Answered You can buy a ready-made answer or pick a professional tutor to order an original one.

QUESTION

Contingency Planning Contingency planning is a risk mitigation process for developing back-up plans in anticipation of events (scenarios) that might disrupt ‘business as usual’. Business continuity

Contingency Planning

Contingency planning is a risk mitigation process for developing back-up plans in anticipation of events (scenarios) that might disrupt ‘business as usual’. Business continuity planning is an expanded version of contingency planning that typically encompasses a more comprehensive and extended response plan for getting back to ‘business as usual’. In a well-formatted, highly-detailed research paper, address the need to contingency planning, ensuring to address the following items:

(1) Benefits of scenario events/planning.

(2) Questions to consider when implementing scenario planning.

(3) The common types of scenario planning.

Your paper should meet these requirements:

Be approximately 4 to 6 pages in length, not including the required cover page and reference page.

Follow APA 7 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.

Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.

Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.

Show more
  • @
  • 458 orders completed
ANSWER

Tutor has posted answer for $25.00. See answer's preview

$25.00

************** *************** *************** AffiliationCourse ************** NameDate  Scenario and Contingency ********************* *********** **** ** ********* ** *** ******** ** operate effectively and ******* *** ***** and ********** ********* do not ******* for *** disaster **** ** *********** *** face ** any ***** **** Still having **** ******** there is a ********* ** *** a company can immediately deal **** *** ********* ************ having ** *********** **** ***** * ******** get **** **** its ****** ******* conditions diminishing *** ************** ****** ** ***** ********* ********* *** contingency **** is applicable ** new scenarios that *** ****** *** ******** like ***** *********** ******** and ***** ************* *** *** to ******* ** **** systemStill ** *********** ******** ******** ******** ****** * structured *** for ******** ******* ** evaluate ******** views ** **** can occur ** the ****** ** **** ********* ********* *** operational ******** ** ******* ****** ** ********* ***** *********** **** ***** ******** **** ***** ** the ****** on *** ********* plans *** budgets?3 *** should ** ******** Like ***** ******** tools ********* and ********** ******** ******** *** its military *********** The ******** ** ******** ******** in *** ******** ***** began ** *** *** gas commerce ************ ** Royal ***** Shell ** *** 1970s ***** ** ******** **** ** ********* *** ******** *** *** of **** kind ** ******** by **** ****** sectors and ******** ******** has grown ******* **** *** ensuing ** ************* of ***** ************* a business ****** *** **** scenario ******** ** ** *** *** **** * ******* ******** *** ******* **** always think *********** *** have ********* possible *************** ** *** upcoming ***** *** *********** *********** *** ***** the ******* * ******* tactic ****** ******** happen The ******* *** ****** *** ******** ********* *********** on ******* and ************ ***** through ******** ********* *** *** immediate ********** considering ****** ** the development ** ****** ************ ****** in the ********* *** ***** *********** ************* ******** *** use the ******** ******** *** ******* features that **** ***** **** affect *** decision to **** the entire analysis *** ******** *********** ***** ********** More ******** are ** ******** ***** differently ** matters about strategy development take * ********* **** ** *** ****** and **** ** ** ********* guide ** making ******** ********* ******* ***** most *********** and ******* ******* ** *** ****** **** ***** ******* ** ******* * ********* **** ****** be used ** considering *** *********** *** ****** ** *** ****** ******* ****** * robust strategy *** success ** an uncertain ****** ********* a process so **** ******** *** ** **** ** ** ******** **** **** be and ***** **** ** outside ******* ** *** ******** ** ****** development (Bradfield et ** **** p ****** case ** ***** the ***** ********* ******* ** his ******* is ** ******** **** to reveal ******** ******** **** Brian **** ** **** **** day he does ** ** ***** to the ******** ****** ****** ** ******* up with other ******* ********** *** that particular day ** has *** *** ******* *** ******* ***** and ********* before *** first meeting **** usually ****** ** 900 ** ** ****** have ********* ** all *** ********* ****** ** *** morning ** plans and ***** ******* **** **** and his timing strategy has **** him ** the **** ********* Chief ********* Officer However *** day the *********** ******** **** ** arrived at **** ** *** morning ** ***** *** **** his ********* ******** ****** *** **** hacked ******* ** *** ******* ****** ****** *** *** past ****** *** *** ******** ***** accounts had **** lost ******* ** **** things ***** his ****** ********* **** *** attended an IT conference ** another ******* Unfortunately due ** *** ******* ********** **** could *** **** back until *** following **** In this case *** *** *** *** ******* *** the particular ******** **** **** ***** ** *** ******* *** ********* ** did *** **** *** ***** ** ** **** ** ***** ** this ** **** *** ***** organization ** one ***** **** ******* *** ****** **** ********* ************* should **** *** *** ready *** ******** ******** *** ****** ** *** **** (Burt ** al **** * ************ ** ******** **** ************ scenario *********** is this planning?Due ** *** uncertain ***** we live ** and ***** ************ ***** to ***** ***** ** face any ******* **** come *** *** ************* *** ****** ** shift ***** ******** from the ***** **** know to * *** one by ******** ******** **** ************* ****** *** **** time ** ********** *** ****** **** do so ***** ** ***** ******** *********** and ** * result they ****** ********** *** success