The CRR is a no-cost, voluntary, non-technical assessment to evaluate an organization’s operational resilience and cybersecurity practices. The CRR may be conducted as a self-assessment or as an on-site assessment facilitated by DHS cybersecurity professionals. The CRR assesses enterprise programs and practices across a range of ten domains including risk management, incident management, service continuity, and others. The assessment is designed to measure existing organizational resilience as well as provide a gap analysis for improvement based on recognized best practices. On This Page: Downloadable Resources CRR Self-Assessment Package.this file will prompt a download dialog box and may require to view properly. This package includes the entire CRR self-assessment, including the fillable assessment form and report generator. All assessments will require this file to be completed.
CRR Method Description and User Guide This guide contains the overall description of the CRR along with detailed steps and explanations for how to conduct a CRR self-assessment at an organization. CRR Question Set with Guidance This document contains the entire CRR self-assessment question set along with guidance on how to interpret and answer each of the questions contained within the self-assessment package. CRR NIST Framework Crosswalk This document provides a cross-reference chart for each of the categories in the NIST Cybersecurity Framework and how they align to the CRR and other references. CRR Information Sheet This is a brief fact sheet on the CRR summarizing the process. CRR Resource Guides The Cyber Resilience Review (CRR) resource guides were developed to help organizations implement practices identified as considerations for improvement in a CRR report.The guides were developed for organizations that have participated in a CRR, but are useful to any organization interested in implementing or maturing operational resilience capabilities for critical cyber dependent services. The CRR captures an understanding and qualitative measurement of an organization’s operational resilience and its ability to manage operational risks to critical services and their associated assets. Each resource guide can be used and downloaded independently.
Organizations using more than one resource guide will be able to make use of complementary materials and suggestions. The CRR Resource Guides in the series are:. Asset Management : The Asset Management guide focuses on the processes used to identify, document, and manage the organization’s assets.
Controls Management : The Controls Management guide focuses on the processes used to define, analyze, assess, and manage the organization’s controls. Configuration and Change Management : The Configuration and Change Management Guide focuses on the processes used to ensure the integrity of an organization’s assets. Vulnerability Management : The Vulnerability Management Guide focuses on the processes used to identify, analyze, and manage vulnerabilities within the organization’s operating environment. Incident Management : The Incident Management Guide focuses on the processes used to identify and analyze events, declare incidents, determine a response and improve an organization’s incident management capability. Service Continuity Management : The Service Continuity Management Guide focuses on processes used to ensure the continuity of an organization’s essential services. Risk Management : The Risk Management Guide focuses on process used to identify, analyze, and manage risks to an organization’s critical services.
External Dependencies Management : The External Dependencies Management Guide focuses on processes used to establish an appropriate level of controls to manage the risks that are related to the critical service’s dependence on the actions of external entities. Training and Awareness : The Training and Awareness Guide focuses on processes used to develop skills and promote awareness for people with roles that support the critical service.
Situational Awareness : The Situational Awareness Guide focuses on processes used to discover and analyze information related to the immediate operational stability of the organization’s critical services and to coordinate such information across the enterprise. Development of the CRR The Department of Homeland Security (DHS) partnered with the Computer Emergency Response Team (CERT) Division of Carnegie Mellon University’s Software Engineering Institute to create the CRR. The CRR is a derivative of the CERT Resilience Management Model (RMM) tailored to the needs of critical infrastructure owners and operators. Relationship to the Cybersecurity Framework While the CRR predates the establishment of the Cybersecurity Framework, the inherent principles and recommended practices within the CRR align closely with the central tenets of the Cybersecurity Framework. The CRR enables an organization to assess its capabilities relative to the Cybersecurity Framework and a crosswalk document that maps the CRR to the NIST Framework is included as a component of the CRR Self-Assessment Package.
Though the CRR can be used to assess an organization’s capabilities, the Framework is based on a different underlying framework and as a result an organization’s self-assessment of CRR practices and capabilities may fall short of or exceed corresponding practices and capabilities in the Framework. A mapping of the CRR to the Cybersecurity Framework is available here:. Ten Domains One of the foundational principles of the CRR is that an organization deploys its assets (people, information, technology, and facilities) in support of specific operational missions or critical services.
PURPOSE OF THIS CHECKLIST This checklist has been developed to improve facility managers’ understanding of the requirements and elements of the environmental management system outlined in the ISO international standard. It is designed to allow for a rapid self-assessment of an organization or facility to determine how closely existing management practices and procedures correspond to the elements of the standard. The criteria of the standard have been rephrased in the format of a simple questionnaire, with a three-part scoring system. In this format, even with limited background knowledge of the ISO standard, a facility or other business manager can quickly review existing operations to determine how they measure up to the standard. This in turn can serve as the starting point of a “gap analysis” to identify management tools or system elements that might usefully be implemented in the organization to help improve overall environmental performance.
