Business Continuity Management: Global Best Practices

Business Continuity Management: Global Best Practices

Product Description

At this critical point in your Business Continuity Management studies and research, you need one definitive, comprehensive professional textbook that will take you to the next step. In his 4th edition of Business Continuity Management: Global Best Practices, Andrew Hiles gives you a wealth of real-world analysis and advice – based on international standards and grounded in best practices — a textbook for today, a reference for your entire career. With so much to learn in this changing profession, you don’t want to risk missing out on something you’ll need later.

Does one of these describe you?

  • Preparing for a Business Continuity Management career, needing step-by-step guidelines,
  • Working in BCM, looking to deepen knowledge and stay current — and create, update, or test a Business Continuity Plan.
  • Managing in BCM, finance, facilities, emergency preparedness or other field, seeking to know as much as much as possible to make the decisions to keep the company going in the face of a business interruption.

Hiles has designed the book for readers on three distinct levels: Initiate, Foundation, and Practitioner. Each chapter ends with an Action Plan, pinpointing the primary message of the chapter and a Business Continuity Road Map, outlining the actions for the reader at that level.

NEW in the 4th Edition:

  • Supply chain risk — extensive chapter with valuable advice on contracting.
  • Standards — timely information and analysis of global/country-specific standards, with detailed appendices on ISO 22301/22313 and NFPA 1600.
  • New technologies and their impact – mobile computing, cloud computing, bring your own device, Internet of things, and more.
  • Case studies – vivid examples of crises and disruptions and responses to them.
  • Horizon scanning of new risks – and a hint of the future of BCM.
  • Professional certification and training – explores issues so important to your career.
  • Proven techniques to win consensus on BC strategy and planning.
  • BCP testing – advice and suggestions on conducting a successful exercise or test of your plan
  • To assist with learning — chapter learning objectives, case studies, real-life examples, self-examination and discussion questions, forms, checklists, charts and graphs, glossary, and index.

Downloadable resources and tools – hundreds of pages, including project plans, risk analysis forms, BIA spreadsheets, BC plan formats, and more.

Instructional Materials — valuable classroom tools, including Instructor’s Manual, Test Bank, and slides — available for use by approved adopters in college courses and professional development training.

    One Up On Wall Street: How To Use What You Already Know To Make Money In The Market

    One Up On Wall Street: How To Use What You Already Know To Make Money In The Market

    Product Description
    More than one million copies have been sold of this seminal book on investing in which legendary mutual-fund manager Peter Lynch explains the advantages that average investors have over professionals and how they can use these advantages to achieve financial success.

    America’s most successful money manager tells how average investors can beat the pros by using what they know. According to Lynch, investment opportunities are everywhere. From the supermarket to the workplace, we encounter products and services all day long. By paying attention to the best ones, we can find companies in which to invest before the professional analysts discover them. When investors get in early, they can find the “tenbaggers,” the stocks that appreciate tenfold from the initial investment. A few tenbaggers will turn an average stock portfolio into a star performer.

    Lynch offers easy-to-follow advice for sorting out the long shots from the no-shots by reviewing a company’s financial statements and knowing which numbers really count. He offers guidelines for investing in cyclical, turnaround, and fast-growing companies.

    As long as you invest for the long term, Lynch says, your portfolio can reward you. This timeless advice has made One Up on Wall Street a #1 bestseller and a classic book of investment know-how.

    Price: $8.99

    • Great product!

    Change Management Tips

    There are two knowledge areas that will determine how well the product you build will satisfy the needs it was built to meet. The first is requirements management, or scope management. The way in which you capture requirements initially, and trace them throughout the design and build process will have a profound impact on how well your product meets your customer’s needs. The second is change management. The needs your product will meet are not static so engaging in a project which can’t support changes to the original requirements is doomed to failure.

    Changing needs are not the only source of change. It’s very common for stakeholders and business analysts to learn more about satisfying business needs as they define other needs. Let me give you an example. Let’s say you’re building an e-store (a commercial web site) and you need a means of alerting your customer to a sale you’re conducting on a subset of your products. You find out that the platform you’re using to build the web site supports a new form of popup window so you determine that the popup is the best way to meet this need. The popup approach has a much wider potential application so you determine that the popup window would actually be the best way to handle the choice of shipping methods, but you’ve already designed that feature without the use of a popup. This is a legitimate source of change.

