Relevant bibliographies by topics / Business Continuity

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Business Continuity'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 January 2023

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Journal articles on the topic "Business Continuity"

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Speight, Peter. "Business Continuity." Journal of Applied Security Research 6, no. 4 (October 2011): 529–54. http://dx.doi.org/10.1080/19361610.2011.604021.

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Patel, Jay S., and Keerthana V. "Disaster Recovery in Business Continuity Management." International Journal of Trend in Scientific Research and Development Volume-3, Issue-4 (June 30, 2019): 319–22. http://dx.doi.org/10.31142/ijtsrd23607.

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Oesterle, Alexander, and Johannes Müllenberg. "Business Continuity Management." Controlling 26, no. 11 (2014): 624–29. http://dx.doi.org/10.15358/0935-0381_2014_11_624.

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Kumar, Ashok. "Business continuity plan." South Asian Journal of Engineering and Technology 10, no. 2 (June 30, 2020): 1–4. http://dx.doi.org/10.26524/sajet.2020.2.2.

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The Business continuity plan and strategy provide effective solutions to Multi-cloud and Microservice approach. The business continuity plan helps to maintain backup and disaster recovery. It ensures continuous business processes during disasters and emergencies. The business continuity planning methods that include risk assessment, analyze impacts, and entire business continuity strategies.
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Smith, Gerard W., and Glenn F. Epler. "Industrial Business Continuity." International Oil Spill Conference Proceedings 1999, no. 1 (March 1, 1999): 423–25. http://dx.doi.org/10.7901/2169-3358-1999-1-423.

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ABSTRACT This paper and presentation will focus on the importance of developing a comprehensive emergency management plan and how it could be integrated with your corporate crisis management plan along with federal, state, and local response agencies. Industrial Business Continuity represents a comprehensive planning process that includes everything from risk assessment and response operations through recovery. The trend over the past few years has been to move from a corporate profit structure to strategic business units with plant managers increasingly responsible for overall business development. Traditionally, business continuity focuses on systems and data recovery, while regulatory requirements tend to focus on emergency response and compliance. Industrial Business Continuity goes a step beyond both of those. It focuses on quality and critical business functions as well as the more traditional risk assessment and emergency response procedures that are found in most plans. In today's world, a measure of quality for the plant manager is how quickly and efficiently the plant can resume normal operations and circumstances after a major incident. This process includes such areas as community relations and risk communications., those areas that are usually associated with recovery. An Industrial Business Continuity plan that is developed to enhance a facility's response and recovery capability and is developed solely within facility boundaries does not accurately reflect its actual capability. Companies must integrate their crisis and emergency management programs within their corporation and with pertinent external response agencies. The benefits of integrating these plans far surpass the costs of program development.
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Savage, Mick. "Business continuity planning." Work Study 51, no. 5 (September 2002): 254–61. http://dx.doi.org/10.1108/00438020210437277.

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Hinde, Stephen. "Business continuity planning." Computer Audit Update 1997, no. 2 (February 1997): 2–5. http://dx.doi.org/10.1016/s0960-2593(97)84764-7.

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Smith, Martin, and John Sherwood. "Business continuity planning." Computers & Security 14, no. 1 (January 1995): 14–23. http://dx.doi.org/10.1016/0167-4048(95)96991-b.

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Sherwood, John. "Business continuity planning." Computers & Security 14, no. 5 (January 1995): 423. http://dx.doi.org/10.1016/0167-4048(95)97137-y.

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Lam, W. "Ensuring business continuity." IT Professional 4, no. 3 (May 2002): 19–25. http://dx.doi.org/10.1109/mitp.2002.1008533.

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Dissertations / Theses on the topic "Business Continuity"

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Refugia, Manuel R. Jr, and Gary O. Pittman. "Business continuity management plan." Thesis, Monterey, California: Naval Postgraduate School, 2014. http://hdl.handle.net/10945/44649.

