Practical Apps in Cyber Security Management - Report Example

Practical Apps in Cyber Security Management Bank Solutions, Inc - Gap Analysis Introduction Information obtained during Gap analysis isone of the most essential assets required by Bank Solutions, Inc. Therefore, protecting the same ensures integrity, confidentiality, as well as availability. Operations of any company rely on insuring its confidentiality, availability, and integrity of information. The continuing growth of Bank Solutions, Inc increases the advantage of the corporate buyout. Members of the top management for the Bank Solutions, Inc closer to retirement receive a boost among them Douglas Smith, the Chief Information Officer. The situation explains why Bank Solutions sought consultation services to help in highlighting regulatory and operating risks as well as control mechanisms that aid in mitigating the same risks. Assessment of risks at the Bank Solutions leads to important findings. The data centre at The Bank Solution for Disaster Recovery Business Continued Plan launched in 2007 with the last update coming way back in 2009. The last testing took place in 2007. The company does not have proper full and incremental backups plan. Business continuality and disaster recovery planning are procedures that help businesses prepare for disruptive activities. The recovery plan works irrespective of the situation whether it is a national calamity or a mere power blackout. Security and Technology Issues It is important that the business continuity plan as well as the disaster recovery schedule encompass best practices of communicating with employees. Communication includes where employees will go besides keeping their jobs. In this case, Bank Solutions, Inc supply chain logistics together with information technology will play crucial roles. Findings in this report are Solutions of research conducted at Bank Solutions, Inc established by the by the First Presidential Bank. The researcher carried out one-on-one interviews among all the employees occupying both senior and junior positions in the company. It is crucial to mention that each of the employees have their important role considering that Douglas Smith has the unofficial role of delegating duties to the rest of the team at Bank Solutions, Inc. Gaps Analysis Task Possible start Duration Type Determinant High level inspection week 1 2 Weeks Sequential Office and current products Designing the products week 2 4 Weeks Sequential Suitability Dev ‘ of customer service mock-ups week 3 2 weeks Parallel Type of design Programming of core modules week 4 8 weeks Sequential Necessity Programming of supporting modules week 13 4 weeks Parallel Functionality Quality assurance of core specs week 22 8 Weeks Sequential Applicability Quality assurance of supporting modules week 30 4 weeks Parallel Functionality Core functions training week 34 8 Weeks Sequential Adaptability Development of reporting specs week 42 1 Week Parallel Suitability Development of management reporting week 43 2 Weeks Parallel Suitability Development of management analysis week 45 2 Weeks Parallel Suitability Development of ingredients week 47 2 Weeks Sequential Specifications Exhaustive training week 49 2 weeks Sequential Adaptability Documentation week 51 1 week parallel System Risks and challenges The history of Bank Solutions, Inc given by the description of the journey travelled by First Presidential, the founding bank clearly explains why it is not fair to let the business collapse (Wederspabn, 2011). Starting as an apprentice mechanic at a tender age of eighteen, Douglas Smith trotted the difficult success path to establishing his motor bank one hundred and fifteen kilometres away from Northwestern Region of the United States where he started his career. His ability to learn master banking was exemplary as typified by The Data Center Manager. The Data Center Manager asserted, ‘that kid is going to own a business of his own someday,’ after one of Douglas Smith’s quick and efficient job accomplishments (Wederspabn, 2011). Additionally, his personal rapport with employees was good because the case gives a detailed account of how three of the employees have been at the bank. Douglas Smith worked with Gary IT manager all his entire life since the inception of the business at Ballarat. Working with the employee and close friend for all those years’ only points to the fact that the two enjoyed a cordial relationship. The Data Center Manager worked with Douglas Smith for twenty-five years before his demise while the Network Architect completed a decade one year after the death of the founding director of the business. However, it significant to remember that with the death of Douglas Smith, Smith took over. Security Strategy Every problem identified in the analysis section has its solution. First, the new CEO must find time and get to the business. It is important for him because he only assumed the management and ownership of the business a year ago. He only appears in the case when describing the transition from his father to him, something that leaves many questions. The other area