deliberate or accidental, data loss occurs any time employees, consultants, or other insiders release sensitive data about customers, finances, intellectual property, or other confidential information (in violation of company policies and regulatory requirements). Moreover, data loss could be caused by hardware fail outs during operations.8. Best Solutions for Mitigating Risks8.1 Protect information/systems/networks from damage by viruses, spyware, and other malicious code. Install, use (in “real-time” mode, if available), and keep regularly updated anti-virus and anti-spyware software on every computer used. This will protect the organization and users from various risks as worms, viruses and other malicious software.8.2 Provide security for your Internet connection.Nowadays all of us have broadband (high speed) access to the Internet. Therefore, computers or any network our computer is attached to, is exposed to threats from the Internet on a 24 hour a day/7 day a week basis.For broadband Internet access, it is critical to install and keep operational a hardware firewall between your internal network and the Internet. This may be a function of a wireless access point/router or may be a function of a router provided by the Internet Service Provider (ISP). There are many hardware vendors which provide firewall wireless access points/routers, firewall routers, and firewalls.8.3 Install and activate software firewalls on all your business systems.Install, use, and keep updated a software firewall on each computer system used in our organization. If you use the Microsoft Windows operating system, it probably has a firewall included. You have to ensure that the firewall is operating, but it should be available.It is necessary to have software firewalls on each computer even if we have a hardware firewall protecting our network. If our hardware firewall is compromised by a hacker or by malicious code of some kind, we do not want the intruder or malicious program to have unlimited access to our computers and the information on those computers (Zviran & Haga, 2009).8.4 Patch your operating systems and applications.All operating system vendors provide patches and updates to their products to correct security problems and to improve functionality.8.5 Make backup/recovery copies of important business data/information.It is highly recommended to back up our data on each computer used. Our data includes (but is not limited to) word processing documents, electronic spreadsheets, databases, financial files, human resources files, accounts receivable/payable files, and other information used in or generated by your business.It is necessary to back up our data because computers die, hard disks fail, employees make mistakes, and malicious programs can destroy data on computers. Without data backups, you can easily get into a situation where you have to recreate your business data from paper copies and other manual filesIt is important to make a full backup once a month and store it away from our office location in a protected place. If something happens to our office (fire, flood, tornado, theft, etc) then our data is safe in another location and we can restore our business operations using our backup data and replacement computers and other necessary hardware and software.8.6 Control physical access to computers and network componentsWe must not allow unauthorized persons to have physical access to or to use of any of our business computers. This includes locking up laptops when they are not in use. It is a good idea to position each computer’s display so that people walking by cannot see the information on the screen.8.7 Secure wireless access point and networksIf we use wireless networking, it is a good idea to set the wireless access point so that it does not broadcast its Service Set Identifier (SSID). In addition, it is critical to change the default administrative password. It is important to use strong encryption so that our data being transmitted between our computers and the wireless access point cannot be easily intercepted and read by electronic eavesdroppers.8.8 Train employees in basic security principlesEmployees who use any computer programs containing sensitive information should be told about that information and must be taught how to properly use and protect that information. On the first day that our new employees start work, they need to be taught what our information security policies are and what they are expected to do to protect our sensitive business information. They need to be taught what our policies require for their use of our computers, networks, and Internet connections.8.9 Require individual user accounts for each employee on business computers and for business applications We must set up a separate account for each individual and require that good passwords be used for each account. Good passwords consist of a random sequence of letters, numbers, and special characters – and are at least 8 to 10 characters long.To better protect systems and information, ensure that all employees use computer accounts which do not have administrative privileges. This will stop any attempt – automated or not – by employees to install unauthorized software.Passwords which stay the same, will, over time, be shared and become common knowledge to an individual user’s coworkers. Therefore, passwords should be changed at least every 3 months.8.10 Limit employee access to data and information, and limit authority to install softwareWe must use good business practices to protect your information. We must not provide access to all data to any employee. We must not provide access to all systems (financial, personnel, inventory, manufacturing, etc) to any employee. For all employees, we must provide access to only those systems and only to the specific information that they need to do their jobs.To better protect systems and information, we must ensure that all employees use computer accounts which do not have administrative privileges. This will stop any attempt – automated or not – by employees to install unauthorized software.8.11 Use authentication methodsThere are a variety of technologies and methodologies organizations can use to authenticate customers. These methods include the use of customer passwords, personal identification numbers (PINs), digital certificates using a public key infrastructure (PKI), physical devices such as smart cards, one-time passwords (OTPs), USB plug-ins or other types of “tokens”, transaction profile scripts, biometric identification, and others (Gaw & Felten, 2009). The level of risk protection afforded by each of these techniques varies. The selection and use of authentication technologies and methods should depend upon the results of the organization’s risk assessment process.8.12 Safety with online credit card paymentWhen a citizen enters his credit card details it must be cryptographically secured transmitted to the card issuer. If the card number would not be encrypted a network technician could find the number in a server log file and use it for his own shopping. The 128-bit encryption method is considered to be safe unless you are dealing with the CIA. A secure transaction can be recognized by a yellow key or lock symbol in the lower status bar of a web browser and the http s in the address bar. However, the MS Internet-Explorer does not show a lock symbol if the webpage has mixed content or layers. Reasonably customer data is encrypted while images like item photographs can be Cleary transmitted. A missing lock symbol can also still mean that the shop is safe. There are several mechanisms that secure safe payment transactions like 3D-Secure: VISA and MasterCard offer with "Verified by VISA" and "MasterCard SecureCode" an additional security check with a submitted question that can only be answered by the legal card owner. The enquiry comes directly from the card processor and cannot be monitored by the shop owner. Using a contract for 3D-Secure will get a guaranty for all payments that there is no reversal debit (Smith, Milberg & Burke, 2009).8.13 Loss of Physical Facilities, Trunks and LinesComplete loss of Internet routing infrastructure is unlikely due to the intentionally distributed nature of its physical and operational underpinnings, but varying degrees of impact could be caused by localized damage at specific portions of the routing infrastructure. Damage to hardware and facilities supporting the network and the。

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