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Approved for public release; distribution is unlimited
Navy Supply Systems Command (NAVSUP) lacks a business process framework for the development of Business Continuity Management (BCM) plans. In the event business processes are deprived of automation for a prolonged period of time, the NAVSUP enterprise requires alternative methods to maintain the delivery of these products and services produced by these processes with minimum customer disruptions and financial losses. The purpose of this study was to review existing methodology to assess mission criticality of NAVSUP products and services and associated business processes. The analysis will lead to the development of a BCM plan and the associated information flow applied against a single Navy supply chain segment, Re-Engineered Maritime Allowance Development (ReMAD). This analysis will include recovery time and recovery point objectives. ReMAD and ERP interfaces as well as the ReMAD contingency plan will provide a context to lean on for the development of a business process framework for the plan. Currently, the ReMAD contingency plan’s system recovery timelines and recovery point objectives are not sufficient to continue with the processing of Maritime allowances.
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Nel, I., and B. Marx. "An analysis of business continuity risks and related business continuity plans at companies in South Africa." Journal for New Generation Sciences, Vol 10, Issue 1: Central University of Technology, Free State, Bloemfontein, 2012. http://hdl.handle.net/11462/601.

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This study investigated the different business continuity risks organisations face and the existence of business continuity plans to address and manage these risks. The study found that although the majority of organisations are aware of the business continuity risks that they are faced with, not all fully understand the impact thereof on their organisations, and accordingly do not have effective and adequate business continuity plans in place to address and manage these risks. Also, not all organisations are placing enough emphasis on the establishment of a business continuity culture within their organisations to support their business continuity philosophy and plan.
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Camastral, Marisa Rita. "Business continuity management in airports : securing continuity in the face of crisis." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/72795/1/Marisa_Camastral_Thesis.pdf.

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This thesis investigated both the potential for Business Continuity Management to enhance organisational reliability, and appropriate levels of Business Continuity Management capability resident in a number of Australian international and regional airports. Findings indicated that a host of regulatory and business processes including Business Continuity Management can assist in creating reliability in aviation infrastructure systems in Australia. Further, the thesis developed a multi-level maturity assessment framework for defining the depth of implementation of Business Continuity Management capabilities in airports, along with other recommendations to improve functional reliability of airport operations.
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Botha, Jacques. "A cyclic approach to business continuity planning." Thesis, Port Elizabeth Technikon, 2002. http://hdl.handle.net/10948/81.

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The Information Technology (IT) industry has grown and has become an integral part in the world of business today. The importance of information, and IT in particular, will in fact only increase with time (von Solms, 1999). For a large group of organizations computer systems form the basis of their day-to-day functioning (Halliday, Badendorst & von Solms, 1996). These systems evolve at an incredible pace and this brings about a greater need for securing them, as well as the organizational information processed, transmitted and stored. This technological evolution brings about new risks for an organization’s systems and information (Halliday et. al., 1996). If IT fails, it means that the business could fail as well, creating a need for more rigorous IT management (International Business Machines Corporation, 2000). For this reason, executive management must be made aware of the potential consequences that a disaster could have on the organisation (Hawkins,Yen & Chou, 2000). A disaster could be any event that would cause a disruption in the normal day-to-day functioning of an organization. Such an event could range from a natural disaster, like a fire, an earthquake or a flood, to something more trivial, like a virus or system malfunction (Hawkins et. al., 2000). During the 1980’s a discipline known as Disaster Recovery Planning (DRP) emerged to protect an organization’s data centre, which was central to the organisation’s IT based structure, from the effects of disasters. This solution, however, focussed only on the protection of the data centre. During the early 1990’s the focus shifted towards distributed computing and client/server technology. Data centre protection and recovery were no longer enough to ensure survival. Organizations needed to ensure the continuation of their mission critical processes to support their continued goal of operations (IBM Global Services, 1999). Organizations now had to ensure that their mission critical functions could continue while the data centre was recovering from a disaster. A different approach was required. It is for this reason that Business Continuity Planning (BCP) was accepted as a formal discipline (IBM Global Services, 1999). To ensure that business continues as usual, an organization must have a plan in place that will help them ensure both the continuation and recovery of critical business processes and the recovery of the data centre, should a disaster strike (Moore, 1995). Wilson (2000) defines a business continuity plan as “a set of procedures developed for the entire enterprise, outlining the actions to be taken by the IT organization, executive staff, and the various business units in order to quickly resume operations in the event of a service interruption or an outage”. With markets being highly competitive as they are, an organization needs a detailed listing of steps to follow to ensure minimal loss due to downtime. This is very important for maintaining its competitive advantage and public stature (Wilson, 2000). The fact that the company’s reputation is at stake requires executive management to take continuity planning very serious (IBM Global Services, 1999). Ensuring continuity of business processes and recovering the IT services of an organization is not the sole responsibility of the IT department. Therefore management should be aware that they could be held liable for any consequences resulting from a disaster (Kearvell-White, 1996). Having a business continuity plan in place is important to the entire organization, as everyone, from executive management to the employees, stands to benefit from it (IBM Global Services, 1999). Despite this, numerous organizations do not have a business continuity plan in place. Organizations neglecting to develop a plan put themselves at tremendous risk and stand to loose everything (Kearvell-White, 1996).
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Solár, Matúš. "Zavedení Business Continuity and Disaster Recovery strategie." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-318325.

