HQMC CONTINUITY OF OPERATIONS

Transcription

1 Business Process and Impact Analysis Workbook (Tool for development of Business Area Continuity Plans) HQMC CONTINUITY OF OPERATIONS SECURITY NOTICE: It is the responsibility of all personnel to maintain security of this document (in all formats), once completed, to protect the mission descriptions of organizational Mission Essential Functions (MEFs) and supporting infrastructure associated with Continuity of Operations. This document is classified SECRET when filled in 1

2 I. Purpose The purpose of this Business Process Analysis and Impact Analysis (hereafter referred to as BPA) is to assist Business Units (BU) within Marine Corps organizations in identifying inputs to their organization s Mission Essential Functions (MEFs) and the resources that are required to ensure the successful performance of MEFs before, during, and after a continuity event. When completing this worksheet, it s important to gain and maintain perspective of how the Business Unit s functions and processes impact the agency s MEFs. For example, the USMC MEFs directly impact the DoD s Primary Mission Essential Function to Maintain Military Readiness. DoD s focus for military readiness is on the Combatant Commands and the warfighter. If the business unit s processes have a direct or indirect impact on the warfighter (especially during a time of war) the business unit s process IS critical to the USMC MEF and must be continued under all circumstances. The following general assumptions will be considered in preparing responses for this analysis: A worst-case scenario is assumed: the organization s primary operating facility will not be operational for an extended period of time; the contents of the building are either destroyed or inaccessible; and designated continuity personnel will relocate to an alternate facility for up to 30 days or longer. For the purposes of this BPA, Business Units will assume that their Essential Function is critical to successful performance of the USMC Mission Essential Function it supports. The results of this analysis will serve as the baseline for the development of business area continuity plans and procedures. Each BU section supporting an essential function should complete the analysis and return the results to the organizational element tasked with constructing the Business Continuity Plan (BCP). II. BPA Information Requirements The following categories of information must be addressed to effectively perform this analysis: Identify and align BU Critical Functions with Agency Essential Function: This should include both a statement of the agency Mission Essential Function (MEF) that the BU supports (a brief articulation of what is to be accomplished generally one or two sentences) and a Narrative Statement which provides more detail regarding the scope of the BU essential function and explains in clear terms what must be accomplished in support of the agency MEF. Identify BU Critical Business Processes: This is what the business unit must accomplish to successfully execute the BU s essential function (and subsequently the agency Mission Essential Function) and should align with the MEF Statement and essential function narrative. If possible, this should include specific metrics to identify performance measures. If the function requires performance under specific conditions or within a specific time frame, that should be noted. Critical processes are those tasks that, if not performed, jeopardize successful performance of the essential function, and consequently, the agency MEF. 2

3 Identify Inputs to Critical Business Processes: Inputs are those tasks or activities necessary to accomplish the business process, and include inputs from both internal (within the organization) and external partners (other DOD components; other Federal organizations; and State, local, private, and international entities). The specific partners should be identified. Inputs may include information, completed actions by partners, hardware, personnel, materials, and so on. The BPA should identify both the supplier of the inputs and the required timing for delivery. For example, policy determinations require situational input, recommendations from subject matter experts, legal analysis, and so forth. Think of inputs as enabling tasks. Enabling tasks are those activities that allow a critical business process to be performed. Ensure all inputs to business processes are represented in the narrative description and flow diagram of the process. Create a Business Process Flow Diagram: A process flow diagram with narrative description should be developed that ties the entire essential function performance process together. This description captures how the essential functions of the BU are accomplished. The description should reflect what initiates performance of the function; what inputs are required; when the inputs are needed and where they come from; the people, facilities, resources, communications involved; the processes employed to perform the function; and the outputs or outcome desired. The business process flow must address, at a minimum, all of the support elements defined below and will serve as comprehensive check that nothing critical has been omitted during the analysis. Identify Business Unit Leadership: What leadership elements are required to perform this function? Leadership includes the most senior leaders as well as mid-level supervisors. Some missions, such as making policy determinations, require senior decision making. Identify Required Business Unit Staff: Few missions can be performed without staff to prepare for and actually carry out the business function. This element captures which staff and how many people are needed. If specific skills, expertise, and authorities are required, these should be identified. Define how much staff and what specific capabilities are required to ensure performance of the essential function. Identify Communications and Information Systems: Most operations cannot be performed efficiently without reliable communications (IT systems, radio, video, satellite, and secure equipment). This section should identify the type of capability required (data, audio, video) and the level of security necessary. Unique communications requirements should be specifically identified. Although this section should focus on the data and information transmission capability, not on the content; the content will frequently drive the capability requirements. Identifying the type of transmission content will help characterize the communications requirements. Standard equipment found in most offices (unclassified phones, faxes, computers, and so on) should be listed in the office equipment and supplies section. Identify Facility and Space Requirements: Some missions (policy determinations) can be performed from almost any location; some missions require extensive, unique, and secure facilities. The unique facility requirements necessary for performance of the essential function should be identified, including requirements to accommodate security and safety. For many missions, the facility requirements may simply be general office space 3

