Upcoming and Recent Speaking Engagements:
CPM West 2011 - Las Vegas, Neveda
"The Good, The Bad and The Social: The Challenges of Social Networking for Business Continuity" CPM West 2011 - Las Vegas, Nevada
"Measuring Your Organizations "Risk Level" "
Spring World 2010 - Orlando Florida
"The Resiliency Equation" CPM West 2010 - Las Vegas, Nevada
"A Simplified Approach to Quantify Enterprise Risk"
CPM West 2011 - L. S. Hanwacker - Speaker
The Good, The Bad and The Social: The Challenges of Social Networking for Business Continuity
Presented & Written by L. S. Hanwacker, MSCS, MBA, CBCP
When: May 10, 2011
Where: Las Vegas, NV
The dramatic growth of the internet and social networking has generated unprecedented challenges to an organizations’ disaster recovery planning and business continuity programs. Many businesses believe that social networking is one of the biggest threats to their information security. Sites like Facebook, MySpace and Twitter currently pose the biggest threat. The government wants a “kill switch” for our security and protection. What data protection and information policies, and procedures should be implemented? Examine the good and bad aspects of these social networking sites as well as their impact on corporations, along with what would “The Cyber Security and American Cyber Competitiveness Act of 2011 mean to Business Continuity”? This white paper is directed at the risk and information management teams who are directly involved in creating and enforcing internal data and information security policies and procedures.
Benefits:
1. Understand the prominent social networking sites and how they function.
2. Assess the good and bad aspects of the internet and social networking sites as well as their corporate impacts and new government regulation.
3. Apply the information security principals to corporate documents and policies and to develop a Business Continuity strategy.
CPM West 2011 - L. S. Hanwacker - Speaker
Measuring Your Organizations "Risk Level"
Presented & Written by L. S. Hanwacker, MSCS, MBA, CBCP
When: May 10, 2011
Where: Las Vegas, NV
Measuring your organizations' "Risk Level" is a concept that utilizes the organizations' threat risk profile and determines how to keep the exposure to risk at an acceptable level. Risk tends to conjure negative reactions and terms like fear, risk adversion, tisk tolerance and sometimes results in denial and paralysis. The list of enterprise risks for Business Continuity Professionals is growing exponentially with the onset of cloud computing and wirelss mobile devices. managing this risk is an integral part of everyday business. Risk can be viewed as the probaility of a threat based on a vulnerability that can result in exposure to loss and have a negative business impact. This white paper utilzes a mehtodology that will assist in determining how to measure your organization’s “Risk Level” against your organizations’ acceptable risk tolerance.
Benefits:
1. Define the organizations’ threat risk profile based on business goals, legal and/or regulatory requirements.
2. Evaluate the organizations’ risk tolerance and assign the appropriate “Risk Levels”.
3. Understand the consequences of not addressing all risks.
Spring World 2010 - L. S. Hanwacker - Speaker The Resiliency Equation
Presented & Written by L. S. Hanwacker, MSCS, MBA, CBCP
When: March 21-24, 2010
Where: Orlando, Florida
We live in a risk-filled world. What comes to mind when you think about “Risk”? Mostly likely, it conjures a negative implication that is to avoid or reduce the impact of risk. Risk is an ever-present part of our daily life. Understanding and managing operational risks are essential to the future survival and prosperity of an enterprise. Enterprise can mean corporation, government entity or an organization. Operational risks are based on an enterprise’s internal operational environment. With the regulatory spotlight on operational risks, there has been an ever-increasing attention devoted to the quantification of these risks. With the emphasis on predictive analytics, more real-time performance monitoring and faster analysis, the application of Business Intelligence (BI) has come into play.
There is a wide array of statistical methods for measuring, modeling, and monitoring operational risk. Determining how all these statistical tools relate to one another and which to use is the challenge. Unless, a risk manager is proficient at applying the myriad of statistical methodologies to assess operational risks, the task can be daunting.
This white paper is part of The LSH Group Diamond Series of reports. It utilizes The LSH Group Diamond Model and an Enterprise Risk Management (ERM) methodology that is directed at the time-starved executive or manager who must quantify potential risks and other business impacts, and then set appropriate budgets aligned with strategic and business continuity plans at the enterprise level. It combines Business Intelligence and a simplified probability [P(x)] approach to quantify Enterprise Risk Management (ERM) that results in Business Resiliency. Thus, The Resiliency Equation: BI + P(x) + ERM = Resiliency.
CPM West 2010 - L. S. Hanwacker - Speaker
A Simplified Approach to Quantify Enterprise Risk
Presented & Written by L. S. Hanwacker, MSCS, MBA, CBCP
When: May 10-12, 2010
Where: Las Vegas, NV
Enterprise Risk Management
Understanding and managing operational risks are essential to the future survival and prosperity of an enterprise. With the regulatory spotlight on operational risks, there has been ever-increasing attention devoted to the quantification of these risks. There is a wide array of statistical methods for measuring, modeling, and monitoring operational risk. Determining how all these statistical tools relate to one another and which to use is the challenge. Unless, a risk manager is proficient at applying the myriad of statistical methodologies to assess operational risks, the task can be daunting. This presentation utilizes an Enterprise Risk Management (ERM) methodology that is directed at the time-starved executive or manager who must quantify potential risks and other business impacts, and then set appropriate budgets aligned with strategic and business continuity plans at the enterprise level.
Benefits
1. How to win at creating an overall enterprise risk management methodology that works for your enterprise.
2. How to quantify potential risks and other business impacts for ERM by applying a simplified statistical approach using key organizational input(s).
3. How to get the support of the key organizations to make well-informed decisions for the development of a formal ERM strategy and plan.