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This master thesis deals and analyzes the problems in the area of Business Continuity and Disaster Recovery strategy. It proposes a possible solutions, its practical implementation in the real environment of bank. Part of this work speaks about theoretical background, second part of this work analyzes the current situation, which describes the deficiencies in the given directions and in the end are explained my practical advices for implementation of the Business Continuity and Disaster Recovery strategy.
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Koen, Ruan. "ICT readiness for business continuity in local government." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/7025.

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Information and Communication Technology (ICT) has evolved into a pervasive commodity in modern enterprises. ICT enables enterprises, regardless of sector, to achieve their strategic objectives. Similarly, ICT is regarded as a critical enabler in South African municipalities to reach their objectives and ultimately deliver sustainable services to their communities. This dependence on ICT, therefore, necessitates a resilient ICT environment where minimal disruption to ICT is a primary goal. Unfortunately, as reported by the Auditor-General of South Africa, the majority of South African municipalities are neglecting to address the continuity of their ICT services. Failing to implement adequate ICT continuity controls restrict these municipalities from achieving their strategic goals and, as a result, fulfilling their constitutional mandate of service delivery. It is, therefore, the objective of this study to devise a method, consisting of a theoretical foundation and a supporting tool-set, to assist municipalities in addressing a real-world ICT continuity problem. This method aims to be scalable and usable within different municipalities, and be simplistic and comprehensible enough to implement. The theoretical foundation will introduce the concept of ICT Readiness for Business Continuity, based on the recommendations of international best practices and standards, for example, the ISO 27031 (2011) standard. Furthermore, by considering various challenges within local government, the tool-set will ultimately help municipalities to help themselves in this regard.
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Bethany, Michael P. "Business continuity planning| Identifying gaps, patterns and justifications." Thesis, California State University, Long Beach, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1526894.

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Many businesses are not adequately prepared for hazards and/or incidents that potentially imperil their operations. The question is why and whether independent variables associated with businesses and/or business principals are correlated to pre-incident planning; specifically, business continuity (BC) planning. Business principals from the Sacramento, California region participated in quantitative research to answer these questions through an online survey comprised of multiple choice, categorical, and Likert scale question types.

Findings from this research indicate 26% of businesses have business continuity plans (BCPs); employee safety was cited as the dominant motivating factor. Indicatively, an awareness gap was the dominant barrier for businesses without BCPs. Business size was found to be significantly (.015%) correlated to pre-incident planning; however, other demographic variables tested were inconclusive. Community resilience, intrinsically connected to economic vitality, is enhanced by safeguarding businesses from disruption and/or post-incident dissolution. Increasing BC planning benefits businesses and the communities where they operate.

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Chee, Arthur K. L. (Arthur Kuan Loong), and Tzu-Hsueh Lee. "Business continuity planning for a U.S. supply chain." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/92108.

