Identifying and Managing Enterprise Security Risks in Online
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

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## 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

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

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

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。
建立管理制度的英语

建立管理制度的英语IntroductionEffective management is crucial for the success of any organization. It is the backbone of smooth operations, efficient resource allocation, and employee motivation. A well-established management system helps in setting clear objectives, monitoring progress, and implementing necessary changes to achieve organizational goals. In this article, we will discuss the importance of establishing a management system and provide a comprehensive guide on how to do so effectively.Why Establish a Management System?1. Set Clear Objectives: A management system helps in setting clear and achievable objectives for the organization. It provides a roadmap for the organization's success and helps in aligning the efforts of employees towards common goals.2. Improve Communication: A management system facilitates effective communication within the organization. It ensures that information flows smoothly from top management to front-line employees, fostering collaboration and teamwork.3. Enhance Decision-Making: A well-established management system provides the necessary data and insights required for effective decision-making. It helps in identifying areas of improvement, analyzing trends, and making informed choices for the organization.4. Ensure Compliance: A management system helps in ensuring compliance with regulatory requirements and internal policies. It provides a framework for monitoring and managing risks, thereby reducing the likelihood of legal or ethical violations.5. Boost Productivity: By streamlining processes, optimizing resource allocation, and defining clear roles and responsibilities, a management system helps in boosting productivity within the organization. It eliminates inefficiencies and ensures that resources are utilized effectively.6. Foster Innovation: A management system provides a platform for fostering innovation within the organization. It encourages employees to come up with new ideas, experiment with different approaches, and implement innovative solutions to challenges.Key Components of a Management System1. Organizational Structure: Establishing a clear organizational structure is the first step in building a management system. This involves defining roles, responsibilities, reporting lines, and communication channels within the organization.2. Policies and Procedures: Developing comprehensive policies and procedures is essential for ensuring consistency and compliance within the organization. These documents outline the rules, guidelines, and best practices that employees are expected to follow.3. Performance Management: Implementing a performance management system helps in setting performance standards, monitoring progress, and providing feedback to employees. This ensures that employees are motivated to achieve their goals and contribute effectively to the organization.4. Training and Development: Investing in training and development programs is crucial for enhancing the skills and capabilities of employees. A management system should include a plan for identifying training needs, designing relevant programs, and evaluating the impact of training on employee performance.5. Communication and Feedback: Effective communication is key to the success of any management system. Regularly updating employees on organizational goals, performance metrics, and other relevant information helps in keeping everyone aligned and motivated towards achieving the organization's objectives.6. Risk Management: Identifying and managing risks is an important component of a management system. This involves conducting risk assessments, implementing controls to mitigate risks, and monitoring risk exposure on an ongoing basis.7. Continuous Improvement: A management system should include mechanisms for continuous improvement. This involves regularly reviewing processes, gathering feedback from employees and stakeholders, and implementing changes to drive efficiency and effectiveness.Steps to Establish a Management System1. Define Objectives: The first step in establishing a management system is to define the objectives of the organization. These objectives should be specific, measurable, achievable, relevant, and time-bound (SMART). They should align with the organization's mission and vision.2. Conduct a Gap Analysis: Conducting a gap analysis involves assessing the current state of the organization against its desired state. This helps in identifying areas that need improvement and setting priorities for the management system implementation.3. Develop Policies and Procedures: Develop comprehensive policies and procedures that outline the rules, guidelines, and best practices for the organization. Ensure that these documents are clear, concise, and accessible to all employees.4. Implement Performance Management: Implement a performance management system that includes goal-setting, regular performance reviews, and feedback mechanisms. Ensure that employees are aware of their performance expectations and are supported in achieving their goals.5. Provide Training and Development: Invest in training and development programs that enhance the skills and capabilities of employees. Offer both technical and soft skills training to ensure that employees are equipped to perform their roles effectively.6. Establish Communication Channels: Establish clear communication channels within the organization to ensure that information flows smoothly from top management to front-line employees. Encourage open communication, feedback, and collaboration among employees.7. Monitor and Evaluate: Monitor the implementation of the management system regularly to ensure that it is achieving its objectives. Evaluate the performance of the system against predetermined metrics and make necessary adjustments to drive continuous improvement.8. Review and Update: Regularly review the management system to ensure that it remains relevant and effective. Update policies, procedures, and practices as needed to adapt to changing business environments and emerging challenges.ConclusionEstablishing a management system is essential for the success of any organization. It helps in setting clear objectives, improving communication, enhancing decision-making, ensuring compliance, boosting productivity, fostering innovation, and driving continuous improvement. By following the key components and steps outlined in this article, organizations can establish a robust management system that supports their goals and drives success.。
风险管理制度英文