    There will be other sources of change that have nothing to do with requirements. Take budget as an example. You may have initiated your project during a “boom” time in the economy when your organization’s finances were robust and your sponsors envisioned a “Cadillac” solution to their business needs. Now the economy is in a recession and the budget is no longer available for the “Cadillac” solution so you have to scale back the project scope.

    Schedule can also be a source of change. You may have initiated your project at a time when an 18 month schedule would have put your product on the market before your competition, but now you learn that the competition have initiated a project to introduce their version of the product to the market place and they have advertised an introduction date 15 months in the future. You now need to change your plans to get to the market place in under 15 months to preserve your marketing lead.

    Requirements management and change management work hand in hand to produce the product that your customer or client needs to succeed, when they need it, and for the right budget. Your project is bound to fail no matter how well requirements are gathered if you don’t have a good process for managing change. A good process will be effective in implementing the right changes and rejecting the wrong ones. To do that, the process needs to identify the activities that will gather accurate information to base a decision on and the right people to make the decision.

    Tailor the process to your organization. If your organization has never implemented any form of change management you will be forced to define the tasks and responsibilities to support the process from scratch. Just remember that you have 2 key goals: gather all the accurate information that the decision makers need to approve or reject the requested change and that the right stakeholders make the decisions. You want to achieve these goals with the least amount of fuss possible. Don’t skip any steps that support these goals but don’t take unnecessary steps to satisfy someone else’s vision of a good process and don’t make the steps overly burdensome. Customize existing processes where your organization has them. For example, you may not have a project change management process but have a process for introducing change through operational activities. Examine that process to see which activities will fit with your project’s needs. You should be able to re-use the change request form from the existing process at the very least. Consideration should also be given to the software development methodology chosen for the project, where the product is a software system. Agile type development methods should not be over-burdened with change management activities.
    Change management activities will not be a “one size fits all” proposition. There will be requested changes where you’ll need all the activities your process calls. These will tend to be the larger changes, for example the introduction of a new set of features, or a significant change to budget or schedule. Changes that don’t involve a major shift in scope, schedule, or budget should not require a sponsor to make a decision. Design your change management process to accommodate both major changes where a decision should be made by a sponsor, and minor changes where the decision can be made by you, or another member of the team.
    Build time into your plan for the analysis and investigating activities that will be required to determine the cost of implementing a change request. It is impossible to predict how much time will be required because you can’t predict how many change requests you’ll receive and how complex they will be. If you knew what changes your stakeholders would request, you’d make them part of the requirements. One way of addressing this lack of information is to choose a buffer as a percentage of the estimated build time and track hours against this buffer. One disadvantage of this approach is it is very difficult to pre-determine who will need the buffer. Developers or programmers and QA testers will typically be called on for effort estimation in software projects, but business analysts and others may also be required to investigate. You need to identify a course of action when the buffer is fully depleted. You can request a change asking for more analysis time. You can also close off the process and delay further analysis until the next iteration, if you’re doing iterative software development.
    Educate your team and your stakeholders on the process you define for your project. Subject Matter Experts (SMEs) who will be called on to perform analysis and investigation to determine the cost of the requested changes need to understand their roles in your process, how the process will engage them, and how their deadlines will be determined. Stakeholders should also be educated on how the process will manage the changes they request. They should be educated on the information and detail level they will be required to supply, expectations and demands on their time to answer any questions that the SMEs may have in the course of their analysis, the turn-around they can expect when they request a change, the decision making process, and how the process will communicate with them. All team members and stakeholders should be educated on the process, including the sponsors.
    Track each change in a change log. This log will become a central source of information about the changes submitted. Information that should be tracked will include: identifier, date received, originator, current status, current owner, decision, cost (effort or money), and implementation date (if applicable). The log will become a key communications tool for both you and your team. It should be posted in a central location, provide read access to everyone on the team, and write access to you or the person responsible for managing change on your project. Don’t neglect to record the amount of effort or budget that approved change requests have collectively cost. This information will be useful in helping to explain where budget or time has been spent.
    Don’t forget to re-baseline your project after a change to the scope, schedule, budget, or quality standards has been made. Most project managers will always remember to update their MS Project plans after a change, but not everyone will remember to change other artifacts such as the reports, charts, and graphs that report performance to the project goals and objectives. When you adjust your MS Project plan to reflect a new end date, don’t forget to change your Budgeted Cost of Work Performed (BCWP) when calculating your Schedule Performance Index (SPI).