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Thesis: M. Eng. in Logistics, Massachusetts Institute of Technology, Engineering Systems Division, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 79-80).
The research objective was to provide a directional sense of some key considerations for business continuity planning (BCP) specific to a company's downstream distribution operations in the U.S. This was achieved via a two-pronged strategy comprised of quantitative and qualitative elements to complement insights gained from the literature review. By quantitatively assessing the financial impacts arising from four hypothetical scenarios, the business impact analysis (BIA) showcased the merits of short time-to-recovery (TTR) in the event of a disruption. However, available information also appears to suggest that the estimated financial impact from carrying high-value inventory is not necessarily insignificant. Hence, a company may want to mitigate the likelihood of a scenario whereby large amounts of inventory become damaged. Qualitative information from industry participants in the study highlighted the importance of tailoring continuity plans to the unique supply chain needs of an organization.
by Arthur K. L. Chee and Tzu-Hsueh Lee.
M. Eng. in Logistics
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Huysamer, Riaan. "Business continuity and strategy for a large corporate." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50292.

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Thesis (MBA)--Stellenbosch University, 2005.
ENGLISH ABSTRACT: Business continuity planning can be defined as the process of developing advance arrangements and procedures that enable an organisation to respond to an event in such a manner that critical business functions will continue with the least interruption or essential change. This study project guides one through an investigation of a business continuity planning project in Media24, a large multi-national corporate based in South Africa. As with most South African companies, Media24 has not done sufficient planning in this regard till now. This study project will describe the methodology followed during this project as well as extracts from interviews conducted with numerous individuals at various management levels in this company. This study project can assist any medium to large South African enterprise who is considering a business continuity planning project. It endeavours to motivate and convince the reader of the unquestionable grounds for business continuity planning in any organisation.
AFRIKAANSE OPSOMMING: Gebeurlikheidsbeplanning kan gedefinieer word as die proses om gevorderde reëlings en prosesse in plek te stel om 'n organisasie te bemagtig om te kan reageer op 'n voorval op so 'n manier dat die kritieke besigheidsfunksies kan voortgaan met die kleinste moontlik steuring of onderbreking van hierdie funksies. Hierdie studieprojek lei mens deur die ondersoek van 'n gebeurlikheidsbeplanning-projek wat aangepak was deur Media24, 'n multinasionale firma gebaseer in Suid-Afrika. Soos met meeste Suid-Afrikaanse besighede, het Media24 nog nooit 'n voldoende inisiatief aangepak tot nou nie. Hierdie projek sal die metodologie beskryf wat gevolg is sowel as ekstrakte van vele onderhoude wat gehou is met individue uit verskillende bestuursvlakke in hierdie organisasie. Die doel van hierdie projek is om enige medium tot groot Suid-Afrikaanse organisasie te ondersteun wat gebeurlikheidsbeplanning oorweeg. Dit poog om die leser te motiveer en te oortuig van die onbetwisbare argument vir gebeurlikheidsbeplanning in enige organisasie.
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Winkler, Ulrich. "A framework for process-centric business continuity management." Thesis, Queen's University Belfast, 2015. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.676502.

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Businesses depend on Information Technology (IT) more than ever. Disruptions in a IT infrastructure causes disruptions in business processes which lead to financial losses, legal consequences, losses in reputation and may cause bankruptcies. Business Continuity Management (BCM) addresses these problems by conducting a Business Impact Analysis (BIA) and providing a Business Continuity Plan against various expected threats and disruptions. For Business Continuity Management an integrated and coherent view of all involved business processes, IT and facility level resources services is essential. Creating such a view using ' conventional methodologies is, however, time consuming and error prone. Dealing with large, heterogenous, and complex IT infrastructures further demand automated process impact analyses, Service Level Agreement (SLA) translations and recovery plan validations. The major contributions of this research are: * A non-intrusive approach to extend business process modelling environments with BCM analysis and a model-driven methodology to create a coherent view on all important IT and facility level elements, * A novel methodology for automated Business Impact Analyses * A first ever Petri-Net based solution which permits to translate Business Process Continuity Requirements into SLAs and prop- agate these SLAs across an IT landscape.
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Books on the topic "Business Continuity"

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Wieczorek, Martin J., Uwe Naujoks, and Bob Bartlett, eds. Business Continuity. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7.