风险管理制度英文1. IntroductionRisk management is an integral part of any organization's operations. It involves identifying, assessing, and managing potential risks that could impact the organization's objectives. A well-defined risk management system helps in minimizing the impact of risks and ensures the smooth functioning of the organization. This document outlines the risk management system of our organization and provides guidelines for identifying, assessing, and managing risks.2. ObjectivesThe primary objectives of the risk management system are:- To identify and assess potential risks that could impact the organization's operations- To develop strategies for mitigating the impact of risks- To ensure compliance with regulatory requirements- To promote a culture of risk awareness and accountability within the organization- To ensure the availability of resources for managing risks- To continually monitor and review the effectiveness of the risk management system3. PolicyOur organization is committed to identifying, assessing, and managing risks in a systematic and proactive manner. It is the responsibility of every employee to report potential risks and take necessary actions to mitigate them. The risk management system is designed to be flexible and adaptable to changing circumstances, and it is the responsibility of the risk management committee to review and update the system as necessary.4. Risk IdentificationThe first step in the risk management process is to identify potential risks that could impact the organization's objectives. Risks can be internal or external and can arise from various sources such as financial, operational, legal, regulatory, and reputational. The risk management committee is responsible for identifying and categorizing potential risks based on their likelihood and impact.5. Risk AssessmentOnce potential risks have been identified, the next step is to assess the likelihood and impact of each risk. This involves evaluating the probability of the risk occurring and the potential consequences on the organization. A risk assessment matrix is used to categorizerisks based on their likelihood and impact, which helps in prioritizing risks for further action.6. Risk MitigationAfter identifying and assessing potential risks, the next step is to develop strategies for mitigating the impact of risks. This may involve implementing control measures, transferring the risk, avoiding the risk, or accepting the risk. The risk management committee is responsible for developing risk mitigation strategies and ensuring their implementation across the organization.7. Risk Monitoring and ReviewThe risk management system is an ongoing process that requires continual monitoring and review. This involves monitoring the effectiveness of risk mitigation strategies, identifying new risks, and assessing changes in the organization's risk profile. Regular risk assessments are conducted to ensure that the risk management system remains relevant and effective.8. Compliance and ReportingCompliance with regulatory requirements is an essential aspect of the risk management system. The risk management committee is responsible for ensuring that the organization complies with relevant laws and regulations related to risk management. In addition, regular reports are prepared and submitted to the board of directors and senior management, providing an overview of the organization's risk profile and the effectiveness of risk mitigation strategies.9. Risk CulturePromoting a culture of risk awareness and accountability is crucial for the success of the risk management system. This involves providing training and awareness programs for employees, encouraging open communication about risks, and recognizing and rewarding effective risk management practices. A strong risk culture ensures that all employees are actively involved in managing risks and are aware of their responsibilities in this area.10. ConclusionA well-defined risk management system is crucial for the success and sustainability of any organization. By identifying, assessing, and managing potential risks, the organization can minimize the impact of uncertainties and ensure the smooth functioning of its operations. The risk management system outlined in this document provides a framework for systematically managing risks and promoting a culture of risk awareness and accountability within the organization. It is the responsibility of every employee to actively participate in the risk management process and contribute to the ongoing success of the organization.。
成功的商业领袖英语作文

成功的商业领袖英语作文Successful business leaders are individuals who have demonstrated exceptional abilities in leading and managing companies, driving growth, and achieving remarkable results. These individuals possess a unique combination of skills, vision, and strategic thinking that have enabled them to navigate the complex and ever-evolving business landscape. In this essay, we will explore the characteristics and qualities that define successful business leaders and examine the impact they have on their organizations and the broader business community.One of the defining traits of successful business leaders is their ability to think strategically and anticipate market trends. They possess a deep understanding of their industry, the competitive landscape, and the needs of their customers. These leaders are adept at identifying emerging opportunities and developing innovative solutions that give their companies a competitive edge. They are not afraid to take calculated risks and are willing to challenge the status quo in order to drive progress and growth.Effective communication and interpersonal skills are also essential for successful business leaders. They are skilled at articulating their vision, inspiring their teams, and fostering a collaborative work environment. These leaders are able to clearly convey their objectives, motivate their employees, and build strong relationships with stakeholders, including customers, investors, and partners. By cultivating a culture of open communication and mutual respect, they are able to create a sense of shared purpose and drive their organizations towards success.Another key characteristic of successful business leaders is their ability to make sound decisions under pressure. In the fast-paced and ever-changing business world, leaders must be able to quickly analyze complex situations, weigh the potential risks and rewards, and make decisive choices that align with the long-term goals of their organization. These leaders possess a keen analytical mind, a deep understanding of data and metrics, and the confidence to trust their instincts when necessary.Successful business leaders also demonstrate a strong commitment to personal and professional development. They are lifelong learners, constantly seeking out new knowledge, skills, and perspectives that can help them improve their leadership abilities and drive their organizations forward. These leaders are not afraid to seek out mentorship, engage in continuing education, and surroundthemselves with talented individuals who can challenge and inspire them.In addition to their technical and managerial skills, successful business leaders are often characterized by their ability to foster a positive and inclusive work culture. They understand that a motivated and engaged workforce is essential for driving innovation, productivity, and long-term success. These leaders prioritize employee well-being, encourage work-life balance, and cultivate an environment that values diversity, equity, and inclusion. By creating a work culture that empowers and supports their employees, successful business leaders are able to attract and retain top talent, which in turn fuels the growth and success of their organizations.One of the most notable examples of a successful business leader is Elon Musk, the CEO of Tesla, SpaceX, and The Boring Company. Musk is widely recognized for his visionary thinking, bold decision-making, and relentless pursuit of innovation. He has disrupted multiple industries, from electric vehicles to space exploration, and has consistently pushed the boundaries of what is possible. Musk's ability to identify emerging trends, take calculated risks, and inspire his teams to achieve ambitious goals has made him a highly influential and respected figure in the business world.Another exemplary business leader is Satya Nadella, the CEO ofMicrosoft. Since taking the helm in 2014, Nadella has transformed the company's culture and strategic direction, transitioning it from a dominant player in the personal computer market to a leading provider of cloud computing and enterprise software solutions. Nadella's focus on empowering employees, embracing a growth mindset, and aligning the company's offerings with the evolving needs of customers has been instrumental in Microsoft's resurgence and continued success.In conclusion, successful business leaders are individuals who possess a unique blend of strategic vision, effective communication skills, sound decision-making abilities, and a commitment to personal and professional development. These leaders are able to inspire their teams, drive innovation, and create value for their organizations and the broader business community. By examining the characteristics and achievements of successful business leaders, we can gain valuable insights into the qualities and practices that are essential for navigating the complex and ever-changing world of business.。
安全管理体系英文缩写