    These tips won’t make a bad change management process work, or replace a change management process, but they will help you define a good process and make it easier to implement.

    This article doesn’t intend to teach you all you need to know about change management. It’s intent is to provide project management practitioners who have studied change management with some tips that will help them implement the theory they’ve learned elsewhere. The bible for project management best practices is the PMBOK(R) and the certification that signifies you’ve learned all that source has to teach you is the Project Management Professional (PMP(R)) certification. I urge you to envestigate taking the PMP(R) certification exam. There are several execellent training products available that will help you achieve that goal. Some are in class, some are available on-line, and some are plug and play such as our product, AceIt(C). AceIt is available from our web site at for those of you who are interested.

    Event Planning: Management & Marketing For Successful Events: Become an event planning pro & create a successful event series

    Event Planning: Management & Marketing For Successful Events: Become an event planning pro & create a successful event series

    Product Description
    In this book you will learn how to put on a successful event series that can generate revenue, and become either your main business, or generate leads and exposure to your main business.

    In this book I walk you through event planning and management fundamentals, and then explain how you can get significant growth in attendance.

    By the end of this book you will understand the best ways to make money from your events, and how to grow attendance.

    I welcome you to get this book, and I look forward to helping you create the best event series possible.

    Price: $9.81

      Management: Skills & Application

      Management: Skills & Application

      Product Description
      Management: Skills and Application, 14e is a short, value-priced paperback that presents the fundamentals of management principles to undergraduate students. It continues its tradition of presenting principles of management in a straightforward and accessible manner, focusing on the essential skills that are needed to become a successful manager.

      Price: $118.88

        ITIL Service Strategy- Financial Management

        ITIL Service Strategy- Financial Management

        ITIL, Service Strategy-Financial Management

        All About Cataract Operations

        According to the official website of National Health Services (NHS), cataract is one of the primary reasons of vision impairment in the world. It is a common phenomenon among people above 65 years of age. Childhood cataract is rare. NHS reports indicate that there are only three victims of childhood cataract in every 10,000 children in the UK. The peculiarity of this disease is that it continues to develop until a cataract operation is performed to restore normal vision. It is one of the simplest forms of vision surgery. A majority of the operations have zero complications and patients can usually see the world normally within 24 hours.

        The presence of a cataract is confirmed by an eye specialist during a pre-operative evaluation. The eye examination also determines if surgery is advisable.

        How are Cataract Operations Performed?

        Cataract operations aim to remove the cloudy formations that exist in the front portion of the eye lens. These cloudy patches affect the path of light from the environment to the lens, causing blurred vision. If the cloud is not removed surgically, the opaque regions in the front part of the eye lens continue to develop. At an advanced stage, cataract clouds lead to complete blindness.

        In cataract operations, the cloudy patches of the lens are removed through a surgical process called phacoemulsification. It is a simple technique as compared to eye operations such as lasik laser eye surgery or wet macular degeneration. This surgery is performed under the effect of local anaesthesia and usually takes only 15 to 20 minutes. General anaesthesia or sedatives are only given to patients with hyperactivity during the operation.

        After applying eye drops containing local anaesthesia, the doctor will make a small cut in the topmost layer of the eye. Special equipment that can emit ultrasound energy is used to break the lens affected by cloudy patches. The lens is then removed while the capsule that holds the lens inside the eye is conserved for reuse. An artificial lens, called intraocular lens, is planted inside the eye. Made up of plastic or silicone, intraocular lenses are available with different focal length to suit the individual requirements of various patients.

        Recovering from Cataract Operations

        Consult an expert optician for post cataract operation care. For example administering an Aspirin tablet is strictly prohibited as it can cause bleeding in the eye.