4 (though how much office space should be specified). Keep in mind that the requirements listing should be focused only on supporting the critical aspects of the mission that must be performed during a continuity crisis, not to support all routine aspects of the organization s business. Identify Partners and Interdependencies: Most organizations are dependent on others in a variety of ways. This section should identify those internal and external organizations that provide essential input to ensure execution of the essential function. For each organization identified, the type of dependency should be outlined, including the type of material, service, or information provided or exchanged and the timing of that exchange or relationship. The partner may provide critical information, authorization, or direction to initiate action; the partner may provide a critical input or service during the process; in some situations, two or more organizations may be continuously exchanging information and services throughout the entire process; and some partners may be waiting for the organization to complete its task to enable them to initiate performance their mission. These relationships should be identified in the BPA. Identify Contract Support: This category captures contracts for supplies and services of all kinds. This category certainly includes procurement of critical resources to perform the mission (equipment and supplies, repair services) and supporting activities provided by existing or contingency contract during an emergency. The type of items that may be included in this section will vary considerably depending on mission. Organizations should look carefully at the process to identify all of the items that should be included in this element of the BPA. Performance of many processes may require supplies and materials that have to be obtained or procured as the crisis evolves. Thus, the agency will require the capability to obtain these resources (locate, relocate, purchase, transfer, etc.). Complete the narrative description and business process flow analysis of the Business Unit Essential Function now The diagram on the following page depicts the BPA process with Operations as an example: 4

5 Identify and Describe the Critical inputs inherent to successful execution of Operations USMC ESSENTIAL FUNCTION Provide Situational Awareness to Senior Command Officials USMC CRITICAL BUSINESS FUNCTION Operations Provide a comprehensive, descriptive overview of Operations CRITICAL BUSINESS PROCESS Current Operations CRITICAL BUSINESS PROCESS Global Force Mgmt CRITICAL BUSINESS PROCESS Future Operations CRITICAL BUSINESS PROCESS C2S2 System Support - BPA TASKS Describe the process and identify process inputs Define the impact of loss of the process on successful execution of the BU Essential Function (establish degree of criticality and prioritization) Identify supporting elements: infrastructure, systems, personnel, etc., required to execute the process Define impact of loss of any supporting element on successful execution of the process (establish recovery time objectives for supporting elements and recovery point objectives for supporting data) - BPA TASKS Describe the process and identify process inputs Define the impact of loss of the process on successful execution of the BU Essential Function (establish degree of criticality and prioritization) Identify supporting elements: infrastructure, systems, personnel, etc., required to execute the process Define impact of loss of any supporting element on successful execution of the process (establish recovery time objectives for supporting elements and recovery point objectives for supporting data) - BPA TASKS Describe the process and identify process inputs Define the impact of loss of the process on successful execution of the BU Essential Function (establish degree of criticality and prioritization) Identify supporting elements: infrastructure, systems, personnel, etc., required to execute the process Define impact of loss of any supporting element on successful execution of the process (establish recovery time objectives for supporting elements and recovery point objectives for supporting data) - BPA TASKS Describe the process and identify process inputs Define the impact of loss of the process on successful execution of the BU Essential Function (establish degree of criticality and prioritization) Identify supporting elements: infrastructure, systems, personnel, etc., required to execute the process Define impact of loss of any supporting element on successful execution of the process (establish recovery time objectives for supporting elements and recovery point objectives for supporting data) 5

