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|Title: ||營運持續管理成熟度之研究 : 以銀行業為例|
|Other Titles: ||Maturity of business continuity management : a case study of banking|
|Authors: ||朱庭逸;Chu, Ting-Yi|
|Keywords: ||營運持續管理;RMN模型;成熟度;Business Continuity Management;RMN Model;Maturity|
|Issue Date: ||2014-01-23 14:14:21 (UTC+8)|
Most of banking institutions in the process of sustainable development, limit to the urgency of time and resources to reset, to taking stress withstand a great test. The majority of domestic banking institutions since 1991, are one after another to develop a disaster recovery plan(DRP.) and build a redundant system, should be relatively mature, but very few companies had actually started DRP., keep it for possible future use meant as a precautionary measure.「Yet, DRP. does not always receive the attention it deserves? 」
Domestic and international disasters were frequent in recent years, then begin to look back at the management regulation found are not enough depth and complete. The business continuity management rely on the basis of disaster recovery, and running more years. From basic to complex and further expansion made but there are no management tools to understand the actual maturity of the business continuity management capabilities of reference for public view.
The case eight years of operation and development trajectory import model, the comprehensive consulting with experts suggest,Objective definition of a mature standard calendar year comparative analysis, to understand the level of maturity and how to improve practice.Finally, the study puts forward the operating standard procedures for financial institutions use and reference.Gradually improve the operation of the maturity of the ongoing management, as adjusted basis and guidelines for management mechanism, Enhance the sustainability of its operations for enterprises to create maximum profits and enhance their competitiveness.
|Appears in Collections:||[資訊管理學系暨研究所] 學位論文|
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