安全管理体系英文缩写Safety Management System (SMS)Safety management is a critical aspect of any organization, as it ensures the well-being of employees, customers, and the general public. A well-designed and effectively implemented safety management system (SMS) can help organizations identify and mitigate potential risks, improve overall operational efficiency, and enhance the organization's reputation. The SMS is a comprehensive approach to managing safety, encompassing various elements such as policies, procedures, training, and continuous improvement.At the core of an SMS is the recognition that safety is a shared responsibility among all members of the organization. Effective safety management requires a strong commitment from leadership, as well as the active participation and engagement of all employees. By fostering a culture of safety, organizations can empower their workforce to identify and report potential hazards, participate in safety-related decision-making, and take ownership of their own safety and the safety of their colleagues.One of the key components of an SMS is the establishment of clearand comprehensive safety policies. These policies should outline the organization's commitment to safety, define roles and responsibilities, and establish the framework for managing safety-related activities. The policies should be communicated effectively to all employees, and their implementation should be monitored and evaluated on a regular basis.Another crucial element of an SMS is the identification and assessment of risks. This process involves the systematic evaluation of potential hazards, the likelihood of their occurrence, and the potential consequences. By understanding the organization's risk profile, management can prioritize safety-related initiatives and allocate resources accordingly. Risk assessment should be an ongoing process, with regular reviews and updates to address changes in the organization, its operations, or the external environment.Effective safety training is also a critical component of an SMS. Employees at all levels of the organization should receive comprehensive training on safety-related procedures, the use of personal protective equipment (PPE), emergency response protocols, and other safety-critical aspects of their work. This training should be tailored to the specific needs of each job role and should be regularly updated to reflect changes in regulations, best practices, and the organization's safety requirements.In addition to training, an SMS should also include robust safety communication and reporting mechanisms. Employees should be encouraged to report safety-related incidents, near-misses, and concerns, and the organization should have a clear process for investigating and addressing these issues. Effective communication channels, such as safety meetings, bulletins, and feedback mechanisms, can help foster a culture of open and transparent communication around safety-related matters.Continuous improvement is another essential element of an SMS. Organizations should regularly review and evaluate the effectiveness of their safety management system, identifying areas for improvement and implementing corrective actions as necessary. This process should involve the analysis of safety-related data, the benchmarking of performance against industry standards, and the incorporation of feedback from employees and other stakeholders.Finally, an SMS should be supported by a comprehensive system of documentation and record-keeping. This includes the maintenance of detailed records on safety-related training, incident reports, risk assessments, and other safety-critical information. These records not only serve as evidence of the organization's commitment to safety but also provide valuable data for analysis and continuous improvement.In conclusion, the safety management system (SMS) is a comprehensive and systematic approach to managing safety within an organization. By establishing clear policies, identifying and assessing risks, providing effective training, fostering open communication, and continuously improving the system, organizations can create a culture of safety that benefits their employees, customers, and the broader community. Effective implementation of an SMS can lead to improved operational efficiency, reduced liability, and enhanced organizational reputation, making it a crucial component of any well-run business.。
国际商事仲裁利益冲突指引英文版

国际商事仲裁利益冲突指引英文版International Commercial Arbitration Guidelines for Conflicts of InterestIntroductionConflicts of interest in international commercial arbitration can undermine the fairness, impartiality, and integrity of the arbitration process. To address this issue, the International Commercial Arbitration Guidelines for Conflicts of Interest (the Guidelines) provide a framework for arbitrators, parties, and institutions to identify, evaluate, and manage conflicts of interest in a transparent and effective manner. This article aims to provide an overview of the Guidelines in English.1. General PrinciplesThe Guidelines emphasize the importance of independence and impartiality in international commercial arbitration. They recognize that conflicts of interest can arise both before and during the arbitration process and outline the duty of arbitrators to disclose any potential conflicts. The duty to disclose extends to party-appointed arbitrators as well.2. Identifying Conflicts of InterestThe Guidelines set out a comprehensive list of circumstances that may give rise to conflicts of interest. These include current or past relationships between arbitrators and parties, arbitrators' financial interests in the outcome of the arbitration, and arbitrators' previous involvement as counsel or expert witnesses in related disputes. The Guidelines also consider relationships between arbitrators and counsel or experts engaged by the parties.3. Evaluating Conflicts of InterestOnce a potential conflict of interest is identified, the Guidelines provide criteria to evaluate its significance. These criteria encompass the nature and duration of the relationship, the extent of the arbitrator's involvement, and the potential impact on thearbitrator's independence and impartiality. The Guidelines also acknowledge the importance of parties' consent in certain situations, outlining the conditions for a valid waiver of a conflict of interest.4. Managing Conflicts of InterestThe Guidelines emphasize the need for transparency and party participation throughout the process of managing conflicts of interest. They suggest that arbitrators disclose potential conflicts at the earliest opportunity, allowing parties to comment on the disclosure. The Guidelines also recommend the establishment of an appointment authority or an arbitral institution to assist in the identification, evaluation, and management of conflicts of interest.5. Challenges and Replacement of ArbitratorsIn cases where a party believes that an arbitrator has failed to disclose a conflict of interest or is otherwise impartial, the Guidelines provide a procedure for challenging the arbitrator's appointment. The challenge should be made promptly, and the decision on the challenge should be made by an independent and impartial body. In the event that an arbitrator is successfully challenged, the Guidelines outline the criteria for the appointment of a replacement arbitrator.6. ConfidentialityConfidentiality is a fundamental principle of international commercial arbitration. However, the Guidelines recognize that there may be exceptions when it comes to disclosing conflicts of interest. Parties and arbitrators should exercise caution to protect the integrity of the process while balancing the need for transparency.ConclusionThe International Commercial Arbitration Guidelines for Conflicts of Interest aim to maintain the integrity and fairness of the arbitration process. By providing a framework for identifying, evaluating, and managing conflicts of interest, these guidelines enhance transparency and protect the rights of parties involved. It is essential for arbitrators,parties, and institutions to adhere to these guidelines and ensure the integrity of international commercial arbitration.。
我最想做的事情作文英语

