Assessment 3 Template
Student Name |
|
|---|---|
Student Number |
|
Business name |
Atlassian |
|---|---|
Industry name |
Software industry |
Business Background |
It develops collaboration &productivity tools |
Industry Background |
Digital transformation &remote work trends |
Part 1 – Business Risk Register
Risk Name |
Risk Description |
Likelihood |
Impact |
Priority |
Mitigation measure |
|---|---|---|---|---|---|
Cybersecurity Breach |
Attack on Atlassian’s IT infrastructure or customer databases containing possibly jeopardized data |
High |
High |
Severe |
|
Cloud Service Outages |
Losses of services hosted &distributed through the cloud, the potential impact of these failures on customer operations, &their satisfaction with Atlassian’s products |
Medium |
High |
Severe |
|
Talent Retention &Acquisition |
When there is a failure to retain the best performers or attract talent in a competitive environment of a particular business industry such as the technology industry. |
High |
Medium |
Moderate |
|
Regulatory Compliance |
Non-compliance with data protection laws, standards such as GDPR, CCPA, or certain field standards |
Medium |
High |
Severe |
|
Market Competition |
The intensity of rivalry is also expected to rise, as more competitors join the collaboration software industry’s fray–not to mention escalating threats posed by incumbents (Koskela, & Aspfjäll, 2021, p. 6).
|
High |
Medium |
Moderate |
|
The following Business Risk Register table captures possible risks that could affect Atlassian’s business. They are risk name, risk description, risk probability or likelihood, risk ranking or priority, risk consequence or impact, and risk control measures or responses. Such kind of a guide enables Atlassian to minimize threatening factors for doing business and to address concerns like cybersecurity, reliability of the services provided, management of employees and talent, and market competition.
Part 2 – Business Impact Analysis
Critical Business Activity |
Description
|
Impact of loss (describe losses in terms of finances, staffing, loss of reputation, etc) |
RTO (critical period before business losses occur) |
|---|---|---|---|
Cloud-based product availability |
Content delivery networks or CDN ISPs are also referred to as Internet service providers. |
|
2 hours |
Customer Data Security |
Compliance certification organization |
|
1 hour |
Product development &Innovation |
Version management &continuous integration &deployment services provider (for example, Github, GitLab) |
|
72 hours |
Customer support &services |
|
|
6 hours |
Atlassian’s Business Impact Analysis table identifies major business processes and their risks. It describes what the activity entails, the maximum allowable downtime within the activity, whether or not it depends upon any other services, how the disruption of the activity or service may affect other services, and the time it should take to recover from such a disruption. This analysis proves useful in decision-making regarding recovery processes and resource mobilization to have some of the critical operations of Atlassian running in the face of a disaster.
Part 3 – Incident Response Plan
Incident type |
Actions are required to eradicate/resolve the incident |
Resources are required to resolve the incident |
Who is responsible for remediation actions |
Systems/services to be prioritized |
Systems/services will be affected during the remediation process &how |
Cloud Service Outage |
1. Triggers an incident response team. 2. Determine the type of problem (frayed-dial failure, computer glitch, or hacker intrusion). 3. Failover is another method that should be put in place to support our backup systems. 4. Update the program as needed fix or patch 5. Gradually restore services. 6. Another goal involves goal post-incident analysis.
