New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
risk management financial
Enterprise Security Risk Management Concepts And Applications 1st Edition Brian J Allen ,Rachelle Loyear ,Kristen Noakes Fry - Solutions
What are some ideas for encouraging all enterprise personnel to take an active role in securing the environment and to report any incidents or potential security issues they are aware of?
What is your best source of information on internal threats and potential risks? How do you make sure you are hearing the information?
Where could you potentially involve design thinking in your everyday life? Are there aspects of the process, like empathy, testing, and feedback, that could provide benefits outside of the business organization?
Identify and discuss areas of business that you think could benefit from the design thinking process. Are there areas that might not benefit from a formal, iterative design process? Why or why not?
When is the ideal time to start involving your stakeholders in the process of designing your ESRM program? When should you reach out to them and begin to talk about the topic?
What are some strategies you can use to engage executives and other strategic partners in learning about ESRM?
How does working with functional leaders who have the most complaints and issues with a process benefit the enterprise? Can you think of concrete benefits from engaging your most difficult partners first, before even beginning a program rollout?
What are some reasons a business leader might not want a security risk identified? How can you work around some of these issues?
Why is it important to have examples of what other risk-based organizations need to properly perform their duties, when explaining ESRM to executives or other business function leaders?Are the examples different, depending on whether the security function reports to operations, HR, risk management,
How does security benefit from transparency? Can you think of any instances in an ESRM program where transparency of risk and process (not investigations or private details) would not be a benefit? Are there arguments against it?
How would you define authority and scope within your department’s area of responsibilities?What would you do if other groups were attempting to limit your scope in areas they think they should control?
How can you leverage your business’s understanding of corporate governance to assist with implementing ESRM governance?
Why is a security council an important part of the ESRM program?
How might implementing ESRM be more difficult without a security council? Give examples of ways the security organization could implement a council-like advisory group if it is not possible to implement a council.
What are some ways a security department might be structured to take advantage of strategic management of various technical disciplines, rather than just organizing according to discipline?
How can understanding risk and risk management help you in developing an optimal structure for your security department?
Under what circumstances are postmortem reports most appropriate as part of the wrap-up of an investigation? When might a postmortem report be unnecessary? As a security practitioner, how can you show your strategic partner the value of the root cause analysis if they feel that it is unimportant?
Why is it especially important that the security investigations processes and procedures be transparent to your strategic partners? How might you benefit from your partners understanding more about the processes of an investigation?
How might different members of a security council react to an investigation into wrongdoing in another part of the enterprise? In their own part of the enterprise?
Does having business partners who perceive physical security as the sum all of security responsibilities truly hurt the department? What if it is the majority of what the department does anyway? What is your opinion of the damage this could do?
What topics might be included in an assessment to add to the overall understanding of enterprise assets?Can you think of critical asset areas that are easily overlooked? How can you drive more understanding of the enterprise through an assessment?
The process of managing a security risk decision-making process is fundamentally different from managing a risk mitigation activity. What are some effective ways to explain this to the non-security professional?
If an IT department objects to having a security risk-management program and governing council oversee technology-based security risks to the enterprise, what reasons might they give? Can you think of convincing arguments to counter the objections?
In an environment with two separate teams – one for technology-based security and the other for remaining areas of security, such as physical security and investigations – how can the leaders of these two teams partner in an ESRM paradigm? How can they work together to ensure that all
Business leaders may argue that that discussing workplace violence is too scary and disturbing to employees. What are some ways you could counter these objections?
How can increased visibility of a specific type of security incident, like workplace violence in this case, help or hinder a security program? Can you think of instances in which news events have led to a disproportionate concern about one specific type of event?
How could awareness of domestic violence in the workplace help convince employees that they should be more vigilant in helping to enforce a security culture in your organization?
Why might some continuity and crisis professionals insist on complex plans, teams, and programs, even in industries and organizations where regulations would not require them? What arguments might sway these types of planners to a simpler program?
How can a well-functioning continuity and crisis program assist with all areas of an ESRM security program? How can the partnerships formed on the crisis team assist with implementing other aspects of the security program?
In what circumstances – and why – might executives fail to recognize security risk as something that needs to be managed at the enterprise level? What are some ways that you could show the importance of security risk to enterprise operations?
What arguments or objections might you expect to receive from the executive level on the importance of managing security risk in a department that has transparency, independence, authority, and properly defined scope? How would you counter these?
What are some potential obstacles that could happen in the process of building a unified budget?
What are some of the aspects of the security budgeting process that require strong partnerships with other departments in the enterprise? What are the advantages of developing strong partnerships prior to beginning a unified budget discussion?