我最想做的事情作文英语There is no shortage of things I would love to do in this life. From traveling the world to learning new skills, the possibilities are endless. However, if I had to choose one thing that I would most like to do, it would be to start my own business. The idea of being my own boss, setting my own schedule, and bringing my own vision to life is incredibly appealing to me.Starting a business has always been a dream of mine. I'm fascinated by the entrepreneurial spirit and the ability to turn a simple idea into a thriving enterprise. I admire the courage and determination it takes to take a risk and strike out on one's own, and I would love to experience that for myself.What is it about entrepreneurship that draws me in so strongly? For one, I love the idea of being in control of my own destiny. Instead of working for someone else and following their agenda, I would have the freedom to pursue my own passions and goals. I could choose the direction of the company, the products or services we offer, and the company culture I want to cultivate. There's a certainempowerment that comes with being the one calling the shots.Additionally, I'm drawn to the creativity and problem-solving that entrepreneurship requires. Starting a business from the ground up means constantly thinking outside the box, identifying needs in the market, and finding innovative solutions. I thrive on that kind of mental challenge and would relish the opportunity to flex my creative muscles on a daily basis.Of course, I also find the financial potential of entrepreneurship very appealing. While there are certainly no guarantees of success, the prospect of building something that could provide financial freedom and security is a huge draw. I would love to create a business that not only sustains me, but allows me to achieve my long-term goals, whether that's buying a home, traveling the world, or setting aside a comfortable retirement.At the same time, I'm under no illusions about the difficulties and challenges of entrepreneurship. I know that starting a business is an incredibly risky and demanding endeavor. There will undoubtedly be countless obstacles to overcome, from securing funding and navigating legal and regulatory issues to managing employees and adapting to changing market conditions. It will require an immense amount of hard work, dedication, and resilience.But that's part of what makes it so appealing to me. I thrive on challenge and I'm not afraid of hard work. In fact, I relish the opportunity to tackle complex problems and push myself to the limit. The thought of building something from the ground up, of creating my own destiny, is endlessly exciting to me. Even with all the risks and difficulties, I believe the potential rewards would be well worth it.Of course, starting a business is not a decision to be made lightly. It would require extensive planning, research, and preparation to give myself the best chance of success. I would need to develop a solid business plan, secure the necessary funding, and build a strong team of talented and dedicated individuals. It's a daunting prospect, to be sure, but one that I'm eager to take on.Ultimately, the thing I would most like to do is to start my own business. The freedom, creativity, and financial potential of entrepreneurship are incredibly appealing to me. I'm drawn to the challenge of building something from the ground up and the thrill of being in control of my own destiny. While it would undoubtedly be a difficult and risky endeavor, I believe the potential rewards would be well worth it. It's a dream that I'm passionate about and one that I'm determined to make a reality.。
金融市场与金融机构练习(六)

