1、Maturity Model for the Phased Implementation of theOrganizational Resilience Management SystemASIS INTERNATIONAL STANDARDAMERICAN NATIONALANSI/ASIS SPC.4-2012ANSI/ASIS SPC.4-2012 an American National Standard MATURITY MODEL FOR THE PHASED IMPLEMENTATION OF THE ORGANIZATIONAL RESILIENCE MANAGEMENT SY
2、STEM Approved February 2, 2012 American National Standards Institute, Inc. ASIS International Abstract This Standard provides guidance for the use of a maturity model for the phased implementation of the ANSI/ASIS SPC.1-2009 organizational resilience standard in six phases, ranging from an unplanned
3、 approach, to managing events, to going beyond the requirements of the ANSI/ASIS SPC.1-2009 Standard and creating a holistic environment for resilience management. ANSI/ASIS SPC.4-2012 i i NOTICE AND DISCLAIMER The information in this publication was considered technically sound by the consensus of
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16、 by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written consent of the copyright owner. Copyright 2012 ASIS International ISBN: 978-1-934904-30-5 ANSI/ASIS SPC.4-2012 iii FOREWORD The information contained in this Foreword is not part of this American
17、National Standard (ANS) and has not been processed in accordance with ANSIs requirements for an ANS. As such, this Foreword may contain material that has not been subjected to public review or a consensus process. In addition, it does not contain requirements necessary for conformance to the Standar
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24、xpertise of ASIS membership, security professionals, and the global security industry. Suggestions for improvement of this document are welcome. They should be sent to ASIS International, 1625 Prince Street, Alexandria, VA 22314-2818, USA. Commission Members Charles A. Baley, Farmers Insurance Group
25、, Inc. Jason L. Brown, Thales Australia Steven K. Bucklin, Glenbrook Companies, Inc. John C. Cholewa III, CPP, Mentor Associates, LLC Cynthia P. Conlon, CPP, Conlon Consulting Corporation Michael A. Crane, CPP, IPC International Corporation William J. Daly, Control Risks Security Consulting Lisa DuB
26、rock, Radian Compliance Eugene F. Ferraro, CPP, PCI, CFE, Business Controls, Inc. F. Mark Geraci, CPP, Purdue Pharma L.P., Chair Bernard D. Greenawalt, CPP, Securitas Security Services USA, Inc. Robert W. Jones, Socrates Ltd Glen Kitteringham, CPP, Kitteringham Security Group, Inc. Michael E. Knoke,
27、 CPP, Express Scripts, Inc., Vice Chair Bryan Leadbetter, CPP, Bausch b) Establishing a policy, objectives, and strategies to manage risks; c) Implementing controls to manage risks within the context of the organizations mission; d) Monitoring and reviewing the performance and effectiveness of the O
28、RMS; and e) Continual improvement based on objective measurement. The Maturity Model outlines six phases of implementation briefly described below as: 1. Phase One: Pre-awareness Ad hoc resilience activities, no process currently in place, and resilience management is unstructured with no advanced p
29、reparation. 2. Phase Two: Project Approach Commonly known as “the awareness phase”, where management is willing to test the concept and establish a trial project to explore the benefits of resilience management and preparedness. 3. Phase Three: Program Approach - An expansion of the project approach
30、. The organizational view begins to shift from specific issues to addressing division- or organization-wide issues implementing the core elements of the base standard. 4. Phase Four: Systems Approach This phase involves integrating the core elements. Resilience management and preparedness are viewed
31、 as part of an iterative continual improvement process using the Plan-Do-Check-Act (PDCA) model. ANSI/ASIS SPC.4-2012 x i 5. Phase Five: Management System All the core elements of the base standard have been applied and tested. 6. Phase Six: Holistic Management Resilience management culture is well-
32、developed and is considered an inseparable part of decision making. The six phases of the model are focused on the phased implementation of a management system standard, all of which are applicable to any discipline or type of management system that seeks to treat risk. It is focused solely on organ
33、izational resilience utilizing balanced strategies to move from addressing just the minimization of consequences of a disruptive event to the procedures for anticipation, prevention, protection, preparedness, mitigation, and response and recovery appropriate to any organization or industry. ANSI/ASI
34、S SPC.4-2012 xii This page intentionally left blank. AMERICAN NATIONAL STANDARD ANSI/ASIS SPC.4-2012 an American National Standard Maturity Model for the Phased Implementation of the Organizational Resilience Management System 1. SCOPE OF STANDARD This Standard provides guidance for the use of a mat
