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BUSINESS IMPACT ANALYSIS
Business Continuity Coordinators:
This document is intended to be used to conduct the Business Impact Analysis (BIA) for your agency. It is recommended that you start by meeting in person with staff who will be asked to answer the BIA questions. In that meeting, you should describe the purpose of business continuity planning, and explain that conducting a BIA is a key first step in developing a business continuity plan. Provide staff with a hard copy of this document (minus these first two pages), and use this document during the meeting to describe the different elements of a BIA. Discuss each page, and explain that the staff of different divisions/sections need to answer these questions, because they will be the only people with the knowledge of the detail of their own programs.
This packet of information includes a three-page introduction to share with staff, as well as the necessary BIA forms. The introduction includes an overall description of a BIA, as well as a brief summary of the different BIA elements. This summary section is copied from the Model BCP Process document. The forms that follow include the questions that need to be answered to provide you, as the BCP Coordinator, with the detail needed to complete your agencys business continuity plan.
At the end of the meeting, provide a deadline for staff to fill out these forms. In choosing a deadline, remember that it will probably take considerable time for staff to answer all of the questions, given the substantial detail required, and competing workload issues. Let staff know that you will be checking in periodically to see how they are progressing.
Following the initial meeting, send the participants this same information by e-mail, so that they can fill out the forms electronically, if they choose and again remind them of the assigned deadline. Then, on a periodic basis, send the participants e-mails asking about their progress in filling out the forms. Work with your BCP Sponsor to ensure that management also sends occasional e-mails that stress the importance of this process, and encourage staff to complete the BIA as quickly as possible.
It will likely take many e-mails, as well as phone calls, to remind staff of the deadline and prompt them to complete this work. Be as kind as possible, while still being firm about the need to complete this work. Staff have had this responsibility added to their existing workload, and will likely need considerable time to answer the BIA questions.
Once you have collected these forms from all participants, follow the steps described in the Model BCP Process to continue the work necessary to complete your agencys business continuity plan.
BIA Participants
Date of Interview:
Business Unit:
Division:
Division Location:
Address and Floor
Unit Manager:
Phone and Email Address:
Interviewee/Title:
Phone and Email Address:
Interviewee/Title:
Phone and Email Address
Interviewee/Title:
Phone and Email Address:
Interviewee/Title:
Phone and Email Address:
BUSINESS IMPACT ANALYSIS
Purpose:
Completing a Business Impact Analysis (BIA) is a key step in developing a Business Continuity Plan (BCP) for your agency. The BIA will identify critical business functions and describe what would be necessary to recover these functions, in the event of a disaster or disruption in service. Gathering this information will help your agency develop a BCP and will allow for the prioritization of available equipment and resources, were an event to occur. You are being asked to answer these BIA questions for your section because of your knowledge of your section and its processes and resources.
The objectives of the BIA are as follows:
To identify business processes and prioritize them according to criticality.
To identify the Recovery Time Objective (RTO) associated with each critical business process.
To identify the Recovery Point Objective (RPO) associated with each critical business process.
To identify the key computer systems, equipment, and applications associated with each critical business process.
To identify the quantitative and qualitative impacts that will be incurred should a disruption occur.
To identify critical interdependencies associated with the business unit and its processes.
For the purpose of answering the BIA questions, assume the following:
Worst-case scenario is defined as a total outage for an extended period of time during peak processing.
No current disaster recovery capability exists; pretend you are working with a blank slate as you answer questions.
Dont focus on immediately restoring ALL services; instead, you are trying quickly to restore enough function to provide basic essential services.
The completed BIA will provide each section with the following information:
Ranking of critical and non-critical business processes.
Assignment of RTOs and RPOs for each business process.
Document listings of key vendors, systems, and vital records.
Estimates of the qualitative and quantitative impact impacts of an event, based upon duration of unplanned disruption. (e.g. 24 hours, 48 hours, 5 days, etc.)
An overview of what would be necessary to recovery the functions of the section or program.
Summary of Business Impact Analysis Questions:
The following chart is from the Model BCP Process provided by the Enterprise BCP program. This is an overview of the information that needs to be collected as part of the BIA process. The rest of this document provides the forms for recording the detailed BIA information.
StepDescriptionKey ProcessesList the key processes which are necessary to continue the identified critical business function.
Describe each process in a single phrase, if possible.
Prioritize these processes note those that are the most important.
Note that these processes can include internal operations as well as operations within other agencies, outside vendors, etc.Volume of WorkWhat is the average work volume (e.g., number of businesses registered, number of audits completed, number of timesheets entered, etc.) processed by this program?
Does the program have a peak volume or other critical timeframes? (e.g., elections are held in November, payments are processed at the end of the month, etc.)Recovery Time Objectives (RTO)Identify the RTO for each key process.
RTO is defined as how quickly the process must be restored following a disaster; this is an estimate of how long the process can be unavailable.