2014-2015学年第一学期国际会计专业三级《金融市场与金融机构》(课程)试卷(95分钟)共页试卷来源:万建伟送卷人:万建伟打印:机考校对:万建伟一、Multiple Choice Questions(60小题,每小题1分,共60分)1、A large company with a temporary surplus of funds is most likely to buy:A.bank bills.B.convertible notes.C.debentures.D.shares.2、A primary financial market is one that:A.offers financial assets with the highest expected return.B.offers the greatest number of financial assets.C.involves the sale of financial assets for the first time.D.offers financial assets with the highest historical return.3、Which of the following borrowers would pay the lowest interest rate on debts of equal maturity?A.The National Bank of AustraliaB.TelstraC.The City of SydneyD.The Commonwealth Government4、An example of an indirect form of funding is a/an:A.issue of debentures.B.issue of unsecured notes.C.term loan.D.issue of shares.5、Sellers of financial claims promise to pay back borrowed funds:A.by borrowing extra funds in the future.B.based on their expectation of having surplus funds in the future.C.by selling other assets.D.by reducing their costs relative to their incomes. 6、An issue of debentures is an example of:A.a secondary market transaction.B.fundraising through financial intermediaries.C.a direct form of funding.D.an indirect form of funding.7、Which of the following is NOT a possible disadvantage of direct financing?A.Matching amounts of funds to be borrowed with those to be lentB.Assessment of the risk of the borrowerC.Cost of preparing legal contracts, taxation and accounting adviceD.Cost of the financial intermediary involved8、Which of the following statements about deposits is correct?A.Call accounts represent a fluctuating source of funds for banks.B.Term deposits are funds lodged with a bank for longer than two weeks.C.As current accounts are highly liquid, they form an unstable source of funds for a bank.D.A cheque account may pay interest.9、The Australian institution APRA is responsible for the regulatory supervision of financial institutions such as banks and credit unions. APRA stands for:A.Australian Practice and Regulatory Association.B.Australian Prudential Regulation Authority.C.Australian Prudential Rule Authority.D.Australian Practice and Regulatory Authority.10、Which of the following statements about recently adopted guidelines covering capital requirements for market risk that banks are required to perform is false?A.Banks use a risk measurement model based on a VaR approach.B.Banks estimate the sensitivity of portfolio components to small changes in prices.C.Banks must hold capital against risk of loss from changes in interest rates.D.Banks hold a fixed allocation of funds between various balance sheet assets and off-balance-sheet business.11、In relation to a bank, liquidity management means:A.the bank's ability to quickly convert deposits into loans.B.the bank's ability to onsell its loans.C.the bank's ability to have funds available when depositors' funds mature.D.the bank's policies and practices in identifying and managing its loans portfolios.12、According to the textbook, the Basel II approach to capital adequacy for banks involves ____ main elements.A.threeB.fourC.fiveD.six13、Part of a bank's liquidity management is to hold a portfolio of:A.term loans.B.mortgages.monwealth government securities.D.credit card loans.14、Which of the following statements about regulatory capital is false?A.Tier 1 capital includes paid-up ordinary shares, retained earnings, non-cumulative irredeemable preference shares and general reserves.B.Tier 2 capital includes general provision for doubtful debts, revaluation reserves of premises, mandatory convertible notes and approved perpetual subordinated debt.C.Tier 1 capital is core capital, including paid-up ordinary shares, non-cumulative irredeemable preference shares and general reserves.D.Tier 2 capital includes general reserves for doubtful debts, asset revaluation reserves of premises, other preference shares, mandatory convertible notes, cumulative redeemable preference shares and perpetual subordinated debt.15、The form of financing for large tourist resorts, property developments, heavy industry and processing plant developments is called:A.euro finance.B.conglomerate finance.C.project finance.D.lease finance.16、The ________ is the company in a merger transaction that tries to merge with or acquire another company.A.target companyB.takeover companyC.conglomerate companyD.hostile company17、The main difference between project finance and other forms of lending is:A.lenders base their participation on expected future cash flows and assets of the project.B.lenders take a major equity stake in the project.C.the project company, which is set up as a separate legal entity, relies heavily on venture capitalists for equity funding.D.the lenders have a claim on the assets of the project as well as the sponsors.18、If an individual retires early but wants to retain their superannuation entitlements in a favourable taxation environment, they can hold their eligible superannuation funds in a:A.single-premium scheme.B.growing annuity scheme.C.rollover scheme.D.termination scheme.19、A publicly listed corporation:A.has its shares listed on a formal exchange.B.is a legal entity (as part of the Corporations law of a nation-state).C.has to comply with the rules of the exchange where it is listed.D.is all of the given choices.20、Which of the following is NOT a feature of a share?A.Part ownership in the companyB.The right to vote in the control of the companyC.Readily transferableD.The right to periodic payments21、A _______ represents a financial claim to the cash flow of a business after all other claims have been deducted.A.bondB.debentureC.shareD.preference share22、The rules that apply to listed companies about promptly advising a stock exchange of any material changes relating to the corporation are called:rmational disclosure.B.continuous disclosure.C.transaction disclosure.D.related parties disclosure.23、The major supervisors of the Australian share market are:A.RBA and ASX.B.ASIC and ASX.C.APRA and ASX.D.EFIC and ASIC.24、When the owners of a company hire full-time executives to be responsible for the day-to-day decisions, this _____ the _____ problem.A.lessens, shareholder-lenderB.lessens, managers-shareholdersC.brings on, managers-shareholdersD.brings on, shareholder-lender25、A company's business risk depends on:A.its use of debt in financing the business.B.the risk of the company's operations and assets.C.how much debt a company has used.D.the amount of shareholder equity in the company.26、A company may raise additional equity capital through:A.a rights issue.B.a placement.C.a dividend reinvestment scheme.D.all of the given answers.27、A company is likely to issue _____ if it has reached its optimal gearing level.A.optionsB.rightsC.ordinary sharesD.preference shares28、Which of the following about equity warrants is NOT correct?A.Adding equity warrants to a bond issue increases its marketability.B.Warrants are similar to conversion features on some bonds.C.Warrants can be detached from the bond issue and sold separately.D.Dividends for warrants are usually lower than for ordinary shares.29、Which of the following is NOT a role of an underwriter in a public offering of shares?A.To provide pricing of the issueB.To provide advice on the structure of the issueC.To invest the funds raised in the offeringD.To provide guidance on the timing of the issue30、Compared with a pro-rata issue of shares, placements usually:A.take a longer time to organise.B.can be carried out much more quickly.C.involve a far greater discount to the current market price.D.involve no more than 50 participants.31、_______ are promised a fixed periodic dividend, the payment of which must be paid before that of ordinary shares.mon shareholdersB.Preferred shareholdersC.StakeholdersD.Creditors32、Which of the following criteria would be determinants of the appropriate ratio of debt to equity if a company should not take on more debt than can be serviced under conservative economic forecasts?i. Maximisation of shareholder wealthii. Industry norms iii. History of the ratio for the firmiv. The stage of the current economic cyclev. Limit imposed by lendersvi. The company's capacity to service debtA.i, iii, v, viB.ii, iii, v, viC.ii, iii, iv, vD.iii, iv, v, vi33、For a company, a rule of thumb for the interest cover financial ratio is in the range:A.0 to 1.B.1 to 2.C.2 to 3.D.3 to 4.34、The investment approach that evaluates and interprets past share price movements is:A.credit analysis.B.technical analysis.C.fundamental analysis.D.systematic analysis.35、In relation to technical analysis, what is the level above which the market finds it difficult to rise?A.Trend channelB.Resistance levelC.Support levelD.None of the given answers are correct36、An investor seeks to compare the financial characteristics of four companies that are investment possibilities. Based solely on the data provided in the following ratios, which companypany Apany Bpany Cpany D37、In relation to behavioural finance, if investors do not seek to maximise returns on investments but are quite willing to accept a lesser outcome or return, it is called:A.trading noise.B.herding instinct.C.framing behaviour.D.heuristic behaviour.38、In relation to share trading, a dedicated system that operates within an exchange allowing some institutional investors to place large buy or sell orders without having to disclose the whole trade to the exchange are:A.high frequency trading.B.intraday trading.C.program trading.D.dark pools.39、Which of the following statements is correct?A.If the share market follows a random walk, price changes should be highly correlated.B.A random walk for share price changes is inconsistent with observed patterns in price changes.C.If the share market is weak-form efficient, the share prices follow a random walkD.All of the given answers are correct.40、If you invest $12 000 for 4.75 years at 7.88% per annum, with interest compounded monthly, what will your total investment be worth at the end of the period?A.