that the new CEO should address is the issue of remuneration. Ideally, it constitutes a reason for other employees looking down upon The IT manager. Australian labor laws require financial transparency especially those affecting commitments for benefits at the centre of banking operations in all engaged in Australian business (The Stateless Corporation, 2010). The other challenge is that employees complain about banking taking long to become truly profitable. Employees question the approach taken by banking while drafting and executing compensation and benefits policies. Furthermore, government mandates concerning compensation and benefits schemes are also not standard. It makes employees in Australia to receive poor remuneration across the board. In fact, few employees are optimistic that changes will be radical once banking becomes truly profitable (Funnel, 2010). Therefore, the report recommends two ways significant in helping banking address compensation and benefits programs quickly. First, banking should consider a precise benefits strategy that meets Australian standards because banking is a multinational (Welch, 2009). The philosophy of strategy should offer employees a model for comprehending management decisions touching on employee compensation and benefits. Such a strategy can take care of different cultures of multiethnic community backgrounds. The second strategy is for Bank Solutions, Inc-Australian to develop efficient and comprehensive remuneration schemes for all employees whether on contract, permanent, mobile, as well as experienced. Experienced employees feel that the definition of their salaries and benefits should be simplified. Other businesses have taken such measures and are doing well in the same area that appears an Achilles-heel for Bank Solutions, Inc. A proposal to streamline these problems is the establishment of a hierarchy of needs that enlists the priorities of compensation and benefits for a big business such as the Bank Solutions, Inc- Australian. The framework enables any banking venturing into the Australian market to adapt to through a learning process while setting its schemes for bonuses, pay, as well as other long-term benefits for employees for all cadres. A case in point is if banking wants to initiate a community service program, and then first, it should ensure that it remunerates employees well before launching the community program. Banking must also have measures to have the structure working. The other corrective measure for the business to adapt is from other businesses across the country. These businesses remunerate their employees well, and it is advisable for Bank Solutions, Inc to create a structure similar to a family-banking environment in all the global business operations. In this case, Bank Solutions, Inc Standard should adopt a paternalistic system by giving benefits that across all the branches in all countries including free meals, health insurance schemes, retirement plans, and basic salary standards. Bank Solutions, Inc is on an extensive branding process. Therefore, it should create standard compensation and benefits strategy in line with the branding process as one of the remedies to their problems. The bank can hire the services of a human resource banking to integrate its compensation and benefits structures to suit standard standards. Ultimately, it will be a strategic shift to thinking and working as a global banking leading to new considerations on multinational opportunities. The management at Bank Solutions, Inc ought to consider that an efficient compensation policy is a significant step in tackling the challenges of attracting and maintaining talented and knowledgeable employees. The bank agrees that it is facing this as a great challenge. Timeline The CEO carries the same thoughts to his new place of work. He fails to comprehend that these are two different working environments. After, internalizing that other employees sideline him, he decides to revenge by picking petty issues and presenting to IT manager, the unofficial boss at the business. By doing so, The CEO seeks a person he can share with information, a Solution of him failing to bond with other team members during the tea break (Wetlaufer, 2006). Failure to work appropriately compounds his inability to complete work within a set time. Both IT manager and Smith should not take the fact that both poorly serviced vehicles belong to the same person as a form of sabotage. It is good consider it a case of bad-luck coincidence. Taking this position would help open the way for proper evaluation of the case. Initially, Bob was working in his father’s business, a different environment with different rules from those applied at Bank Solutions, Inc. Work timeline The Solution will commence on November 1, 2015 with the inspection of the office with the launch of the new Solutions. The ICT manager at Bank Solutions, Inc sits in San Francisco, California overseeing the start of the Solution by November 1, 2015. More time will be allocated to the ICT Sector and research since they handle the engine of the Solution. However, these other parts