“…In other words, the demand of BCM should be derived from the core requirements regarding critical processes in a company. Given that each process has unique processes, then each company should have a BCM/DR program tailored along its processes and goals [22,23].…”
Section: Critical Business Processesmentioning
confidence: 99%
“…Business impact analysis (BIA) is a key part of a business continuity management system (BCMS) whereby an entity's key products or services alongside with the critical functions and their BC related metrics [23]. That is, the minimum business continuity objective (MBCO) and the maximum tolerable period of disruption (MTPD) are determined.…”
“…In other words, the demand of BCM should be derived from the core requirements regarding critical processes in a company. Given that each process has unique processes, then each company should have a BCM/DR program tailored along its processes and goals [22,23].…”
Section: Critical Business Processesmentioning
confidence: 99%
“…Business impact analysis (BIA) is a key part of a business continuity management system (BCMS) whereby an entity's key products or services alongside with the critical functions and their BC related metrics [23]. That is, the minimum business continuity objective (MBCO) and the maximum tolerable period of disruption (MTPD) are determined.…”
“…While the methods and protocols for network resilience, described for instance in [20,55,60], are not a new topic, a business-oriented approach to resilient network design has not been studied in depth, and many problems remain. Risk had originally been dealt with in two types of industries: financial (where investment portfolios are being selected) and technological (where failures jeopardize human safety or societal welfare).…”
Section: Risk Awareness In Resilient Network Designmentioning
confidence: 99%
“…From the risk perspective, these methods offer little improvement (with the existing technological solutions, the switching time is negligible); therefore, they are clearly dominated as being the most costly. Other methods can be applied in practice [20]; however, here we focus only on those that can be modeled in a compact way, and we show that even with this small set of options, non-trivial results can be obtained. We assume that the energy profile is modeled with the concave square root function of a load on a link.…”
Section: Numerical Example Part 1: Coarse-grained Optimizationmentioning
confidence: 99%
“…They operate in various ways (with different levels of sharing, scope, etc. [20]) and result in different parameters, such as resilience (i.e., survivability to random failures) related to client needs. They also incur increased capital expenditure (CAPEX) and operational expenditure (OPEX) costs, since in order to bypass fault-affected elements, it is necessary to use backup resources.…”
This article proposes to solve the trade-off between energy-efficiency and resilience with a focus on business mechanisms. Risk engineering is used as a foundation. Financial impact (penalty) quantification with various compensation policies is applied, and business-relevant risk measures are used during the risk assessment. Then, risk mitigation strategies are evaluated to select the appropriate risk response. The approach is presented in networks with energy profiles supporting a sleep mode. An effective heuristic is used to assign flows, and it is shown that the energy-efficiency performance is substantially independent of the recovery methods selected for risk mitigation. It is also demonstrated that backup resources can be switched off in the normal state without having a considerable impact from a financial viewpoint.
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