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Extra info for CERT Resilience Management Model
It is constantly changing and provides increasing opportunities for operational risk, organizational stress (including stress to an organization’s supply chain), and disruption. More and changing technology often means more complexity. While the automation of manual and mechanical processes through the application of technology makes these processes more productive, it also makes them more complex. Implementation of new technologies can introduce new risks that are not identified until they are realized.
95R [REF Team 2008a]. This model included an articulation of 21 “capability areas” that described high-level processes and practices for managing operational resilience and, more significantly, provided an initial set of elaborated generic goals and practices that defined capability levels for each capability area. In early 2009, the name of the model was changed to the CERT Resilience Management Model to reflect the managerial nature of the processes and to properly position the “engineering” aspects of the model.
Organizational structures and traditional funding models tend to solidify this separation. Numerous codes of practice for each discipline exist, reinforcing their separateness. Compliance drives their use, rather than performance. Misuse sustains an entrenched and isolated view of who should be doing what. Risk drivers that apply to all of these activities are unclear, poorly defined, and not communicated. The same can be said for enterprise and strategic objectives and critical success factors that are intended to drive all of these activities.