will have less time. As listed below part a through to part d will be allocate six months. The development part will have three months, the training team will receive two months since workers will train in shifts and the verification process will take one month. The follow-up will take place in the course of the first three months thereafter the Solution will close. Solution schedule Design of the Solutions a) Web Solution mix 1. Functional Specifications a. Develop Solution mix Mock-ups b. Review the design c. Create Final Functional Specifications d. Develop and install Ingredient Mixer 2. Quality Specs a. Develop Quality Specifications b. Review the specifications c. Develop and install what the team will use as signoffs b) Database for research 1. Quality Specifications a. Create the Quality aspects b. Draw a review of the aspects c. Obtain the Mixing Team c) Interfaces 1. Quality Specifications a. Determine data import/export elements e.g. i. Defining the user needs ii. Outlining the IT needs b. Give the structure of the interfaces c. Sign off passwords d) Reports 1. Functional Specifications a. Obtain the user Requirements b. Review e) Development Web Front End 1. Code Web Pages 2. Conduct Unit Assessment f) Quality Assurance 1. Verify design elements 2. Evaluate the process of integration 3. Confirm acceptability g) Hardware 1. Identify the ingredients needed 2. Make choices of the right ingredients 3. Procure the purchase 4. Guide in deployment h) Wrap-up the Solution Remediation Plan Smith is not and IT expert; the former relies on the latter, therefore, and they have varied management aspects and techniques (Barrios, and. Blanco, 2011). New ownership and management came with two other new faces. Jonathan Wabera an apprentice, who replaced Simon Schultz, who sought greener pastures in the city at North Western US and the CEO, offered a job after the collapse of his father’s business. Furthermore, his father became the largest client at Bank Solutions, Inc after he decided to service his trucks at the motor bank (Schimmoller, 2001). It is clear that The CEO appears to be the cause of lack of unity and teamwork at the business. However, it is more than he being stubborn is. First, what is taking place at Bank Solutions, Inc is a problem that comes with a change in many important things at the business. Douglas Smith was close to his employees (Rodriguez, 2006). He made them friendly and succeeded in enhancing their commitment to the job. Everybody did the job as his own leading to enhanced teamwork and almost perfect performance. Nevertheless, under new management IT manager appears to ignore the value of grapevine that takes place during the unofficial tea break. It becomes difficult for The CEO to bond with other employees when fails to attend the grapevine meetings. The area needs serious address because it happens to be a bonding session because, at any other time, everybody is busy with assigned duties. Secondly, other workers look at fallen heads of the IT Managers and Day and Night Operations Managers. Remember that, once Douglas Smith his father owned a business but loss of contracts forced him to close down the business forcing his son to seek employment. Finds and Applies The branch has several employees with full responsibility to handle assigned duties, but senior employees led by Douglas Smith have the authority to authenticate completed work. The Bank specializes in full range of services, including in clearing and Proof of Deposit (POD) processing, item capture, return and exception item processing, image archive storage and retrieval, and customer statement rendering (Craig, 2002). The focus of the interview was getting their views on the relationship among employees working at Bank Solutions, Inc. The interviewer also requested to know the individual relationship among employees. Furthermore, the study asked the workers to identify challenges they faced while relating with each other whether senior employees or junior, as well as the Managing Director. Finally, questions covered how the employees about their remuneration. References Barrios, V. E., & Blanco, J. M. (2011). The Effectiveness of Teamwork among Employees: A Theoretical and Empirical Approach. IRES, Discussion Paper, No.1. Craig, H. (2002). PM 101: Assess Your Aptitude, Mindset, and Potential. Contractor. Vol. 49(9). Funnel, M. (2010). The problem with compliance at the workplace. J Am Med Assoc., 284(13), 1709. Rodriguez, C. (2006). International management: A Cultural approach. New York: West Publishing Company. Schimmoller, B. (2001). The Changing Face of Project Management. Power Engineering. Vol. 105(5). Pp. 28-30. The Stateless Corporation. (2010). Business Week, 98-105. Wederspabn, G. M. (2011). Costing failures inexperienced ICT management. Human Resource Planning, 15, 27-35. Welch, D. (2009). Determinants of international human resource management approaches and activities: A Suggested framework. Journal of Management Studies, 31, 139-164. Wetlaufer, S. (2006). Foreign subsidiaries: Determining executive Compensation. Harvard Business Review, 2(1), 11-12. Read More