The next step that the enterprise should do after performing a business impact analysis (BIA) considering a number of risk scenarios is to assess risk mitigation strategies. A risk mitigation strategy is a plan of action that aims to reduce the likelihood or impact of a risk event, or to transfer or accept the risk1. Assessing risk mitigation strategies involves evaluating the costs, benefits, feasibility, and effectiveness of various options for addressing the risks identified in the BIA. Assessing risk mitigation strategies can help the enterprise prioritize and implement the most appropriate and efficient solutions for protecting its critical business processes and resources from potential disruptions2. According to the Business Continuity Planning Process Diagram, assessing risk mitigation strategies is the fourth step in the business continuity planning process, following the BIA3.
The other options are not the next steps that the enterprise should do after performing a BIA. Performing a risk controls gap analysis is a step that precedes the BIA, as it helps to identify the existing controls and their effectiveness in preventing or reducing the risks4. Updating the disaster recovery plan (DRP) is a step that follows after assessing risk mitigation strategies, as it involves documenting the procedures and resources for restoring the critical business functions and IT systems in case of a disaster5. Verifying compliance with relevant legislation is a step that is done throughout the business continuity planning process, as it ensures that the enterprise meets the legal and regulatory requirements for its industry and location6. References := 1: Risk Mitigation Strategies - ISACA72: How to Conduct a Comprehensive Business Impact Analysis: A Step-by-Step Guide33: Business Continuity Planning Process Diagram - ISACA84: Business Impact Analysis:
Definition and How To Conduct One15: The Complete Guide to Business Impact Analysis with Templates - Creately46: How To Conduct Business Impact Analysis in 8 Easy Steps - G25

新しいソフトウェア プラットフォームのメタデータ管理プロセスを開発する際に最初に行うべきことは、影響分析を要求することです。影響分析とは、既存のシステム、プロセス、および関係者に対する変更の潜在的な影響を評価するプロセスです1。影響分析は、次の側面を特定するのに役立ちます2。
変更の範囲と目的: 新しいソフトウェア プラットフォームで期待される利点と成果は何ですか? それは企業の戦略と目標とどのように一致していますか?
現在の状態とベースライン: 既存のデータ ソース、形式、標準、品質レベルはどのようなものですか? これらはどのように文書化、保存、アクセスされますか? データの所有者、管理者、ユーザーは誰ですか?
ギャップとリスク: 新しいソフトウェア プラットフォームによって発生するデータの変更は何ですか? データの品質、セキュリティ、プライバシー、コンプライアンスにどのような影響がありますか? 移行中または移行後に発生する可能性のある課題や問題は何ですか?
緩和および緊急時対応計画: データの変更を最小限に抑える、または回避するにはどうすればよいでしょうか? データの品質、セキュリティ、プライバシー、コンプライアンスを確保または改善するにはどうすればよいでしょうか? 障害や中断が発生した場合の代替ソリューションまたはフォールバック オプションは何ですか?
影響分析を依頼することで、組織はデータ環境と新しいソフトウェア プラットフォームの影響をより深く理解できます。これにより、一貫性があり、効果的で、変更に適応できるメタデータ管理プロセスを開発できます。参考資料: 影響分析: 問題防止の重要な側面 | プロジェクト ...1、影響分析: 変更管理を成功させる鍵2

The CIO's first step should be to ask the CEO to be the sponsor of the program, as this can help overcome the resistance from the business units and ensure the support and commitment of the top management. The CEO's sponsorship can also help communicate the vision, goals, and benefits of the ERP system to the enterprise, as well as allocate the necessary resources and budget for the implementation. The CEO's sponsorship can also help resolve any conflicts or issues that may arise during the implementation, as well as monitor and evaluate the progress and outcomes of the program.
Building a governance framework for identifying non-standard processes, requesting funding from the CEO to hire ERP consultants, and engaging a reluctant business unit to conduct a proof-of-concept pilot are possible steps to take after asking the CEO to be the sponsor of the program, but they are not the first step. Building a governance framework can help define and implement the policies, standards, and procedures for IT standardization, as well as the roles, responsibilities, and authorities of the IT stakeholders. Requesting funding can help secure the financial resources needed to hire external experts or vendors that can provide guidance and assistance for the ERP implementation. Engaging a reluctant business unit can help demonstrate the feasibility and value of the ERP system, as well as gain feedback and buy-in from the end users. However, these steps may not be effective or successful without the CEO's sponsorship and leadership.