List the RTO by hours, days or weeks, as appropriate decide how long the process could be down before you would have a serious problem functioning.FacilitiesWhere does this critical function occur? Provide address and directions if necessary.
List applicable job titles and contact numbers of staff responsible for this facility.
List any other facilities necessary for this function.StaffWho is the key staff position responsible for this function? Provide the job title and contact information.
List the approximate number of staff involved in this business function. List applicable job titles and contact numbers.
What are the programs normal work hours?
Provide a description of the function or type of work key person/ persons perform.Key DependenciesWhat services from within your agency or an external organization do you need in order to restore this function?
In order to provide this service, what other resources or information have to be provided?Manual Work AroundCan this function be performed manually, if necessary?
If yes, how can this be done and for how long?Computer SystemsWhat computer systems/applications are required to perform this process?Vital RecordsDescribe the vital record(s) required and the location where these records can be found. Provide address and directions, if necessary.
Include all types of records electronic, paper, microfilm, etc.Equipment and Office SuppliesDescribe the pieces of equipment or supplies required. If a purchase is required, method of payment should be specified.
Describe the location where these items can be found or acquired. Provide address and directions if necessary.Suppliers/VendorsList the agencys key suppliers which may need to be contacted in the event of an emergency.
List the key goods or services provided by these vendors.
List the usual contact information for these vendors, as well as emergency contact information.
If possible, list the name and contact information for alternate suppliers/vendors.Budget ConsiderationsWhere applicable, relate work volume to dollars or revenue. (Revenue going out, revenue retrieved from registration fees, etc.)
If you had to store data files, hard copy documents, or supplies off-site, do you know the costs of various off-site options?
1. Business Unit Overview
Provide a brief description of your unit/divisions functions.What are the units normal work hours? How many personnel currently work in the department?What is the average work volume (e.g. number of business registered, number of audits completed, number of timesheets entered, etc.) processed by the unit?Where applicable, relate work volume mentioned above to dollars or revenue. (Revenue going out, revenue retrieved from registration fees, etc.)Does the unit have a peak volume or other critical time frames? If yes, when are these periods? (e.g. Elections happen in November, payments processed at the end of the month, etc.)
2. Key Business Processes
Identify and describe the key business processes of the unit/division. For each process, identify its Recovery Time Objective (RTO). RTO is defined as how quickly the process must be restored following a disaster. The Recovery Time Objective is an estimate of how long the process can be unavailable. Also identify a Recovery Point Objective (RPO) for each process. RPO is the determination of how much data loss, in terms of time, is tolerable before a process is significantly impacted. If the process can be performed manually, please use Attachment A to explain. Use multiple pages if needed.
Key Business ProcessRecovery Time Objective*Recovery Point Objective**Can this be performed manually? For how long? ***Computer Systems/Applications required to perform this process
* Recovery Time Objective in terms of hours, days, or weeks
** Recovery Point Objective in terms of hours, days, or weeks
*** If process can be performed manually, list manual processes in Attachment A
Key Business ProcessRecovery Time Objective*Recovery Point Objective**Can this be performed manually? For how long? ***Computer Systems/Applications required to perform this process3. Quantitative & Qualitative Impact Estimates
For each process listed in Section 2 - Key Business Processes, enter the process name on the next page and complete one page per item. First, quantify the estimated dollar loss incurred as a result of a disruption of the business process listed. Second, identify the intangible business interruption impacts incurred as a result of a disruption of the business process. Use the scoring numbers (0-4) provided in the legend below.
For the purposes of this questionnaire, assume it is midway through the budget cycle (June). If the quantitative or qualitative impact will vary at different points in the biennium cycle, please use the Comments section to explain how and why the impact will change, as well as what will trigger the change.
Examples:
If a server system had to be replaced at the beginning of the biennium, it would have a lower impact than if it had to be replaced near the end of the biennium when funds are lower.
A disruption to business processes in the Elections division would have catastrophic qualitative impacts on Election Day in November, but no to low impact most of the time.