GEMI first published an ISO 14001 Environmental Management System Self-Assessment Checklist in March of 1996 to help businesses understand the requirements of the then new standard. The 2015 revisions to the ISO 14001 Standard are fairly substantive when compared to the 2004 update, including a complete restructuring of the standard in accordance with Annex SL, a format that all management system standards will be based upon. Accordingly, this self-assessment checklist was completely revised.
Read PPOPM3ExecGuide.pdf text version An Executive's Guide to OPM3 Project Management Institute A Guide to Strategic Success, Business Improvement and Competitive Advantage An Executive's Guide to T OPM3 Why organizations need project management With increasing competition within all industries and professions, organizations worldwide are embracing project management as a way of successfully completing projects, meeting business objectives and achieving organizational goals. Organizations such as IBM, AT&T, the United States Army and the National Aeronautics and Space Administration (NASA) employ project management. Introduction o fully understand and appreciate the relevance and importance of OPM3 in today's business and organizational environment, and how it can work within your organization, it might initially be helpful to recognize the vital role that projects and project management increasingly play within successful companies and organizations in the global marketplace. The work performed by organizations generally involves either operations or projects, although the two may overlap. Operations and projects share a number of characteristics in that they are: Performed by people; Constrained by limited resources; and Planned, executed and controlled.
The potential benefits of project management With a definite beginning and end, projects are undertaken to create a unique product or service (according to A Guide to the Project Management Body of Knowledge (PMBOK® Guide)). Projects may involve a single person or many thousands, and their duration can range from just a few short weeks to several years. They each have their own set of requirements that must be met by effective project management. Projects are often implemented as a means of achieving an organization's strategic plan and a response to requests that cannot be addressed within an organization's normal operational limits. They are initiated at all levels of an organization.
Using project management: Effectively prioritizes projects to maximize efficiency; Clarifies project goals, problem areas and project risk to enhance project success; Consistently tracks tasks and milestones to better monitor potential outcomes; Expands communication among stakeholders; Decreases necessary resources to do the work through better refinement of resource requirements; Provides realistic performance measures; and Increases overall project performance, efficiency and effectiveness for better bottom line results. About PMI What is project management?
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According to the PMBOK® Guide, project management provides organizations with the knowledge, skills, tools and techniques to help them and their colleagues plan and execute projects on time and on budget. Project management is accomplished through the use of processes such as Initiating, Planning, Executing, Controlling, and Closing.
Established in 1969, the Project Management Institute (PMI) is the world's leading not-for-profit project management professional association with over 200,000 members in over 150 countries. PMI members are individuals who practice and study project management in many different industry areas, including aerospace, automotive, business management, construction, engineering, financial services, information technology, pharmaceuticals and telecommunications. Through a broad range of programs, products and services, PMI is the world's premier resource for knowledge and information about project management. An Executive's Guide to OPM3 rganizational project management is the systematic management of projects, programs, and portfolios to achieve an organization's strategic goals. 'Organization' can apply to an entire company or organization as well as to specific business units, functional groups, departments or sub-groups within the whole.
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Organizational project management focuses on the clear correlation between an organization's capabilities in the management of projects, programs and portfolios and its effective implementation of strategy, which directly impacts financial results. Successful organizational project management can be a decisive strategic advantage in a competitive economy. The degree to which an organization practices this type of project management is referred to as its organizational project management maturity.
O What is Organizational Project Management? It is through these three interlocking elements- Knowledge, Assessment and Improvement-that OPM3 can enable an organization to improve its ability to achieve its strategic goals. Assistance to organizations who wish to identify a path for Improvement and decide to embark upon improvement to increase its project management maturity.
The benefits of OPM3 Now that you have a brief overview of OPM3, the question you could ask is why is OPM3 important to my organization? Simply put, OPM3 provides a mechanism to advance your organization's strategic interests through the efficient and successful execution of projects. The three interlocking elements of OPM3- Knowledge, Assessment and Improvement-have the potential to create a new environment for organizations involved in project management by illuminating the important link between projects and business strategy and the importance of organizational support to project management practices. OPM3 will help organizations utilize project management to accomplish their goals on time, within budget, and most importantly, to improve their overall effectiveness. What is OPM3? Just as individuals benefit from achieving personal maturity, organizations can now benefit from achieving organizational project management maturity. Windows 64 bit download. Developed under the stewardship of PMI, OPM3® is an acronym for the Organizational Project Management Maturity Model.