if ***** ********** *** the ****** is ******* Nevertheless **** ******* ** the *********** *** ****** ********* or *** ********* business ********** *** **** effective ** *** effective ** **** *** **** **** ******** *** ******** development *** **** ***** ******** Planning ******* ** *** unknown world ********* an ********* **** ***** ************* ****** strategies *** a **** ***** ** ********* outcomes ********* & ******** 2003 ************ Planning also ******** ** ******** **** ***** ******* ** ************* ******* ********* ******** ***** ******** a ******** ** ** a ******** and ****** ******* understand *** think ****** their systems ** ******* Therefore ** becomes * ********* ** ********** effective *** *** ********** **** ******** approaches which are *********** For ******** *** got ****** ****** up ** ***** the **** prominent ********** ******* of * ********** ** became a ******** ******* than *** other ** *** ********** ****** ******* it ****** a *** keys ***** in *** **** ** ****** *** concept ** ******* PC **** makes one **** up ***** *** ******** ***** ******** ******* the **** in the ****** ** Scenario Planning ** ************* ********* ** can ***** ********* ************ ** change *** ** the **** **** ******* * framework ** ************* that **** **** **** in *********** how it **** ****** ******* ***** ****** 2003 * *********** ******** also ******** ** ******* ********* for *** *********** *** adjustment ** * ******** For ******** *** fictitious character ***** ****** **** ***** **** *** ********* **** ***** be **** *** * week ** should **** then ****** *** ***** up ** ** ******** **** ***** **** he usually ******* *** **** **** with him **** *** Planning *** **** * scenario ****** *** ********** ***** **** ***** have ***** *** * *** ** **** *********** ** **** ***** recover if ******* **** ** **** ahead ** *** **** by ensuring that **** make *** ***** decisions and ** *** ***** time **** ******** Planning is *** ***** *** ** ****** (Roubelat **** ** 4)How does Scenario Planning ******* the existing ********* ************** the ******* ** ********* *** ********** the ******** descriptions of scenarios then *** ************ ** in * position ** ********* *** ******** emergence ** * *********** **** *** planning ** ***** **** *** knowledge *** ************* ** *** possible ********* it ****** ********** strategies *** ******* ** **** plan Identifying *** ******** ***** ******* ********** **** *** ***** towards *** ***** ** ******* ** the **** ***** ** ******** ******** (Lindgren & Bandhold 2003)Scenario ******** provides * ********* *** ********** strategy ********* *** *** ********* *********** ** * business ******** However Scenario ******** by ****** **** not ******* as * ********** ****** *** ** ************** Long ***** ********* ******** without *** addition ** **** ******** *************** ******* detailed execution ******** *** resource ********** ******* * comparison ******* Scenario ******** *** **** ***** ********* Planning *** ** **** ******** ******** ***** ** ****** ******** ** ******** **** **** ********* ******** ******* ********* ******** ***** to ********* *** driving forces **** ******** assumptions ********* ******** ** *** ***** **** ******* ** discussing the major ******* ****** *** identifies *** *********** ************* that influence *** market ******** ******** results in developing ******* ***************** ********** **** *** **** to success ** ** uncertain ****** ******* ********* ******** ****** prioritizes *** ********* ** ******* ***** ** ***** ** *** combination of ******** *** ****** ******* **** ***** ******** ******** ***** ****** **** * ****** ****** ***** ** ******** planninga ****** variable *********** ********* **** ** the ***** ***** of an organization ******** **** *** ******** ** * **** ** another may *** ** reflecting ******* ***************** but ************* analysis can ** *********** ** * ********* ************** *************** analysis: ** ** * **** ** commentary ***** ***** the form ** a **** ***** **** ***** *** *** in *** *********** ******** ****** ********* *** ******** *** ******* ** multiple ********* ** ********* Initiative-based ******** ********* ****** **** come ** **** various mixtures ** initiatives ** *** of * starting point ****** a **** ** ********** *** *********** outcome ** *********** ** **** suppression initiatives and *** ********** ** *** ********** *********** ********* ***************** ********** ***** are ********* ******** ** ******** Planning *** instance ** ****** ** organization to understand *** ******* ****** ******* * market ****** ******** the ******* **** may *** ** ********* develop *** *** ********* ********** ** *** business ******* *** *** emerging trends ** **** occur ** *** ****** and ****** *** plan ** *** company *********** with ***** trends ******** ******** is *** all ***** ********** *** ****** *** it ** *** ***** ************* **** *** happen and prepare *** *** ********* outcomes  ReferencesBradfield * ****** G Burt * Cairns * & *** Der ******* * (2005) The origins and ********* ** ******** ********** in ********** ******** ******** Futures37(8) *********** * ****** * ********* * Cairns * & *** *** Heijden * ****** The role ** scenario planning ** ********* *** environment ** **** ** *** *********** ** **** *** *** ************************ ******* ** ********** & ***************** ************* * ***** ******** * (2003)Scenario ******** ************** * * & ****** * G ****** Scenarios **** ******* *** integrated risk management ********** planning36(1) ************** F *************** *** ************* of ******** ********* ***** ****** *** Cairns' scenario *********** *********************** P * ****** Scenario ********* * **** *** ********* ************* management *********** ******** Reedt ******** * Voordijk H ***** ****** * (2014) ****** ***** ** ****** uncertainties ***** **** options *** ******** ******** ******* ** ***************

Click here to download attached files: Contingency Planning.edited.docx
or Buy custom answer
LEARN MORE EFFECTIVELY AND GET BETTER GRADES!
Ask a Question