$12 378.94B.$15 476.29C.$16 232.40D.$17 426.3441、Calculate the effective annual interest rate if you are quoted 8% per annum, compounded every three months.A.11.10%B.8.24%C.8.22%D.8.00%42、The term 'discount security' in relation to a bank bill means:A.when the bank bill is issued, it is less than the principal amount to be repaid at maturity.B.the interest on a bank bill is less than other money market securities.C.when the principal is repaid to the lender, they receive less than other money market securities.D.the bank bill only pays interest annually, unlike other securities that pay semi-annually. 43、A P-note issuer to guarantee all the funds may arrange for:A.an underwriter.B.a supporting guarantee.C.collateral for the issue.D.all of the given choices.44、A major advantage of a bill financing facility is that it:A.lowers the acceptor's fees for a bank bill.B.lowers the drawer's cost in drawing up the bill.C.allows businesses to access financing at a lower cost than overdrafts.D.lowers the discounter's fee for taking on risks associated with the bill.45、The most important function of an underwriter for a promissory note issue is to:A.provide funding for the corporation.B.approve the prospectus before distribution to the public.C.dilute the corporation's equity.D.buy the issue of securities from the corporation and resell it to investors.46、The major banks lend unsecured short-term funds in the following basic ways:A.overdraft, bill financing and commercial paper.B.overdraft and bill financing.C.overdraft and commercial paper.mercial paper, negotiable certificates of deposit and overdraft.47、Many securities contain an option that is included as part of a bond or preferred share, which allows the holder to convert the security into a predetermined number of shares. This feature is called a:A.conversion feature.B.put option.C.repurchase agreement.D.warrant.48、What is the current price of a debenture with a $500 000 face value, a coupon rate of 9.5% paid semi-annually, six years remaining to maturity and market interest rates increased to 14%?A.$320 149.12B.$401 613.48C.$410 644.78D.$688 638.8049、Many years ago, banks:A.could make mortgage loans to households but not to businesses.B.could make loans to businesses but not make mortgage loans.C.held most loans on their books until they were paid off.D.repackaged and sold most loans to investors.50、Which of the following is NOT usually an example of restrictive debt covenants?A.Limitations on additional borrowingB.Constraints on disposal of non-current assetsC.Minimum levels of cash flowD.Supplying the creditors with annual, audited financial statements51、A probable advantage of Australian dollar eurobonds for borrowers is that:A.there is a secondary market on the Australian Securities Exchange.B.because they are sold in Australia, they don't necessarily require a prospectus.C.many foreign companies have financing needs in Australian dollars.D.they are generally registered in Australia.52、One of the advantages of attaching a provision with a loan for it to be converted into a transferable loan certificate is that:A.the original lender receives interest payments from the new holder.B.the loan is off the balance sheet of the original lender.C.the certificate can be sold to third parties who receive interest payments from the original lender.D.the loan remains on the books of the original lender.53、Consider the following five statements.i. A eurobond is a bond issued by a foreign borrower in a currency that is not the currency of the country in which the bond is issued.ii. Eurobonds tend to be bought mainly by banks and institutional investors, rather than by individuals.iii. Straight eurobonds are fixed-interest securities with periodic coupon payments.iv. FRNs are coupon instruments; however, the coupon is reset periodically throughout the term of the note.v. Convertible notes give the holder the option to convert the bond, on predetermined terms, into another form of instrument such as equity.Which of the following are correct?A.i, ii, iii and iv are true.B.i, ii, iv and v are true.C.i, ii, and iv are true.D.i, iii, iv and v are true.54、The crowding-out effect refers to:A.corporate borrowing exceeding government borrowing.ernment borrowing reducing the available funds for borrowing.C.heavy long-term borrowing by government.D.corporations issuing securities of long maturity.55、Which of the following statements regarding the secondary market for Australian government securities is incorrect? A.The volume of on-exchange trades of government securities is very high.B.Treasury notes and bonds may be listed on the Australian Securities Exchange (ASX).C.Banks buy and sell government securities to manage their operational liquidity.D.All wholesale electronic transactions involving Commonwealth government securities are settled through Austraclear.56、If the Australian Reserve Bank wants to expand the money supply, it will:A.buy Commonwealth government securities.B.increase the cash rate.C.sell Commonwealth government securities.D.sell repurchase agreements.57、During periods of economic recession, it is probable that the risk premium gaps for different corporate borrowers will:A.decrease.B.increase.C.remain unchanged.D.widen.58、An economic indicator that tends to follow changes in the business cycle is a:A.coincident indicator.gging indicator.C.leading indicator.D.secondary indicator.59、In relation to economic indicators, a lagging indicator is:A.an indicator that provides same-time tracking of the level of economic activity.B.an indicator that changes after a change in the business cycle.C.an indicator that measures from peak to peak of the business cycle.D.an indicator that changes before changes in the business cycle.60、To compensate for the uncertainty of future interest rates and the greater default risk for longer term loans, the lender generally:A.charges a higher rate of interest on long-term loans.B.includes a very high number of restrictive debt provisions.C.is entitled to change the terms of the loan at any time.D.is entitled to demand repayment of the loan at any time.二、True / False Questions(10小题,每小题1分,共10分)1、Deficit entities purchase financial instruments that offer the lowest interest rate.2、The shareholders of a public corporation do not participate directly in the day-to-day operation of a company but appoint the executive management group to do so at the shareholders' general meeting.3、The price of an equity-related derivative is directly related to the price of the correspondingsecurity on the stock exchange.4、Financial risk refers to risks arising from the different types of debt securities issued by a company.5、A share that has a beta of 0.5 is half as risky as the average share listed on the share market.6、If an investor purchases a commercial bill with a face value of $100 000 with a yield of 7.00% per annum and then, in 60 days, sells it at a yield of 7.50% per annum, the investor will make a capital gain on the sale of the bill.7、The acceptor of a commercial bill undertakes to pay the face value of the bill to the holder at maturity.8、The market for bank-accepted bills is an illiquid one as banks tend to hold them until maturity.9、Since each state government is responsible for providing a wide range of services, every state has its own borrowing authority to issue debt securities.10、Unfortunately, economic indicators don't provide clear and unambiguous messages about the future direction of economic activity and growth.三、Short Answer Questions(5小题,每小题6分,共30分)1、Discuss the main features of a bank's commercial lending.2、Explain the operation of cash management trusts.3、Identify and discuss the types of public unit trusts according to their assets.4、What are some factors that influence investors to buy listed rather than unlisted shares?5、What is a moving average model? Explain how it is used in technical analysis.。
ERM企业风险管理框架英文

