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In the past 40 years, interest in protecting the environment and preserving natural resources has been a major issue. One of the immediate results of an environmental impact assessment is the use of methods to prevent negative impact or to enhance positive impact. Agencies of the federal government are required to conduct an environmental impact assessment and issue a formal environmental impact statement. The first step in the process is usually a draft of the assessment or a document that states what the impact of a project might be. If any individual or group feels that the EIA is not adequate, the assessment can be challenged. It is possible that individual states may require environmental impact assessments and reports under their own laws.
The August Issue of EIMInstitute Magazine brings you Anne Marie Smitha€™s insight on data-orientated initiatives and her understanding of the data needed to answer business questions and satisfy business needs.A  Mike Jennings further explores,A in Part 2 of "EIM Component Framework Dependencies", the components necessary for an EIM initiative to be successful and to provide real business benefits includingA integration into the processes, procedures, and standards of the organization at all levels. Finally, Richard Wang's must read article explains how archieving information quality requires more than just data accuracy. Be informed with impact coverage if making a software change for maintenance or enhancement. This Project Overview provides a summary of the information sources being used in the analysis and how they are related. Through the Coverage Analysis view you can discover the immediate upstream and downstream items that relate to the currently selected requirement.
The Graphical View presents an alternative way to carry out an impact analysis and shows how a change in one document can impact many others across the project. Moving forward, in May of 2011 I published the “… Essentials” post and in Step 3 under “Disaster Proofing Steps – At A High Level” I first referred to my DIA form, indicating that it was tightly focused on IT needs; as opposed to the BIA (Business Impact Analysis) which spotlights critical business processes. In July of the same year I wrote a bit more about the DIA in the “… Definitions” post (linked above) further clarifying its use and form by stating: “… it drills down into the usage of the system that has been deemed critical (often via a BIA)”. Finally, for our purposes here, I discussed the differences between DIA’s and BIA’s in my “… More” post written in April of 2012 (also linked above).  Of particular import is the “BC-DR BIA-DIA Interaction Diagram” which attempts to graphically represent how the two endeavors (and their respective teams) interact. However, all of these have left one guessing as to the exact content of the DIA form and how I go about ferreting out the information critical to the “do-don’t do” decision as to whether or not a DR system is built out, and, if it is to be, to what degree will it be. DIA Purpose:  to ferret out, dig out, the key information necessary to the proper definition, design and implementation of a Disaster Recovery (DR) solution that appropriately “backs up” its Production system before, during and after a DR incident.
When a BIA(s) contains information about the IT system being “DR’d”, appropriate data from it should be pre-transferred to the DIA form (example, RTO and RPO figures). Line 4:  you might be surprised how many names or acronyms a system has within a company, so this line can get busy. This section requires a bit of background data (and experience) to be able to fill it out properly; “adequate” or “close enough” won’t do.