6 III. Completing the Business Process and Impact Analysis STEP 1: Identification of Business Processes in support of Essential Functions Identify the USMC Organizational and BU Essential Function, and Business Processes performed by your BU in the table below: USMC Essential Function: (i.e. Situational Awareness) Table 1: Identification of Business Processes in support of Essential Functions Business Unit Essential Function: List the business unit s essential function in support of this MEF (i.e. Current Ops) Business Unit Processes: List the business unit processes inherent to the BU s Essential Function Business Process #1 Business Process #2 Business Process #3 i.e. Marine Corps Operations Center i.e. Daily Command Brief (data collection) i.e. Weekly Ops SVTC (field data collection/dissemination) STEP 2: Determining the Impact of Loss and Recovery Time Objective for Business Processes The impact of loss of a business process in support of a USMC MEF can range from minor all the way to catastrophic and have serious implications to the overall ability of the agency to perform its mission. The corresponding impact values are 1-5, with 5 rated as catastrophic. Impact descriptions of and corresponding values are found in Table 2 below: 6

7 Table 2: Assessing the Impact Value of Loss Business Process Impact Level Numerical Value Catastrophic effect on the organizational USMC MEF 5 Catastrophic effect on the BU Essential Function 4 Significant Effect on the BU Essential Function 3 Moderate effect on the BU Essential Function 2 Minor effect on the BU Essential Function 1 Complete the following table as instructed: Fill in the columns in the table below as indicated, identifying the USMC MEF, critical inputs of your Business Unit, and the business processes that make up the inputs. Using the Impact Value chart as a guide, manually enter a value for each of the time periods listed in the impact range in Table 2 (Recovery Time Objective (RTO)). The numeric values are a scale of impact over time, particularly in hours, days or weeks. The starting point is from when an event occurs that necessitates the activation of the agency COOP Plan in its entirety. Rate the impact from 1 to 5 during each listed timeframe, selecting the value as if the activity wasn t able to be performed. The numbers should be based on ascending values. Recovery Time Objective (RTO) is defined as the maximum allowable time an activity can be down following a disruptive event before it negatively impacts mission performance. The RTO for the process will be the point in time the impact for the loss of the activity is assigned a level 4 or 5 value. In the column labeled RTO input the time period in which the impact value reached a 4 or 5, whichever corresponding value is higher. 7

8 Table 3: Business Process Recovery Time Objective USMC Essential Function: Situational Awareness Business Unit Essential Function: Operations Business Unit Processes: List the business unit processes inherent to the BU s Essential Function Business Process # hrs hrs hrs Impact Values Over Time Day 5-14 Day RTO Business Process #2 Business Process #3 By assessing the impact of loss of business processes to the successful execution of the Essential Function and the USMC MEF, Business Units are establishing the criticality of processes performed as well as a prioritization for recovery of those processes to ensure mission continuity. In addition to evaluating the loss of the entire process, Business Unit s should assess each input necessary to execute the process for impact of loss (some inputs may be more critical than others). The goal in assessing impacts through each input to the process is to identify single points of failure, interdependencies and other resources necessary to perform the function. At each point of potential failure, identify alternatives or workarounds that must be implemented to ensure continuation of the task. STEP 3: Mapping Requirements and Resources to Business Unit Processes The mapping process provides a means to collect and assess process components that are required in accomplishing the BU s essential function. The mapping process will assist Business Units in identifying minimum essential support elements -- leadership, staff, facilities, communications, and other resources critical to the successful execution of particular function. In the following sections, where applicable, business units will establish RTOs and RPOs to establish criticality of each support element to the process and establish prioritization for recovery. * Blue text in the following tables denote examples 8

9 Identification of Continuity Personnel: The essence of Continuity of Operations planning is to ensure continuation of ONLY Essential Functions (and business unit processes that support them), not routine business functions. Each BU section contributing to performance of an Essential Function must determine the minimum number of staff required to execute the function from a continuity facility. Table 4 aids BU s in the identification of continuity personnel. Based on the process description, process inputs, and criticality of the processes identified at the outset of this BPA, determine the total number and type of personnel required to accomplish these tasks at an alternate site. Identify personnel by position description or title, not by individual names. BU s should address the following questions in determining personnel requirements for COOP: Are continuity personnel qualified and trained to perform designated tasks in support of the BU Essential Function and USMC MEF? Are continuity personnel trained in the use of the communications and IT systems that will be utilized during a continuity event? Do continuity personnel possess the requisite security clearance to carry out their COOP responsibilities? When deciding on total personnel requirements, BU s must consider that continuity operations may last for 30 days or longer from the alternate facility and continuity personnel may be required to operate in 12-hour shifts from the time the COOP plan is activated until otherwise directed. As a result, the BU should plan for adequate trained staff to cover shift operations and consider long-term arrangements for augmentation or relief of continuity personnel at the alternate site as required. Table 4: Identification of Continuity Personnel CONTINUITY PERSONNEL Business Process Supported: List the Business Process the following continuity personnel will support Duty Location (Alternate Site) Position Title Grade / Type Security Clearance Required Position Description Total Personnel Required Site A Process Team Lead GS-11 / Civ S Provides leadership and direction.. 2 9