What are some reasons that people who receive metrics and reports about a traditional security program might not find them relevant? Discuss ways to determine how to enhance relevance in security reporting.
Discuss reasons that a “less is more” philosophy towards metrics and reporting might ultimately benefit the overall message of a metrics report.
Discover how ESRM can help advance you in the security field, no matter if you are a student, a newcomer, or a professional.
Identify the challenges at each step of your career development.
Recognize how all roles and departments in an organization can work together to handle risks using the ESRM model.
Involve the Board in ESRM and help members see the benefits.
Define ESRM.
Understand why ESRM is important both for your security program and for the entire security profession.
Explain how ESRM is different from enterprise risk management (ERM) and why your organization needs both.
Explore how security has traditionally been viewed both inside and outside of the security profession.
Understand how ESRM can change the perception of security in your enterprise to help you better communicate the value of security risk management.
See how ESRM is the best methodology to meet the changing global security risk climate.
Do the up-front research to embark on an ESRM program.
See how to relate your security program to your business environment.
Identify the stakeholders in your security program, and understand their needs.
Understand the difference between an asset owner and a risk stakeholder, and determine how to best work with each.
Understand corporate culture, which will be the foundation for a risk-based security program.
Understand the overall ESRM life cycle.
Compare the ESRM life cycle to other industry life cycles and models.
Get a view of the ESRM cycle in action.
Explore and identify what is an asset for risk management purposes.
Find all the stakeholders associated with any specific asset.
Assign business value to assets, in partnership with the asset owners.
Recognize the role of security, and the role of the asset owner in determining asset priorities.
Clearly communicate the difference between a threat and a risk to your stakeholders.
Follow a clearly defined risk assessment process based on an industry standard.
Prioritize risks in partnership with the business leaders of your organization to protect your enterprise in line with set tolerances.
Clarify the definition of risk mitigation within the larger context of risk treatment.
Explore the ESRM approach to presenting mitigation activities as risk response.
Explain to your strategic partners the roles of security and of the business stakeholders in making risk mitigation decisions.
Understand how the ESRM cycle continues to identify and mitigate new risk.
Discover how root cause analysis as the primary driver of investigations helps protect the enterprise from residual risk.
Identify ways of detecting new risks in the enterprise environment.
Develop an ESRM implementation plan tailored to your enterprise, which provides clear value for your strategic partners.
Convince key enterprise decision-makers that ESRM offers them real-world benefits.
Build a base for lasting success, and for continuing evolution and maturity for your ESRM program.
Identify the key attributes of a successful ESRM program.
See how transparency of risk and process enables you to better engage with your strategic partners in the enterprise.
Explain why independence is critical to risk management.
Understand the appropriate level of authority that the security organization requires to be effective.
Define the appropriate scope for your ESRM program.
Understand the parallels between the security program and other risk-based programs that exist in many enterprises.
Identify the best lines in your enterprise for the security function to report under.
Set up a structure for the security department that supports ESRM and risk mitigation technical activities.
Transition your leadership approach from a tactical to a strategic orientation.
Understand how security investigations align with and fit into the ESRM life cycle.
Articulate the differences between traditional views of security investigations and the ESRM methodology.
Understand how the physical security discipline aligns with and fits into the ESRM life cycle.
Communicate the difference between traditional views of physical security and the ESRM methodology.
Understand the nature of evolving and emerging cybersecurity and information security threats, vulnerabilities, and risks.
Understand how cybersecurity and information security fit into the ESRM life cycle.
Explore how a workplace violence prevention and threat management program fits into the ESRM model.
Understand how risk-based threat management can help your enterprise lessen the likelihood of workplace violence.
Understand why BCM and crisis management should be part of your ESRM program.
Learn how to implement a BCM program in the ESRM model.
Understand the key points of ESRM that are critical for an executive to know.
Define and communicate the role of the executive in supporting an ESRM security program.
Explain to executives and the board of directors what they need to know about risk-based security management and what they can to expect from the program.
Recognize the pitfalls of the traditional security budgeting process.
Communicate the value of security risk mitigation activities as part of the business value chain.
Develop and defend an annual security budget in partnership with risk owners and stakeholders by using ESRM principles.
Understand the different reports and metrics to use to communicate with different audiences.
Build effective metrics and reports for measuring your ESRM program.
Tailor your message so that it neither over-communicates nor under-communicates to your intended audience.
Build strategic reports that your partners and leaders can use to understand their risk condition.
Understand common views of the security convergence concept.
See how ESRM can work to manage risk in a converged or non-converged structure.
Showing 2500 - 2600
of 3162
First
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
Step by Step Answers
Get 50% OFF
Claim Now