|
Incident response team, cloud infrastructure engineer, Database administrator, Network engineer, backup &recovery system, monitoring &diagnostic tools |
Chief Technical Officer, Head cloud operation, incident response team lead |
|
|
Cybersecurity breach |
1. Isolate-affected systems 2. Form the cybersecurity incident response team 3. The first thing that should be done is to discover the source of the breach &make sure that it is stopped. 4. Eliminate malware or shut down openings 5. Were systems restored from clean backups 6. Delete all potentially terrorized credentials
|
Cybersecurity response team, Forensic analysis tool, malware removal tool, clean system backup, legal team, PR team |
Chief information security officer, head of cybersecurity, legal counsel, PR director |
|
|
Critical product bug |
1. Organize the formation of an emergency development team 2. Reproduce &analyze the bug 3. Develop &test a fix 4. Set staging hotfix 5. Conduct rapid QA testing 6. Let's fix the progression to production in stages
|
Emergency development team, QA testers, DevOps Engineer, Staging &Testing environment, Version control system, CI/CD Pipeline |
VP of engineering, lead product manager, Head of Quality Assurance, DevOps team lead |
|
|
Major customer support crisis |
1. Activate crisis support team 2. Rapid response templates must be created in the context of the following problems. 3. This type of ticket requires the director to admit an emergency ticket prioritization system. 4. Increase the availability of customer support supplies (such as chatbots, &self-help handbooks) 5. They should also provide periodic updates to stakeholders. 6. Identify &report specific solutions for every open problem at work (Li et al, 2021, p. 491)
|
The crisis support team, technical support engineers, customer success manager, knowledge base authors, communication team, Chatbot, &AI support tool |
VP of customer support, Head of customer success, technical support team lead, Community manager |
|
|
It is evident from the Atlassian incident response plan table management of critical incidents can be systematized. It covers the kind of incidents, measures to be taken, and actions needed to address the incidents, the resources required, the persons accountable for the process, priority models, and services that require intervention during remedial processes. This plan allows Atlassian to be ready to manage disruption effectively and provide less interference with its cloud services and customers.
Part 4 – Recovery Plan
Critical Business Activities |
Preventative/Recovery Actions |
Resource Requirements/ Outcomes |
Recovery Time Objective |
Responsibility |
|---|---|---|---|---|
Cloud-based product availability |
|
Cloud infrastructure (AWS, Azure), deployment &scaling tool, all-time availability of DevOps team, monitoring &alerting system |
2 hours |
Chief technical officer, head of cloud operation, DevOps team lead |
Customer data security |
|
Advanced encryption tool, security audit firm, secure backup facilities, identity &access management system |
1 hour |
Chief information security officer, head of cybersecurity, data protection officer |
Product development &innovation |
|
Distributed version control system, Documents management system, containerization platform |
24 hours |
VP of Engineering, head of product development, DevOps team lead |
Customer support &service |
|
Cloud-based support ticketing system, offline knowledge base, AI-based chatbot, &backup tools (Alicke, 2020, p. 5)
|
4 hours |
VP of Customer Support, Head of Customer Success, knowledge base team lead (Dias et al, 2022, p. 100) |
It is worth clarifying that Atlassian plans to use a Recovery Plan to bring back normal functioning after important failures. This includes business functions, preventive and corrective measures, resources needed, recovery period, and role of responsibility. This plan allows Atlassian to easily restore its critical operations – availability of the cloud-based products and services, and customer support – after any disruption.
Reflection
Assessment:
Recommendation: Integrate AI-powered Predictive analytics for Risk Management.
Explanation: As such, with the aid of machine learning algorithms to mine historical incident data, customer usage patterns, &global emerging/advanced technologies for the same industry, Atlassian is in a better position to predict probable incidents &the effects on core services.
Preparedness:
Recommendation: Introduce a “proof of concept” of an actual copy of Atlassian’s infrastructure for extreme situation simulation.
Explanation: Its goal is to have a complete mirror copy of Atlassian’s entire cloud architecture &service environment to simulate, from a completely safe &non-intrusive standpoint of live systems, numerous types of disasters, &corresponding remedies.
Response:
Recommendation: Automate an Incident Triage &Response based on Artificial Intelligence.
Explanation: This system could identify violations on its own &alert the appropriate teams, thus preclosing responses to incidents &minimizing human factors during critical response time.
Recovery:
Recommendation: Develop a concept of “Recovery-as-Code” regulation.
Explanation: With different products &complexity levels, Atlassian can achieve the fastest recovery by scripting the processes into scripts &infrastructure as code templates that prevent errors introduced by handling dozens of products at once while speeding up the recovery processes.
These are aimed at using Atlassian’s technological capabilities to improve its BCP which would guarantee proper continuity of its important cloud-based operations.