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Wieczorek, Martin J., Uwe Naujoks, and Bob Bartlett, eds. Business Continuity. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-642-19002-5.

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Shriver, Robert F. Business continuity planning. Austin, Tex: Sheshunoff Information Services, 1999.

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Blyth, Michael. Business Continuity Management. New York: John Wiley & Sons, Ltd., 2009.

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Business Continuity Planning. London: Taylor and Francis, 2000.

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Blyth, Michael, ed. Business Continuity Management. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119202929.

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Spörrer, Stefan. Business Continuity Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-23403-4.

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Myers, Kenneth N., ed. Business Continuity Strategies. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119196730.

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National Association for Court Management (U.S.). Business continuity management mini guide. Williamsburg, VA (300 Newport Ave., Williamsburg 23185-4147): National Association for Court Management, 2006.

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Supriadi, Leni Sagita Riantini, and Low Sui Pheng. Business Continuity Management in Construction. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-5487-7.

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Book chapters on the topic "Business Continuity"

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Atkinson, Christopher L. "Business Continuity." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 642–45. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2867.

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Atkinson, Christopher L. "Business Continuity." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–5. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-31816-5_2867-1.

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Curtin, Tom, Daniel Hayman, and Naomi Husein. "Business Continuity." In Managing a Crisis, 165–74. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230509306_19.

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Schettler, Heinrich, Martin J. Wieczorek, and Michael Philipp. "Operational Risks and Business Continuity: An Essayistic Overview." In Business Continuity, 3–31. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_1.

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Wallmüller, E. "Risk Management for IT and Software Projects." In Business Continuity, 165–78. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_10.

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Sutherland, Gary. "The Control of IT Risk by Means of Risk-Based Testing." In Business Continuity, 179–88. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_11.

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Schmuck, Joachim. "Software Reengineering for Mission-Critical Applications — Minimizing Business Risks and Reducing Maintenance Costs." In Business Continuity, 189–209. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_12.

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Gerlach, Klaus-Peter. "The Role of States and of International and National Organisations as Super-Risk Managers." In Business Continuity, 32–63. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_2.

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Reimann, Konrad M. "Position of the “Internal Audit Department” in a BCP Project." In Business Continuity, 64–79. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_3.

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Guthrie-Harrison, Tim. "Crisis Management for a New Century." In Business Continuity, 80–95. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_4.

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Conference papers on the topic "Business Continuity"

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Kepenach, Richard J. "Business Continuity Plan Design." In Second International Conference on Internet Monitoring and Protection (ICIMP 2007). IEEE, 2007. http://dx.doi.org/10.1109/icimp.2007.11.

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Aleksandrova, Svetlana V., Mark N. Aleksandrov, and Victor A. Vasiliev. "Business Continuity Management System." In 2018 IEEE International Conference "Quality Management, Transport and Information Security, Information Technologies" (IT&QM&IS). IEEE, 2018. http://dx.doi.org/10.1109/itmqis.2018.8525111.

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McKinty, Steve. "Combining Clusters for Business Continuity." In 2006 IEEE International Conference on Cluster Computing. IEEE, 2006. http://dx.doi.org/10.1109/clustr.2006.311880.

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Peterson, Christopher A. "Business continuity management & guidelines." In 2009 Information Security Curriculum Development Conference. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1940976.1940999.

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Simms, J. "Business continuity management: practice framework." In IEE Symposium on Systems Engineering in Business. IEE, 2000. http://dx.doi.org/10.1049/ic:20000376.

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Subhani, Naeem Ahmed, Muhammad Zafar Iqbal, and Muhammad Mehmood Khan. "Business Continuity and Crisis Management." In PAPG/SPE Pakistan Section Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2016. http://dx.doi.org/10.2118/185315-ms.

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Chernova, Elena, Andrei Dokolin, Irina Gavrilova, and Marina Romanova. "Information Technology in Business Continuity." In IV International research conference "Information technologies in Science, Management, Social sphere and Medicine" (ITSMSSM 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/itsmssm-17.2017.58.

