Patterson Sports Performance (PSP) is one of the top sports performance companies in Australia headquartered in Melbourne with branches throughout the country and revenues reaching about $1 billion per annum. Its client base is estimated to be more than 10,000, which includes multinational businesses, prominent athletes and celebrities and high-profile corporate executives. The PSP company has five major business units: the finance department, the marketing department, the e- Solution department, the business development (BD) department and the legal department. The legal department, staffed with attorneys, solicitors, barristers, paralegals, and support staffs. The BD department, headed by a BD director, is tasked with initiating, facilitating, and supporting strategic business development plan as well as managing and retaining relationships with existing clients while increasing the client base. The marketing department, led by a marketing director, focuses on marketing functions such as branding, positioning, and segmentation. The finance department, headed by chief financial officer, is responsible for all aspects of the PSP company's financial health. The finance team is responsible for planning, coordinating and administering the overall financial activities of the sports company. The e-Solution department is responsible for the management of the IT infrastructure such as the hardware, software, and network. A chief information security officer (CISO) and several cybersecurity professionals within the e-Solution department are responsible for cybersecurity management of PSP. The PSP company collects and maintains substantial amount of privileged and very sensitive information, intellectual property, and commercially sensitive material that relates to the sporting teams and athletes, as third-party sports companies. The legal team uses information technology (IT) extensively for various purposes including communication with clients and associates and discovery of relevant athletes' contracts. The BD team uses IT such as customer relationship management software and the database extensively for activities such as new business opportunities research and worthwhile income sources. The marketing team harvests PSP's IT capabilities and other channels such as social media platforms for the many marketing related activities including research and development of marketing strategies and marketing analysis. The finance team uses IT capabilities in various finance-related activities including analyzing market trends and competitors. The PSP datacenter is located in Melbourne and hosts a complex networked systems that seamlessly integrates the enterprise network and the Internet. All workstations (desktops) run Microsoft Windows 10 for 32-bit and 64-bit and Microsoft Internet Explorer (IE 11). Database server (Oracle), Apache server (for webserver) and Microsoft Exchange Server (for email) are used. Information systems for document management service (DMS), e-Discovery tools, and software tools for case management, calendar and scheduling, and CRM systems, among others, are used. Oracle E- Business Suite (Oracle Human Resources, Oracle General Ledger, etc.) is used for maintaining and processing all information (e.g., athlete client contact details, administrative records, and personnel records). Last patch update was done in 1st January 2020. Approximately, there are about two million sports data documents, four million administrative records, 200K personnel records and 500K athlete client contact details in the database. The cybersecurity management team deploys state-of- art cybersecurity controls (firewalls, antivirus products, intrusion detection systems, and multi-factor authentication) to safeguard the business-critical and privacy-sensitive information. The following is a partial risk appetite statement of Patterson Sports Performance: The company has very low appetite for the loss of, unauthorized or accidental disclosure of sensitive data including privileged and personal information. The company has very low appetite for risks that harm its reputation. The company has very low appetite for violating corporate ethics policy and professional ethics. The company has very low appetite to outage of systems that support critical business functions. The company has moderate appetite for excellence and innovation using technology. 1 Assets identification In this section, you will identify the assets, determine their values (worth) and prioritise them. Use the following asset inventory table as a template to record the collected information. Asset Name Asset Type Information Knowledge Liquid asset System asset Department Value Priority Marketing Legal Finance e-Solution Asset inventory: Identify an asset from each department (e.g., one information assets from the marketing department, one knowledge assets from the legal department, etc.), add it to the above table and provide a brief rationale for selecting the asset. Asset valuation: Use the cost-based approach or the market value-based approach to calculate the relative value of the selected assets. You must justify any assumptions you make. Asset prioritisation: Use the weighted factor analysis (WFA) worksheet to priorities the four assets. Here you must choose three or four impact factors that are different than the one we discussed in class. Provide a rationale for selecting the impact factors. You must include the weighted factor analysis worksheet table here as well.