As you have probably guessed by now, Section 2 has a direct and immediate effect on the design of the DR system.  If a system stores some or all of the above types of data (note that the list is not all inclusive) it must be properly secured, and maintained, which has a material impact on its architecture. What you are looking for, what you want to know, need to know, is the impact on the business if they were to lose their Production system, i.e. Returning to the point at hand, a Risk Impact Matrix (must) exist in support of Section 3a and it is constructed by placing an accepted list of Impact Categories on the (horizontal) x-axis (typically 5 sometimes 4 elements), an approved Risk Scale on the (vertical) y-axis (typically 4 elements but could be 5), and a description at each x-y intersection that defines the criteria to be used in selecting a particular Risk Rating. We’ve just addressed the Impact Categories but we still need the Risk Scale elements and they too are straightforward.  Your y-axis elements will look something like or exactly like those in one of the columns below.
The scale you use may be a hybrid form of the above suggestions, or possibly there are other variants you have seen that I haven’t run across, but they all culminate in the same idea of assigning a risk rating to the potential impact on a risk category.
As a side note, the variations you or the business come up with are not of great importance, what matters is that they are understood by and used by all parties consistently during every BIA and DIA interview.
Unfortunately, all of the matrices I’ve worked with over the years are proprietary so I can’t throw a “real life” one up but what I can do is include a “skeleton” version that will give you the basic idea of how it is used. Repeat for each Impact Category, beginning with 1 Hour, then 1 Day, then 1 Week and so on.  Remember, it’s everything to do with, and only to do with the loss of “System A”, the one and only system that you are doing your DIA on during that interview – it is highly recommended that you do not mix systems!
Doing so may be a bit tedious at times but as you ask your questions your interviewees will usually “get into it”, i.e. First, for those of you who may not be familiar with the acronym ‘SPOF’, it stands for Single Point Of Failure. Line 46-53:  when doing your DIA on a system you must, must, must dig into (a) the up-stream and down-stream dependencies and potential single points of failure that could take your entire system down.  Why? Let’s say that you are DR’ing a General Ledger system (the system that all other financial systems push their data up to, the system that generates most if not all of the various and assorted financial reports required by the business – Trial Balances, Income Statements, Balance Sheets and a host of government and other reports). If any of the up- or down-stream links break, OPDSS will, sooner than later, be of rapidly reducing value to the company.  Oh, the marketing folks can survive for a short while on prior “daily production history” and “weekly flow rate averages” but, since well-by-well oil production rates are not static, it wouldn’t be too long before Marketing began running into problems.  Perhaps too much oil on hand?  Or not enough to fill the orders to which they’ve already committed? As you dig into the dependencies and SPOFs (Single Points Of Failures) for your system you will, almost always, find issues external to your system that you, or someone, needs to address.  It is imperative, vitally so, that you at least raise a red flag about the ones which are important-to-critical issues so that those in the decision seats above and around you can make the call on whether some or all of them need to be DR’d as well. Tip:  I also diagram the dependencies (and the dependencies of the dependencies) so folks can see it all visually. Line 63-70:  more often than not I’ve found myself entering a simple “no” or “none” as the answer, but at least I know that is the answer, at least I have verified it and can future plan accordingly.
Line 75-80:  is there a DR Plan in place already?  Your IT interviewees will most likely know the answer (which is more often than not “no”) but the BU interviewee may have some input as well seeing as they should have been involved in any prior testing and audits of the DR system (if it exists).
Rather than re-inventing the text, I’m going to “borrow” my own from “… Datacenter Assessment – Part III”.
To date I have not been taking donations for, or charged fees for, the use of any of my material on this site, in part because the copyright notices and “Rules Of The Road” flag my posts as being for individual, non-commercial, use only. However.  In the singular case of this Disaster Impact Analysis form, expecting someone to not want to use it in their DR endeavors doesn’t make sense.

The impact that construction of any type may have on the land, vegetation and animals has been included as a design factor for highways, buildings, changes in rivers, cutting of timber and so on.
Developers, construction companies and government entities must also put the proper liability insurance in place as part of the process. The law passed in 1970 (National Environmental Policy Act) doesn’t specifically prevent harm to the environment or negative social impact. It is sometimes necessary for the agency to put together a follow-up document, commonly known as a supplemental assessment. The hearings on this challenge will take place in a federal court, under the federal law of 1970 (and subsequent law changes). Support analysis and design activities end to end from requirements capture to code and database generation.
Bringing system specifications up to date is so easy - frown no more when looking at a change request.
It may be appropriate for you to verify the information (perhaps it was gathered a year or more ago and so may be “stale”, i.e.
The need to include this factor has resulted in a formal process call the environmental impact assessment (EIA).
They are charged with the task of identifying possible impact and, if possible, reducing the negative effects of human development and construction. It does, however, require that those involved in a project assess the possible effects and state clearly that they are aware of these effects. Only after this public-comment period can the supervising agency proceed with a final EIA or statement. This may occur if major changes are made in project plans or in the environment that could be affected.
It is possible that a project will be stopped by such a challenge, even before the first steps are taken to start development or construction, for example. Europe also has assessment regulations in place, some of which apply jointly to a number of countries.
Visual Paradigm has helped thousands of enterprises successfully develop and rigorously maintain their business critical systems. Well-known examples of the court-ordered blockage have involved development along major rivers and changes in highways that affected the landscape.
Development projects must also take social impact into account, negative or positive as it may be.

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