References
Alicke, K., Azcue, X. & Barriball, E., 2020, ‘Supply-chain recovery in coronavirus times—plan for now &the future,’ McKinsey & Company. –2020.–URL: https://www. McKinsey. com/business-functions/operations/our-insights/supplychain-recovery-in-coronavirus-times-plan-for-now-and-the-future.Viewed 4 October 2024 https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Operations/Our%20Insights/Supply%20chain%20recovery%20in%20coronavirus%20times%20plan%20for%20now%20and%20the%20future/Supply-chain-recovery-in-coronavirus-times-plan-for-now-and-the-future.pdf
Alt, R., Leimeister, J.M., Priemuth, T., Sachse, S., Urbach, N. & Wunderlich, N., 2020, ‘Software-defined business: implications for IT management,’ Business & Information Systems Engineering, vol. 62, no. 1, pp.609-621. Viewed 4 October 2024 https://link.springer.com/content/pdf/10.1007/s12599-020-00669-6.pdf
Dias, Á., Patuleia, M., Silva, R., Estêvão, J. & González-Rodríguez, M.R., 2022, ‘Post-pandemic recovery strategies: Revitalizing lifestyle entrepreneurship,’ Journal of Policy Research in Tourism, Leisure &Events, vol. 14, no. 2, pp.97-114. Viewed 4 October 2024 https://repositorio.iscte-iul.pt/bitstream/10071/22237/1/article_79984.pdf
Koskela, N. & Aspfjäll, C., 2021, ‘Agile Risk Management,’ Viewed 4 October 2024. https://www.diva-portal.org/smash/get/diva2:1571629/FULLTEXT02
Li, L., Zhang, X., Zhao, X., Zhang, H., Kang, Y., Zhao, P., Qiao, B., He, S., Lee, P., Sun, J. & Gao, F., 2021, ‘Fighting the fog of war: Automated incident detection for cloud systems,’ In 2021 USENIX Annual Technical Conference, pp. 489-502, Viewed 4 October 2024 https://www.usenix.org/system/files/atc21-li-liqun.pdf
Morrish, S.C. & Jones, R., 2020, ‘Post-disaster business recovery: An entrepreneurial marketing perspective,’ Journal of Business Research, vol. 113, no. 1, pp.83-92. Viewed 4 October 2024 https://www.sciencedirect.com/science/article/pii/S0148296319302243
Peltokorpi, M., 2023, ‘Resilient Risk Management: case study on medical device risk management. Viewed 4 October 2024https://www.theseus.fi/bitstream/handle/10024/806274/Peltokorpi_Mika.pdf?sequence=2
Pitchay, S.A. & Dun, Y.T., 2022, ‘Systematic Literature Review on IT Asset Management Framework in Security Operation Center,’ Malaysian Journal of Information &Communication Technology (MyJICT), vol. 7, no. 2, pp.82-97, Viewed 4 October 2024 https://myjict.uis.edu.my/index.php/journal/article/download/161/93
Rahman, T. & Frezza, S.T., 2021, ‘A study on the impact of using industry standard tools &practices on software engineering courses projects,’ In 2021 ASEE Virtual Annual Conference Content Access. Viewed 4 October 2024 <https://www.researchgate.net/profile/Stephen-Frezza/publication/354036790_A_Study_on_the_Impact_of_Using_Industry_Standard_Tools_and_Practices_on_Software_Engineering_Courses_Projects/links/613247b20360302a007a5d3b/A-Study-on-the-Impact-of-Using-Industry-Standard-Tools-and-Practices-on-Software-Engineering-Courses-Projects.pdf>.
Tatineni, S. & Mustyala, A., 2022, ‘Advanced AI Techniques for Real-Time Anomaly Detection &Incident Response in DevOps Environments: Ensuring Robust Security &Compliance,’ Journal of Computational Intelligence &Robotics, vol. 2, no. 1, pp. 88-121, Viewed 4 October 2024. <https://thesciencebrigade.com/jcir/article/download/230/224>.
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