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Ahmed, Yahya. "Business Continuity Management for Organizational Success: Definitions, Triggers, and Key Processes." In 27th iSTEAMS-ACity-IEEE International Conference. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2021. http://dx.doi.org/10.22624/aims/isteams-2021/v27p43.

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This paper discusses the need for business continuity management and its relevance to the successful management, protection, and sustainability of businesses. Considering the dynamic nature of global events and how it affects businesses at the speed of light. The rapid growth in technological innovations has made the world a global village, where business processes are done within the shortest time possible. This has made inter-organizational linkage and dependence very easy. But there is a need for protection against any form of disruptions for business continuity. Taking into consideration the scarce resources that lead to violence and terrorism from one place to another for power and resources. The paper look into business continuity, business continuity management, the impact of not having business continuity management, the triggers of business continuity management and the procedure for effective business continuity management. Keywords: Business Continuity, Management, Organizational Success, Triggers, Key Processes.
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Wadle, John E. "Business Continuity Planning for Disaster Recovery." In SMPTE Technical Conference. IEEE, 2008. http://dx.doi.org/10.5594/m001044.

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Brotherton, Heather, and J. Eric Dietz. "Data Center Business Continuity Best Practice." In 2014 Eleventh International Conference on Information Technology: New Generations (ITNG). IEEE, 2014. http://dx.doi.org/10.1109/itng.2014.8.

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Reports on the topic "Business Continuity"

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Corbitt, Scott M. Business Continuity Planning. Fort Belvoir, VA: Defense Technical Information Center, January 1999. http://dx.doi.org/10.21236/ada359024.

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de la Rosa Galey, Diana Marie. Organizational Resilience; Business Continuity. Office of Scientific and Technical Information (OSTI), November 2019. http://dx.doi.org/10.2172/1574170.

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VORNEY, S. V. Hanford year 2000 Business Continuity Plan. Office of Scientific and Technical Information (OSTI), November 1999. http://dx.doi.org/10.2172/798665.

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ROGGENKAMP, S. L. Hanford year 2000 Business Continuity Plan. Office of Scientific and Technical Information (OSTI), November 1999. http://dx.doi.org/10.2172/798666.

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Judd, Kathleen S., and Ann M. Lesperance. Business Continuity Planning Resources for Small- and Medium-Sized Businesses. Office of Scientific and Technical Information (OSTI), May 2010. http://dx.doi.org/10.2172/992011.

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Bickett-Weddle, Danelle. Secure Milk Supply (SMS) Plan for Continuity of Business. Ames (Iowa): Iowa State University, January 2018. http://dx.doi.org/10.31274/ans_air-180814-395.

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Mix, Scott. Business Continuity, Cybersecurity, and Backup Control Center: Standards, References, and Recommendations White Paper. Office of Scientific and Technical Information (OSTI), April 2022. http://dx.doi.org/10.2172/1899922.

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Slater, Rachel, and Daniel Longhurst. Social Assistance Systems in Crisis Situations: Resilient, Responsive and Sensitive? Institute of Development Studies (IDS), February 2022. http://dx.doi.org/10.19088/basic.2022.019.

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Evidence on what enables social assistance systems to deliver routinely, effectively and efficiently is limited in crisis situations. Shock-responsive social protection (SRSP) and adaptive social protection (ASP) have become popular in global and national development discourses. Yet, their operationalisation in protracted crises is narrow and less well understood. Regarding SRSP, focus has shifted towards how existing social protection programmes might be scaled and flexed in crisis situations. However, the focus seems fixed entirely on what makes social protection and humanitarian assistance responsive – to the detriment of understanding what makes those systems resilient and able to maintain business continuity in protracted crises. Little attention is paid to how to sustain delivery of existing programmes, on which millions of poor and vulnerable households depend.
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Hart, Lucy. Understanding platform businesses in the food ecosystem. Food Standards Agency, February 2022. http://dx.doi.org/10.46756/sci.fsa.puh821.