10 CONTINUITY PERSONNEL Business Process Supported: List the Business Process the following continuity personnel will support Site A IT Support Tech Cont S Provides technical support to.. 2 Site A Data Technician GS-07 n/a Provides data input and extraction for.. 8 Site A Quality Control Analyst GS-07 n/a Provides quality control analysis for.. 2 Identification of Continuity Facilities: - REPEAT THIS STEP FOR EACH BUSINESS PROCESS Facilities include all locations where leadership and staffs may operate in support of essential functions during a continuity event. These include designated alternate facilities; alternate usages of existing facilities; and, as appropriate, virtual office options including telework. Continuity facilities MUST be geographically dispersed to the degree that the agency s alternate locations are not impacted by the same event that caused activation of the COOP Plan. Any unique facility requirements necessary for performance of the mission should be identified, including requirements to accommodate security and safety. Continuity facilities are typically considered as HOT Ready to perform the MEFs without advance preparation; WARM Ready to perform the MEFs with some advance preparation; and COLD - requires significant advance preparation to assume MEF performance. Agencies should select a standing HOT facility for its primary relocation facility. If the agency must select a WARM or COLD facility as its primary Continuity Facility, the agency must take appropriate steps as part of its COOP activation procedures to bring the facility to full operational status within established timeframes. Based on the number of continuity personnel identified in the previous section complete the following table annotating the BU s total space requirements for COOP: 10

11 Table 5: Identification of Continuity Facilities CONTINUITY FACILITIES Provide details on the facilities the Business Unit will require for Continuity of Operations Location Security Requirements Unclassified, Secret, Top Secret, SCI General Space and Configuration Requirements (free text) (Facilities includes offices space; SCIF requirements, conference rooms, offices and workstations; industrial capacity and equipment; critical supporting infrastructure, etc.: List for Primary and Alternate locations (provide square footage requirements, if known) Primary (Hot / Warm / Cold) Site A (HOT) Must be able to provide storage for classified material The following facilities to accommodate the BU s continuity operations are needed at the Primary Continuity Facility: Two Offices (600 square feet ea) Four workstations w/ desktops and monitors One four-drawer filing cabinet Four five-shelf bookcases Two wall lockers for storing office supplies Two flat- screen TVs (with commercial cable access, one for VTC, one for SVTC Must be handicapped accessible Alternate (Hot / Warm / Cold) if applicable Site B (WARM) Must be able to provide storage for classified material The following facilities to accommodate the BU s continuity operations are needed at the Alternate Continuity Facility: One Office (600 square feet) Two workstations w/ desktops and monitors One four-drawer filing cabinet One six-drawer filing cabinets Must be handicapped accessible 11

12 Identification of Continuity Communications and Information Systems: Few functions can be performed successfully without communications and information systems (IT systems, radio, video, satellite, and secure equipment). In this section identify the critical communications and information systems, software applications and/or databases that are required to execute business processes in support of the Essential Functions. Include any office-specific systems or applications necessary to perform the task. List each Essential Function and the business processes associated with that function in the tables below. For each business process, identify the continuity communications and information systems your BU requires in performing its function (audio, video, data systems, and IT hardware/software; etc). As discussed previously, a recovery time objective (RTO) is defined as the maximum allowable time an activity/system can be down following a disruptive event before process performance is jeopardized. In the Recovery Time Objective (RTO) column, identify the timeframe in which the system must be available to perform the task by placing an X the appropriate recovery timeframe. A recovery point objective (RPO) is the point in time in which data recovered from an asset must be current to be of use in supporting the business process. For example, if a business process can only be performed if the data is real-time, the RPO would be 0 hrs. Therefore, the system and data must be capable of performing without interruption regardless of the type of disruption. Some data may still be useful to the task even if the data is 24hrs, days, or even weeks old at the point of disruption. Identify the RPO (where applicable) by putting an X in the appropriate timeframe. If the recovery point timing is specific, so state in the column. As systems, software, and databases are reviewed, business units should consider the following: Are backup procedures established and documented for systems, software, and databases critical to task performance? Are redundancy/workarounds in place? Does your alternate facility contain accessibility to all essential systems, databases, and software required for performance of the business process? 12