ERM企业风险管理框架英文Enterprise Risk Management (ERM) FrameworkIntroductionIn today's dynamic and global business environment, organizations face various risks that can significantly impact their operations, financial stability, and reputation. To effectively manage these risks, companies adopt Enterprise Risk Management (ERM) frameworks. This article aims to provide an overview of ERM and its importance in contemporary business practices.I. Definition of ERMERM refers to a systematic approach in identifying, assessing, and managing risks across an entire organization. It involves establishing a structured framework that integrates risk management into the company's culture, strategy, and decision-making processes. By adopting an ERM framework, companies can enhance their ability to proactively identify potential risks and take appropriate actions to mitigate or capitalize on them.II. Components of ERMA. Risk AssessmentThe first component of ERM is risk assessment, which involves identifying and understanding various risks faced by the organization. This includes both internal risks, such as operational, financial, and compliance risks, and external risks, such as market, economic, and regulatory risks. Byconducting a comprehensive risk assessment, companies can prioritize risks based on their likelihood and potential impact on the organization.B. Risk MitigationAfter identifying the risks, the next step is to implement risk mitigation strategies. This involves developing policies, procedures, and controls to reduce the likelihood and impact of identified risks. Companies need to establish risk response plans that outline specific actions to be taken in the event of a risk materializing. Additionally, risk transfer techniques such as insurance can be utilized to transfer certain risks to external parties.C. Risk Monitoring and ReportingContinuous monitoring of risks is crucial to ensure the effectiveness of the ERM framework. Regular risk assessments should be conducted to identify any emerging risks or changes in the existing risk landscape. Risk reporting mechanisms should be established, providing relevant and timely information to management and stakeholders. This enables informed decision-making and facilitates early intervention in case of any adverse risk events.D. Integration with Strategic PlanningIntegrating risk management into the strategic planning process is a key aspect of ERM. By considering risks during strategic decision-making, organizations can align their risk appetite, objectives, and overall business strategy. This enables companies to make well-informed decisions that take into account potential risks and rewards, leading to a sustainable and resilient business model.III. Benefits of ERMA. Enhanced Risk AwarenessImplementing an ERM framework encourages a proactive approach to risk management. It increases risk awareness among employees at all levels of the organization, promoting a culture of risk consciousness and accountability. This empowers employees to identify and manage risks effectively in their respective roles, fostering a more risk-intelligent organization.B. Competitive AdvantageCompanies that effectively implement ERM gain a competitive advantage in the marketplace. They demonstrate their ability to manage risks and safeguard stakeholders' interests, enhancing their reputation and credibility. Investors, customers, and business partners are more likely to trust and engage with organizations that have robust risk management practices in place.C. Improved Decision-MakingERM enables better decision-making by providing comprehensive risk information. By considering risks alongside potential rewards, executives can make more informed and balanced decisions. This reduces the likelihood of unexpected risk events and ensures that risks are factored into strategic initiatives, ultimately leading to improved business performance and outcomes.IV. ConclusionIn conclusion, ERM plays a vital role in modern business practices by enabling organizations to identify, assess, and manage risks effectively. By establishing a structured ERM framework, companies can enhance risk awareness, gain a competitive advantage, improve decision-making, and ensure long-term business sustainability. As the business landscape continues to evolve, a proactive and integrated approach to risk management is essential for organizations to thrive in uncertain times.。
论企业合规管理