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The Food Standards Agency (FSA) is responsible for public health in relation to food in England, Wales and Northern Ireland. It makes sure that people can trust that the food they buy and eat is safe and is what it says it is. As part of this responsibility, the FSA works to understand the continuing evolution of the food landscape to identify opportunities to improve standards of food safety and/or authenticity. As well as any new or magnified risks from which consumers should be protected. One area that has evolved rapidly is that of digital platforms in the food and drink industry. Consumers are increasingly purchasing food via third party intermediaries, known as ‘aggregators’, from a range of vendors. Digital platforms remain a relatively new concept, with many launching in the past decade. As such, there has been a knowledge gap in government about how these platforms work and how they impact the landscape in which they operate.
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Seginer, Ido, Louis D. Albright, and Robert W. Langhans. On-line Fault Detection and Diagnosis for Greenhouse Environmental Control. United States Department of Agriculture, February 2001. http://dx.doi.org/10.32747/2001.7575271.bard.

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Background Early detection and identification of faulty greenhouse operation is essential, if losses are to be minimized by taking immediate corrective actions. Automatic detection and identification would also free the greenhouse manager to tend to his other business. Original objectives The general objective was to develop a method, or methods, for the detection, identification and accommodation of faults in the greenhouse. More specific objectives were as follows: 1. Develop accurate systems models, which will enable the detection of small deviations from normal behavior (of sensors, control, structure and crop). 2. Using these models, develop algorithms for an early detection of deviations from the normal. 3. Develop identifying procedures for the most important faults. 4. Develop accommodation procedures while awaiting a repair. The Technion team focused on the shoot environment and the Cornell University team focused on the root environment. Achievements Models: Accurate models were developed for both shoot and root environment in the greenhouse, utilizing neural networks, sometimes combined with robust physical models (hybrid models). Suitable adaptation methods were also successfully developed. The accuracy was sufficient to allow detection of frequently occurring sensor and equipment faults from common measurements. A large data base, covering a wide range of weather conditions, is required for best results. This data base can be created from in-situ routine measurements. Detection and isolation: A robust detection and isolation (formerly referred to as 'identification') method has been developed, which is capable of separating the effect of faults from model inaccuracies and disturbance effects. Sensor and equipment faults: Good detection capabilities have been demonstrated for sensor and equipment failures in both the shoot and root environment. Water stress detection: An excitation method of the shoot environment has been developed, which successfully detected water stress, as soon as the transpiration rate dropped from its normal level. Due to unavailability of suitable monitoring equipment for the root environment, crop faults could not be detected from measurements in the root zone. Dust: The effect of screen clogging by dust has been quantified. Implications Sensor and equipment fault detection and isolation is at a stage where it could be introduced into well equipped and maintained commercial greenhouses on a trial basis. Detection of crop problems requires further work. Dr. Peleg was primarily responsible for developing and implementing the innovative data analysis tools. The cooperation was particularly enhanced by Dr. Peleg's three summer sabbaticals at the ARS, Northem Plains Agricultural Research Laboratory, in Sidney, Montana. Switching from multi-band to hyperspectral remote sensing technology during the last 2 years of the project was advantageous by expanding the scope of detected plant growth attributes e.g. Yield, Leaf Nitrate, Biomass and Sugar Content of sugar beets. However, it disrupted the continuity of the project which was originally planned on a 2 year crop rotation cycle of sugar beets and multiple crops (com and wheat), as commonly planted in eastern Montana. Consequently, at the end of the second year we submitted a continuation BARD proposal which was turned down for funding. This severely hampered our ability to validate our findings as originally planned in a 4-year crop rotation cycle. Thankfully, BARD consented to our request for a one year extension of the project without additional funding. This enabled us to develop most of the methodology for implementing and running the hyperspectral remote sensing system and develop the new analytical tools for solving the non-repeatability problem and analyzing the huge hyperspectral image cube datasets. However, without validation of these tools over a ful14-year crop rotation cycle this project shall remain essentially unfinished. Should the findings of this report prompt the BARD management to encourage us to resubmit our continuation research proposal, we shall be happy to do so.
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