It is a standard unlike any currently available tool or model and is delivered through a convenient online database accompanied by a book. OPM3 provides: Knowledge about organizational project management, organizational project management maturity, and what constitutes Best Practices in organizational project management; The ability to perform an Assessment of the current state of organizational project management maturity; Figure 1: Elements of OPM3: Knowledge, Assessment and Improvement An Executive's Guide to PM3 is an online application and book combination. The OPM3® Knowledge Foundation book is intended to afford ease of reading for individuals and knowledge building for an organization.
Along with a print version of the OPM3 Knowledge Foundation, OPM3 Online serves users through: A downloadable electronic version of the OPM3 Knowledge Foundation; Electronic forms that begin new Assessments; A searchable database of Best Practices; Viewable Improvement Paths and Best Practices for completed Assessments. The Single-User Version, intended for use by one individual within an organization, includes access to OPM3 Online and one OPM3 Knowledge Foundation book. The Multiple-User Version will allow several users from the same organization to access the OPM3 Self-Assessment and will assist any organization's assessment champion by furnishing tools to manually compile assessment results.
O OPM3 The OPM3 Single-User and Multiple-User Versions both contain OPM3's three interlocking elements-a quality that makes it unique in the marketplace. The Knowledge element is presented in electronic file format in OPM3 Online (and in the accompanying OPM3 Knowledge Foundation book, describing organizational project management, organizational project management maturity, relevant Best Practices and how to use OPM3, with various appendices and the full OPM3 Glossary-a wealth of practical information. Where it stands on the continuum of organizational project management maturity.
Based upon the results of an assessment and assuming an organization desires to achieve higher maturity, the organization would reference the Improvement element of OPM3, also accessible through the online database on OPM3 Online. An organization may decide to pursue a course for improvement and, consequently, determine the Best Practices it wants to improve. Organizations may refer to OPM3 Online to view the series of Capabilities leading to each Best Practice of interest to identify the prerequisites for progressing from their current state to an improved level of organizational project management maturity, while at the same time conserving limited organizational resources. Once an improvement plan has been established, the organization would implement appropriate developmental activities to attain the Capabilities necessary to increase its organizational project management maturity. What does OPM3 look like?
Project Management
The Assessment element allows organizations to use the OPM3 Self-Assessment, an interactive online database. OPM3 provides users with this interactive tool to compare the characteristics of their current state of organizational project management maturity with those key traits described by OPM3. Through self-assessment in relation to these traits, an organization can quantify its own general maturity relative to the Capabilities that have been achieved. The OPM3 Self-Assessment also helps the organization identify areas of strengths and weaknesses, in addition to Implementing OPM3 within your organization Figure 1: OPM3 is an online application (OPM3 Online) and book combination that offers a comprehensive approach to understanding and applying OPM3.
G OPM3® ProductSuite iven the imminent need for OPM3 products following the publishing of OPM3, PMI is committed to enabling and encouraging the development of ancillary products to support all aspects of the model. This led PMI to the creation of OPM3 ProductSuite. Summary Successfully applying OPM3 depends on the size, complexity and initial maturity of the organization.
The thoroughness of the assessment, the nature of the organization's strategic objectives, and the amount of resources available also impact any estimate of the time and commitment necessary. The time period for an effective assessment will vary per organization, depending on the number of people completing the assessment and the size of what is being assessed. If an organization decides to embark upon Improvement, the planning and implementation steps are likely to be the areas that require the largest effort. After all, this is the endeavor of process improvement to create change. The effort would certainly be dependent on the number of Best Practices and related Capabilities an organization decides to work on at one time. Organizations that want bigger and broader capabilities can take advantage of PMI's newest offering in the OPM3 family. OPM3 ProductSuite consists of certifications, tools and services that expand the capabilities of OPM3 so organizations can derive even greater value in their quest for maturity and improvement.
To find out more about how OPM3 ProductSuite takes the Knowledge Foundation to the next level, visit www.opm3productsuite.com. OPM3 Benchmarking Both Single-User and Multiple-User Versions of OPM3 permit benchmarking of OPM3 SelfAssessment data.
This allows users to gain insight into peer organizations' maturity continuum scores and Best Practices, achieved with average, mean and median reports. Organizations may also track their performance at present and over time as improvements are executed. OPM3 benchmarking data will be available to those organizations that participate in the collection and sharing of the data. OPM3 is designed to be easy to understand and use. It is also scalable, flexible and customizable to accommodate the wide range of needs and objectives of organizations of varying types and sizes.
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