13 Table 5a: Continuity Communications and Information Systems (Audio) Business Unit Essential Function: Business Process: CONTINUITY COMMUNICATIONS AND INFORMATION SYSTEMS - AUDIO AUDIO Security Requirement Recovery Time Objective (RTO) 0-12 hrs hrs hrs Day 5-14 Day S 0 hrs Cell Phone / Smart Phone (Secure) Cell Phone / Smart Phone (Unsecure) UNCL x Satellite Phone (Secure) S x Satellite Phone (Unsecure) UNCL x VOIP Phone (Secure) S 4 hrs VOIP Phone (Unsecure) UNCL x Secure Terminal Equipment (STE) S 0 hrs Commercial Telephone UNCL x 13

14 Table 5b: Continuity Communications and Information Systems (Video) Business Unit Essential Function: Business Process: CONTINUITY COMMUNICATIONS AND INFORMATION SYSTEMS - VIDEO VIDEO Security Requirement Recovery Time Objective (RTO) 0-12 hrs hrs hrs Day 5-14 Day Commercial Broadcast Television UNCL x Closed Circuit Television (CCTV) UNCL x Secure Video Teleconference (SVTC) S x Video Teleconference (VTC) UNCL x Web Camera (i.e. Defense-Connect Online) UNCL x 14

15 Table 5c: Continuity Communications and Information Systems (DATA) Business Unit Essential Function: Business Process: CONTINUITY COMMUNICATIONS AND INFORMATION SYSTEMS DATA DATA Security Requirement Recovery Point Objective (RPO) 0-12 hrs hrs hrs Day 5-14 Day Microsoft Exchange / Lotus ( ) Server UNCL x Microsoft Office Suite (Access; Excel; Word; Outlook; Powerpoint) UNCL Web Server (Home Page) UNCL x Internet Explorer UNCL x JWICs (Secure SCI) TS-SCI 0 hrs SIPRNET (Secure - SECRET) S 0 hrs NIPRNET UNCL x VPN Client UNCL x (USMC Business Process-specific systems) UNCL x 15

16 Identification of Vital Records: Vital records include electronic and hardcopy documents, references (i.e., manuals, books, publications, etc.), and records needed to support business processes. It is important to identify the name of the document, number of paper copies available, current location or electronic address, security clearance requirements, and alternate media storage devices (i.e., compact disc (CD), USB Thumb-drive, etc.). This information will enable continuity personnel to reference information that is required to fulfill the critical task. Follow the instructions in Table 6 below. Identify the vital record by category, type, title, classification, and storage locations/methods. Examples of vital records are as follows: Emergency Operating Records: Emergency plans, policies, and directives. Orders of Succession, Delegations of Authority, etc. Records and information critical to MEF support. Contracts, MOAs/MOUs for emergency services. Rights and Interests Records: Legal, regulatory, and financial rights records. Accounts payable/receivable. Social security retirement records and official personnel records. Consider the following in developing a list of vital records: What documents and reference material do you reach for when you perform your day-to-day job? Have you identified those vital records needed to protect the legal and financial rights of the Government and citizens? Do you maintain a complete inventory of vital records along with locations of and instructions on accessing those records? What are your processes for reviewing and updating your vital records so that the latest versions are always available? Do you have an inventory of your vital records at the alternate sites? Do your vital records contain the following? o A list of key agency personnel and continuity personnel with up-to-date telephone numbers? o Necessary key or access codes? o Access requirements and sources of equipment necessary to access the records? 16

