Disaster Management Analysis : Vendor Risk Management

Experiencing a coaching management style will ease some staff into this method of communicating without the need for all of the planned coaching and mentoring programme. The session about using the GROW model or different coaching styles could be combined depending on the needs of the staff. Flexibility will be required with the implementation.

As stated in this case, the customer services business has grown doubled in the past five years as the advancement of technology allowed employees to investigate most software and hardware system faults from the center through remote monitoring. However, as the business grows, there are possibility of increasing work load and pressure that causes the rise of those negative feedbacks from both customers

Coordinated and executed change(issue) management process for vulnerabilities identified during compliance review of existing EDI shipping system application:

After interview and assessment with John, a carefully designed coaching plan or engagement has been developed to improve his skills. The coaching plan designed will include several steps as described in the “Action Plan”. Coaching plan and objectives must be establish for the development and proficiency for the (GRA) day to day task. Below is the coaching plan and objective for the “GRA”.

First, Incident Response (IR) plan “is a detailed set of processes and procedures that anticipate, detect, and mitigate the effects of an unexpected event that might compromise information resources and assets.” (Whitman, 2013, p. 85). Consequently, Incident response planning (IRP) is the planning for an incident, which occurs when an attack affects information systems causing disruptions. On the other hand, Disaster Recovery (DR) plan “entails the preparation for and recovery from a disaster, whether natural or human-made.” (Whitman, 2013, p. 97). For instance, events categorized as disasters include fire, flood, storm or earthquake. Thus, the differences between an Incident Response (IR) plan and a Disaster Recovery (DR)

Why Ms Ginger Huffman did not get a billing form for February as well? Can that error be corrected and a voucher created for February?

Compared to the “original” population, the MABS assets are more geographically disbursed and were not as heavily concentrated in states with an extended redemption timeline (e.g., Nevada, Michigan and Minnesota) or located in states with extended timelines for confirmation/ratification or states with extended timelines for the foreclosure deed recordation (e.g., New York, Illinois, Maryland). However, since MABS moved to the project, RMS has noticed an increase in concentrations in these higher timeline states. In addition, MABS has a high percentage of loans that have been in REO for less than 100 days, with 14 of 41 remaining MABS assets (34%) having less than 100 days in inventory.

The solution to be implemented should felicitate higher coordination among the business partners leading to better information circulation and targeted customer approach, i.e. to make efforts that the same technician handles the same customer.

As markets shifted, Mr. Finch leveraged lender relationships formed in previous years, to plan and begin distressed real estate disposition. Michael was able to develop and grow these relationships to become an integral part of the acquisition and disposition team. Michael has developed and managed an extensive pipe line of lender owned assets, short sales, and portfolio note sales. Michael has continued to

• Credit underwriting: Evaluating underwriting practices on new or renewed loans for easing in structure and terms. Reviews will focus on new products, areas of highest growth, or portfolios that represent concentrations. Examiners will continue to assess banks’ efforts to mitigate risk for home equity lines of credit approaching end-of-draw

The overall health of the economy has a significant impact on the real estate industry. The economy is measured using indicators such as the GDP, employment percentages, manufacturing activity, and price of goods. When these indicators identify a sluggish economy it translate directly to declining real estate sales. RE/MAX and the customer alike are directly affected by the economy. A slow economy consists of decreased homes sales while a flourishing economy affords the customer the opportunity to buy, which relates to an increase in home sales for the realtor. (Amadeo, 2016)

As RMS has indicated before, based on our observations and more importantly on the review of assets during our weekly calls with Altisource, RMS believes on many of these assets, the condition or location of the property is a primary driver behind not only the large reduction in list price, but ultimately a sales price that will be well below the initial list price, all of which contribute to extended days on market and an increase in carrying costs incurred by the Trust. We believe a contributor to this relates to the Altisource process where the listing agent is not always local to the property and may not have not personally visited the asset to assess the condition and the location, has not driven by the comps and generally may not be familiar with the intricacies of different neighborhoods in the area. Lastly, while RMS believes it is important when listing REOs to list above the identified asset value, it is equally important to recognize when a list price is too high and to make appropriate and timely adjustments to avoid additional days on market and days in REO. Doing modest reductions, which is an Altisource philosophy, when indicators (e.g., low offers, lack of offers, no showings) reflect a larger adjustment is needed increases REO timelines and carrying costs.

Device an implementation strategy that would guarantee the support of the divisions presidents for the shared customer service center.

Owning a business can have many stressors day to day. When starting a business there is a lot of planning and preparation involved. Many small businesses are owners who have put their own money into the business and look at it as an investment. Unfortunately with all the planning that goes into starting a business, one thing is often over looked. Most of the time the “what ifs”, are not part of the planning stage. One reason for this is that people do not like to think of the bad things that could or may happen. So with all the time and planning put into starting a business why not put some extra thought into a plan B if a disaster strikes? This plan B could be a business continuity plan or a disaster recovery plan. Business continuity plans are an essential part of the modern day business. There are so many potential disasters for small businesses that could seize the production or even close the business down for good. A recent study from Gartner Inc., found that “90% of companies that experience data loss go out of business within two years. It also found that 80% of company owners have not thought about how they would keep their businesses up and running if a data disaster occurs.” According to the Association of Records Managers and Administrators, “about 60 percent of businesses that experience a major disaster such as a fire close

A project to manufacture, deliver and install a large power transformer is time and resource (material and labour) consuming, relies on services and products provided by more than one supplier, involves multiple expertise, and costs tens of millions of Rands. If a transformer fails, the cost of rectification can go as high as over 70% of the price of a new one. By so saying, risk management and contingency planning plays a key role in the management of such a project. In this report, the need and process of risk management as well as the types of risks in relation to the power transformer project are discussed.