35、urity model for phased implementation of the ANSI/ASIS SPC.1-2009 as a series of steps designed to help organizations: x Evaluate where they currently are with regard to resilience management and preparedness. x Set goals for where they want to go, and benchmark where they are relative to those goal
36、s. x Plot a business/mission appropriate path to get there. The model outlines six phases ranging from an unplanned approach to managing events, to going beyond the requirements of the Standard, and creating a holistic environment for resilience management. 2. NORMATIVE REFERENCES The following stan
37、dard contains provisions which, through reference in this text, constitute provisions of this American National Standard. At the time of publication, the editions indicated were valid. All standards are subject to revision, and parties to agreements based on this American National Standard are encou
38、raged to investigate the possibility of applying the most recent editions of the standard indicated below. ANSI/ASIS SPC.1-2009, Organizational Resilience: Security, Preparedness, and Continuity Management Systems Requirements with Guidance for Use.11This document is available at . 1ANSI/ASIS SPC.4-
39、2012 3. TERMS AND DEFINITIONS NOTE: The reader is encouraged to read through the terms and definitions prior to reading the body of the document. For the purposes of this Standard, the following terms and definitions apply: Term Definition 3.1 community A group of associated organizations sharing co
40、mmon interests. 3.2 event An occurrence or change of a particular set of circumstances. ISO Guide 73:2009 NOTE 1: Nature, likelihood, and consequence of an event cannot be fully knowable. NOTE 2: An event can be one or more occurrences, and can have several causes. NOTE 3: Likelihood associated with
41、 the event can be determined. NOTE 4: An event can consist of a non occurrence of one or more circumstances. NOTE 5: An event with a consequence is sometimes referred to as “incident”. 3.3 gap analysis A technique for determining the steps to be taken in moving from a current state to a desired futu
42、re-state. NOTE: Can be used to establish a baseline. 3.4 net centric A continuously-evolving and complex community of people, devices, information, and services interconnected by a communications network to optimize resource management and provide superior information on events and conditions needed
43、 to empower decision makers. 3.5 organizational resilience management (ORM) Systematic and coordinated activities and practices through which an organization manages its operational risks, and the associated potential threats and impacts therein. 3.6 organizational resilience management program Ongo
44、ing management and governance process supported by top management, resourced to ensure that the necessary steps are taken to identify the root causes of potential disruptions; the likelihood and impact of potential losses; maintain viable adaptive, proactive, and reactive strategies and plans; and e
45、nsure stability and sustainability of activities/functions/products/services through planning, exercising, rehearsal, testing, training, maintenance, and assurance. 3.7 resilience The adaptive capacity of an organization in a complex and changing environment ISO Guide73:2009. NOTE 1: Resilience is t
46、he ability of an organization to resist being affected by an event, or the ability to return to an acceptable level of performance in an acceptable period of time after being affected by an event. NOTE 2: Resilience is the capability of a system to maintain its functions and structure in the face of
47、 internal and external change, and to degrade gracefully when it must. 2ANSI/ASIS SPC.4-2012 Term Definition 3.8 risk Effect of uncertainty on objectives. ISO Guide 73:2009 NOTE 1: An effect is a deviation from the expected positive and/or negative. NOTE 2: Objectives can have different aspects such
48、 as financial, health, safety, and environmental goals and can apply at different levels such as strategic, organization-wide, project, product, and process. NOTE 3: Risk is often characterized by reference to potential events, consequences, or a combination of these and how they can affect the achi
49、evement of objectives. NOTE 4: Risk is often expressed in terms of a combination of the consequences of an event or a change in circumstances, and the associated likelihood of occurrence. 3.9 risk makers An individual(s) that creates uncertainty. 3.10 risk takers An individual(s) that accepts uncertainty. 3.11 sustainability The ability to maintain and preserve the activities and functions of an organization. 3.12 top management Person or group of people who directs and controls an organization at the highest level. ISO 9000:2005 4.