17 Table 6: Vital Records (Complete the Table for each business process) Business Unit Essential Function: Business Process: VITAL RECORDS Category (Emergency Operating Record (EOR) / Rights and Interests (R&I)) Type (Manual, Publication, Document, Database) Title / Description Security Classification e-storage Location Alternate Storage Methods EOR Document Delegations of Authority UNCL Office File Hard Copy / CD EOR Database Continuity Team Roster SECRET Sharepoint Hard Copy / CD EOR Document SITE COOP Plan SECRET Sharepoint Hard Copy / CD R&I Manual DoD FMR Volume 1 UNCL E-Portal Hard Copy / CD R&I Manual DoD FMR Volume 2 UNCL E-Portal Hard Copy / CD R&I Manual DoD FMR Volume 3 UNCL E-Portal Hard Copy / CD R&I Manual DoD FMR Volume 4 UNCL E-Portal Hard Copy / CD R&I Manual DoD FMR Volume 5 UNCL E-Portal Hard Copy / CD 17

18 Identification of Partners and Interdependencies: Most agencies/sections are dependent on others (either within or external to the organization) in a variety of ways to successfully execute the business processes that support essential functions and agency MEFs. This section should identify those internal and external organizations that provide essential input to ensure performance of the mission. For each organization identified, the type of dependency should be outlined, including the type of material, service, or information provided or exchanged and the timing of that exchange or relationship. The partner may provide critical information, authorization, or direction to initiate action; the partner may provide a critical input or service during the process; in some situations, two or more organizations may be continuously exchanging information and services throughout the entire process; and some partners may be waiting for the organization to complete its task to enable them to initiate performance their mission. Table 7: Partners and Interdependencies (Complete the Table for each business process) Business Unit Essential Function: Business Process: Partner PARTNERS AND INTERDEPENDENCIES Input to Business Process When Required (Day 1, 2, etc) NORTHCOM Operational Control / Mission tasking As Directed Joint Staff CJCS, JS, Combatant Cmd and Inter-service coordination 1 XYZ Corporation Contractor personnel to augment continuity staff at alternate site 2 18

19 Identification of Contract Services and Support: As with the partners/interdependencies identified in the previous section, many agencies/sections are dependent on contract services to successfully execute business processes that support the organization s essential function. This category includes procurement of critical resources to perform the mission (equipment and supplies, repair services) and supporting activities/services provided by existing or contingency contract. Table 9: Contract Services and Support (Complete the Table for each business process) Business Unit Essential Function: Business Process: CONTRACT SERVICES AND SUPPORT Contract # / Vendor Company POC Service Provided COTR DAHA ACB Corp DAHA XYZ Corp CCHA (Contingency) Generators Ltd. John Doe ( ) John.doe@abcorp.com Jane Doe ( ) Jane.doe@xyzcorp.com Phil Farrow ( ) Phil.farrow@gltd.com Technical Support to Command Operations Center GSA Fleet Vehicle Maintenance Mobile Diesel Generator rental for continuity facility at Site A Dave Rose ( ) Dave.Rose@usmc.mil MSgt Joe Voss ( ) Joe.voss@usmc.mil l Harry Snow ( ) Harry.snow@usmc.mil When Required (Day 1, 2, etc)

20 STEP 4: Create task-oriented checklists and standard operating procedures (SOPs) for business processes Through Steps 1-3 of this BPA the business unit has: o o o o Identified its business processes in support of BU essential functions and the Agency s Mission Essential Functions Established the impact of loss of a process on successful performance of BU essential functions Defined the criticality of a business process and established recovery priority Mapped requirements and resources to BU business processes In Step 4 of this analysis take the information collected in the previous three steps and develop task-oriented checklists and/or SOPs for each business process. These checklists will provide continuity (or devolution) personnel with the how-to prescription for executing the BU s processes. Remember, the personnel who perform these processes day-to-day may not be available following a continuity event, or the impact of the event may be such that the processes must be devolved to another USMC site and personnel who are not familiar with either the criticality of the process to successful execution of USMC MEFs or the systems and equipment necessary to perform the function. Develop the checklists/sops from a logical starting point for the business process and ensure all steps identified in the BPA are covered, including access codes for systems and databases. Don t use acronyms and industry slang in the instructions. Use short, descriptive sentences to describe each step of the process in active voice (i.e. checklist format Access the xyz database by entering the following password 20

21 Once the analysis is complete, submit to BU leadership for review and approval 1) Analysis completed by: Name: Title: Date: Tel. No.: 2) Analysis approved by: Name: Date: Title: Tel. No.: 21