        A cataract operation is painless, however, a few patients experience itching and mild irritation. Such symptoms disappear within two days of the operation.

        Initially, the patient may experience blurry vision, as the optical nerves are not accustomed to the new lens. The eye doctor may ask a patient to wear dark shaded protective glasses to shield the eyes from dust and high intensity light. Normal vision resumes within four to six hours after the cataract operation. With a month, the patient is able to experience optimum visibility. Do not strain your eyes or exposing them to chemicals during the first few weeks after the surgery.

        Risks Associated with Cataract Operations
        cataract operations typically do not involve any risk. Some of the complications that may arise during the surgery are:

        The capsule supporting the artificial lens may swell, causing impaired vision. This can be easily corrected with a minor laser treatment.
        The new lens implanted in the eye may move from its original placement. This will require another surgery to fix the problem. Follow post operation care recommended by the surgeon to avoid such issues.

        For optimum results, select an eye-speciality hospital for cataract operations or for more complex techniques like lasik laser eye surgery or wet macular degeneration. Look on the internet for a specialist provider of ophthalmic services. If you are going private, then you will be looking for an eye hospital with private eye care facilities with state-of-the-art equipment and employing experienced eye surgeons.

        Kathryn Dawson writes articles for Immaculate about how cataract operations have changed the lives of many patients in the UK. Wet macular degeneration is typically treated with anti-VEGF drugs, administered through a course of quick, painless injections.

        Service Management Online: Creating a Successful Service Request Catalogue

        Service Management Online: Creating a Successful Service Request Catalogue

        Product Description

        Tools to support the service request catalogue have been evolving rapidly. The catalogue has grown from a tedious, form-based catalogue to a true internet shopping experience. The tools used to deliver the service request catalogue have matured significantly, but the power of these tools is not truly being realized. Organizations need to transform their thinking about how they can implement a request catalogue into a full-scale internet service portal to support an entire organization. The customer experience is the number one priority in its design.

          19. ITIL Foundation – Financial Management

          19. ITIL Foundation – Financial Management

          This Video is uploaded by Shiddhath IT Consultants. This video includes about Financial Management.

          ITIL course is designed to give you a practical understanding of ITIL at the Foundation level. In this course you will learn about the ITIL lifecycle stages, processes, functions and activities. ITIL’s Service lifecycle consists of Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement. This course prepares you for the exam leading to foundation certificate in IT Service Management.

          For more details visit

          Small Cell Networks: Deployment, Management, and Optimization (IEEE Press Series on Networks and Services Management)

          Small Cell Networks: Deployment, Management, and Optimization (IEEE Press Series on Networks and Services Management)

          Product Description

          The first and only up-to-date guide offering complete coverage of HetNets—written by top researchers and engineers in the field

          Small Cell Networks: Deployment, Management, and Optimization addresses key problems of the cellular network evolution towards HetNets. It focuses on the latest developments in heterogeneous and small cell networks, as well as their deployment, operation, and maintenance. It also covers the full spectrum of the topic, from academic, research, and business to the practice of HetNets in a coherent manner. Additionally, it provides complete and practical guidelines to vendors and operators interested in deploying small cells.

          The first comprehensive book written by well-known researchers and engineers from Nokia Bell Labs, Small Cell Networks begins with an introduction to the subject—offering chapters on capacity scaling and key requirements of future networks. It then moves on to sections on coverage and capacity optimization, and interference management. From there, the book covers mobility management, energy efficiency, and small cell deployment, ending with a section devoted to future trends and applications. The book also contains: 

          • The latest review of research outcomes on HetNets based on both theoretical analyses and network simulations
          • Over 200 sources from 3GPP, the Small Cell Forum, journals and conference proceedings, and all prominent topics in HetNet
          • An overview of indoor coverage techniques such as metrocells, picocells and femtocells, and their deployment and optimization
          • Real case studies as well as innovative research results based on both simulation and measurements
          • Detailed information on simulating heterogeneous networks as used in the examples throughout the book

          Given the importance of HetNets for future wireless communications, Small Cell Networks: Deployment, Management, and Optimization is sure to help decision makers as they consider the migration of services to HetNets. It will also appeal to anyone involved in information and communication technology.

          Price: $128.25