论企业合规管理一、本文概述Overview of this article在当今复杂多变的商业环境中,企业合规管理已成为企业稳健发展的关键因素。
企业合规管理不仅关乎企业的日常运营,更直接关系到企业的声誉、经济利益乃至生存。
本文旨在深入探讨企业合规管理的内涵、重要性及其在实践中的应用,以期为企业提供一套行之有效的合规管理策略。
In today's complex and ever-changing business environment, corporate compliance management has become a key factor for the stable development of enterprises. Corporate compliance management is not only related to the daily operations of enterprises, but also directly affects their reputation, economic interests, and even survival. This article aims to deeply explore the connotation, importance, and practical application of enterprise compliance management, in order to provide an effective compliance management strategy for enterprises.本文将首先对企业合规管理的基本概念进行界定,明确其内涵和外延。
接着,通过案例分析的方式,揭示企业合规管理在实践中的重要性,以及忽视合规管理可能带来的严重后果。
随后,文章将探讨如何构建有效的企业合规管理体系,包括合规文化的培育、合规制度的建立、合规风险的识别与评估、以及合规培训的实施等方面。
企业发展英语

企业发展英语Enterprise development refers to the process of growing and expanding a business, both in terms of its size and profitability. It involves various strategies and activities aimed at improving the overall performance and success of the organization.There are several key aspects of enterprise development in English:1. Business planning: Developing a comprehensive business plan that outlines the goals, objectives, strategies, and actions required to achieve success.2. Market analysis: Conducting research and analysis to understand the target market, competitors, and customer needs and preferences. This information helps in developing effective marketing and sales strategies.3. Financial management: Managing the financial resources of the company, including budgeting, forecasting, managing cash flow, and ensuring profitability. This includes tracking and analyzing financial performance, making strategic financial decisions, and securing funding or investment if needed.4. Product and service development: Continuously improving and innovating the products or services offered by the company to meet the changing needs and demands of customers. This may involve conducting market research, developing new product/service ideas, and implementing effective product development processes.5. Human resources management: Developing and managing askilled and motivated workforce. This includes activities such as recruitment, training and development, performance management, and employee engagement.6. Sales and marketing: Developing effective sales and marketing strategies to promote products or services, attract customers, and increase revenues. This may involve activities such as advertising, public relations, social media marketing, sales networking, and customer relationship management.7. Operations management: Ensuring efficient and effective day-to-day operations of the company. This includes managing production processes, supply chain management, inventory control, quality management, and logistics.8. Risk management: Identifying and managing potential risks that may affect the company's success. This includes assessing and mitigating operational, financial, legal, and reputational risks.9. International expansion: Exploring opportunities for expanding business operations into international markets. This may involve market research, compliance with international regulations, establishing partnerships, and adapting products or services to local markets.Overall, enterprise development requires a strategic, proactive, and holistic approach to drive sustainable growth and success for a business. It involves continuous learning, adaptation, and improvement to stay competitive in a rapidly changing business environment.。
风险评估英文

风险评估英文Risk AssessmentRisk assessment is a systematic process of evaluating potential hazards and their associated risks to individuals or entities. It involves identifying and analyzing potential risks, estimating the likelihood and severity of the consequences, and identifying strategies to mitigate or manage those risks.The first step in the risk assessment process is to identify potential hazards. Hazards can be physical, such as fire or accidents, or non-physical, such as financial or reputation risks. It is important to consider all possible hazards that may impact the organization or project under evaluation.Once the hazards are identified, the next step is to analyze them. This involves determining the likelihood or probability of the hazard occurring and the potential severity of its consequences. Likelihood can be assessed based on the frequency of occurrence or historical data, while severity can be evaluated based on the potential impact on human safety, financial loss, or reputational damage.After analyzing the hazards, the risks associated with each hazard can be estimated. Risk is the combination of likelihood and severity, and can be expressed as a numerical value or a descriptive scale. Risks can be categorized as low, medium, or high based on the assessed values.The next step in the risk assessment process is to determineappropriate strategies to manage or mitigate the identified risks. This may involve implementing control measures, such as safety protocols or insurance policies, to reduce the likelihood or severity of the hazards. It is important to prioritize the risks based on their likelihood and severity, and allocate resources accordingly.Finally, it is necessary to continually monitor and review the effectiveness of the risk management strategies. Risk assessment is an ongoing process, and it is important to adapt and modify the risk management strategies as new information becomes available or as the organization or project evolves.In conclusion, risk assessment is a crucial process in identifying and managing potential hazards and risks. It involves a systematic approach of identifying hazards, analyzing risks, estimating likelihood and severity, and implementing appropriate strategies to mitigate or manage the risks. By conducting effective risk assessments, organizations and individuals can proactively identify and address potential risks, minimizing the likelihood and impact of adverse events.。
项目管理流程英文

项目管理流程英文Project Management Process。
Project management is the process of planning, organizing, and overseeing the completion of a project. It involves a series of steps and activities that are designed to ensure the successful completion of a project within a specific time frame and budget. In this article, we will discuss the project management process in detail, including its key components and best practices.1. Initiation。
The first phase of the project management process is initiation. During this phase, the project is defined at a broad level, and initial resources and funding are secured. The project manager is usually appointed during this phase, and a project charter is created to outline the project's objectives, scope, and deliverables. This phase sets the stage for the rest of the project and is crucial for itssuccess.2. Planning。
- 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。
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。