The course project/presentation, Using the assigned Crisis Case study.(attachement.) Your should use the questions below to guide your briefing to the CEO of the corporation on how we should handle the crisis. 
Creativity is encouraged and questions are welcomed. 
Each group will play the roles and address the crisis from a different perspective. 
The Chief Information Security Officer (CISO) Role: The CISO must be prepared to brief the CEO on the technical security aspects of the crisis. Be prepared to explain what happened, what is the best course of action and why, What could you have done to Detect, Protect, and Correct this incident? What is your 30, 60 and 90 day plan for recovery? 
The Public Affairs Officers (PAO) Role: Be prepared to address the incident from a public policy and legal stand point. What information do we tell employees, stakeholders, public and law enforcement? Who should be authorized to talk with the media? Did we have a plan in place? What is our plan going forward to manage the damage? What are the legal implications of this incident? (to the company, to individual responsible?)Crisis
When Disaster Strikes IT

Excerpted from

The Adventures of an IT Leader


Robert D. Austin, Richard L. Nolan, and Shannon O’Donnell

Buy the book:

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Harvard Business Press
Boston, Massachusetts

ISBN-13: 978-1-4221-3042-1


Copyright 2009 Harvard Business School Publishing Corporation
All rights reserved

Printed in the United States of America

This chapter was originally published as chapter 10 of The Adventures of an IT Leader,
copyright 2009 Harvard Business School Publishing Corporation.

No part of this publication may be reproduced, stored in or introduced into a retrieval system,
or transmitted, in any form, or by any means (electronic, mechanical, photocopying,
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permission should be directed to, or mailed to Permissions,
Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.

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Series overview

The Adventures of an IT Leader invites readers to “walk in the shoes” of

a new CIO as he spends a difficult year learning effective information

technology leadership. Experienced cumulatively, this eighteen-

chapter story gains dramatic momentum, and later chapters provide

opportunities to revisit key IT management issues in more depth.

However, chapters can also be read independently or in smaller batches

as suits the needs of particular readers. To facilitate this, we provide the

following contextual information.


As the story begins in chapter 1, the IVK Corporation, a midsize financial

services firm, is attempting a turnaround following a period of slowing

business performance1. The stock price has fallen substantially as in-

vestors have adjusted their expectations of the firm’s growth. An aggres-

sive new CEO, Carl Williams, takes over and assigns a new management

team. In the process, the former head of Loan Operations, Jim Barton, is

appointed CIO. Barton has no background in IT—none at all. The story

1 The IVK Corporation and its staff are fictional, but the contents of the book are based on the
authors’years of firsthand experi

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