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Business Fundamentals was developed by the Global Text Project, which is working to create open-content electronictextbooks that are freely available on the website http://globaltext.terry.uga.edu. Distribution is also possible viapaper, CD, DVD, and via this collaboration, through Connexions. The goal is to make textbooks available to the manywho cannot afford them. For more information on getting involved with the Global Text Project or Connexions email us atdrexel@uga.edu and dcwill@cnx.org.
Editors: Donald J McCubbrey (Daniels College of Business, University of Denver, USA) and Garry Woods (CommerceNext LLC, USA)
Reviewer: Richard A Scudder (Daniels College of Business, University of Denver, USA)
The IS risk is the business risk associated with the use, ownership, operation, involvement, influence and adoption of information/technology solutions (Application, Hardware, Network and People) within an organization. IS risk consists of IS-related events that could potentially impact the business. It is also the management of uncertainty within the functions of IS so as to provide the organization with assurance that:
To provide this assurance, threats must be identified and their impact on the organization evaluated so that appropriate control measures can be effected to reduce the possibility or frequency of a threat occurring and to reduce or minimize the impact on the business.
Information is a key business resource which, in order to be of value, must be correct, relevant and applicable to the business process and delivered in a timely, consistent and usable manner; it must be complete and accurate and provided through via the best use of resources (planned or unplanned), and if sensitive it must have its confidentiality preserved. Information is the result of the combined application of data, application systems, technology, facilities and people. IS Risk Management ensures that the threats to these resources are identified and controlled so that the requirements for information are met.
Despite the fact that sound system design and installation methodologies have been well known for decades, the IT profession is still plagued by troubled or failed projects, colloquially called “an Ox in the ditch.” Studies like the Chaos Reports published by the Standish Group over the years have documented the extent of IT project successes and failures. For example, the latest publicly available report, "CHAOS Summary 2009," states:
"This year's results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions" says Jim Johnson, chairman of The Standish Group, "44% were challenged which are late, over budget, and/or with less than the required features and functions and 24% failed which are cancelled prior to completion or delivered and never used."
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