QUANTITATIVE IMPACT ESTIMATESScoringLow RangeHigh RangeImpact to Business or Operations00<$500,000No to Low1$500,000 But <$1,000,000Low to Moderate2$1,000,000But <$3,000,000Moderate3$3,000,000But <$6,000,000Moderate to High4$6,000,000And greaterHigh to Catastrophic
QUALITATIVE IMPACT ESTIMATESScoringImpact to Business or Operations0No to Low1Low to Moderate2Moderate3Moderate to High4High to Catastrophic
BUSINESS PROCESS NAME: ____________________________________________________
Category of Quantitative Loss$ Impact
0 to 1 week$ Impact
1 to 2 weeks$ Impact
2 to 3 weeks$ Impact
3 weeks to 1 month$ Impact
1 month +Loss of Current BusinessLoss of Future BusinessIncrease in Operating CostsIncrease in Interest Income LossNon-Performance PenaltiesDelay in Billing or PaymentsCash Flow Impact to AgencyPotential Liability CostLoss of ProductivityCategory of Qualitative LossImpact
0 to 1 weekImpact
1 to 2 weeksImpact
2 to 3 weeksImpact
3 weeks to 1 monthImpact
1 month +Degraded Customer ServiceDegraded Public Confidence or ImageNoncompliance with Government RegulationsNoncompliance with Contracts and SLAsDegraded Quality of WorkLoss of Stakeholder confidenceDelay Delivery of Internal Products/ServicesDelay Delivery of External Products/Services
Comments:
BUSINESS PROCESS NAME: ____________________________________________________
Category of Quantitative Loss$ Impact
0 to 1 week$ Impact
1 to 2 weeks$ Impact
2 to 3 weeks$ Impact
3 weeks to 1 month$ Impact
1 month +Loss of Current BusinessLoss of Future BusinessIncrease in Operating CostsIncrease in Interest Income LossNon-Performance PenaltiesDelay in Billing or PaymentsCash Flow Impact to AgencyPotential Liability CostLoss of ProductivityCategory of Qualitative LossImpact
0 to 1 weekImpact
1 to 2 weeksImpact
2 to 3 weeksImpact
3 weeks to 1 monthImpact
1 month +Degraded Customer ServiceDegraded Public Confidence or ImageNoncompliance with Government RegulationsNoncompliance with Contracts and SLAsDegraded Quality of WorkLoss of Stakeholder confidenceDelay Delivery of Internal Products/ServicesDelay Delivery of External Products/Services
Comments:
BUSINESS PROCESS NAME: ____________________________________________________
Category of Quantitative Loss$ Impact
0 to 1 week$ Impact
1 to 2 weeks$ Impact
2 to 3 weeks$ Impact
3 weeks to 1 month$ Impact
1 month +Loss of Current BusinessLoss of Future BusinessIncrease in Operating CostsIncrease in Interest Income LossNon-Performance PenaltiesDelay in Billing or PaymentsCash Flow Impact to AgencyPotential Liability CostLoss of ProductivityCategory of Qualitative LossImpact
0 to 1 weekImpact
1 to 2 weeksImpact
2 to 3 weeksImpact
3 weeks to 1 monthImpact
1 month +Degraded Customer ServiceDegraded Public Confidence or ImageNoncompliance with Government RegulationsNoncompliance with Contracts and SLAsDegraded Quality of WorkLoss of Stakeholder confidenceDelay Delivery of Internal Products/ServicesDelay Delivery of External Products/Services
Comments:
BUSINESS PROCESS NAME: ____________________________________________________
Category of Quantitative Loss$ Impact
0 to 1 week$ Impact
1 to 2 weeks$ Impact
2 to 3 weeks$ Impact
3 weeks to 1 month$ Impact
1 month +Loss of Current BusinessLoss of Future BusinessIncrease in Operating CostsIncrease in Interest Income LossNon-Performance PenaltiesDelay in Billing or PaymentsCash Flow Impact to AgencyPotential Liability CostLoss of ProductivityCategory of Qualitative LossImpact
0 to 1 weekImpact
1 to 2 weeksImpact
2 to 3 weeksImpact
3 weeks to 1 monthImpact
1 month +Degraded Customer ServiceDegraded Public Confidence or ImageNoncompliance with Government RegulationsNoncompliance with Contracts and SLAsDegraded Quality of WorkLoss of Stakeholder confidenceDelay Delivery of Internal Products/ServicesDelay Delivery of External Products/Services
Comments:
BUSINESS PROCESS NAME: ____________________________________________________
Category of Quantitative Loss$ Impact
0 to 1 week$ Impact
1 to 2 weeks$ Impact
2 to 3 weeks$ Impact
3 weeks to 1 month$ Impact
1 month +Loss of Current BusinessLoss of Future BusinessIncrease in Operating CostsIncrease in Interest Income LossNon-Performance PenaltiesDelay in Billing or PaymentsCash Flow Impact to AgencyPotential Liability CostLoss of ProductivityCategory of Qualitative LossImpact
0 to 1 weekImpact
1 to 2 weeksImpact
2 to 3 weeksImpact
3 weeks to 1 monthImpact
1 month +Degraded Customer ServiceDegraded Public Confidence or ImageNoncompliance with Government RegulationsNoncompliance with Contracts and SLAsDegraded Quality of WorkLoss of Stakeholder confidenceDelay Delivery of Internal Products/ServicesDelay Delivery of External Products/Services
Comments:
BUSINESS PROCESS NAME: ____________________________________________________
Category of Quantitative Loss$ Impact
0 to 1 week$ Impact
1 to 2 weeks$ Impact
2 to 3 weeks$ Impact
3 weeks to 1 month$ Impact
1 month +Loss of Current BusinessLoss of Future BusinessIncrease in Operating CostsIncrease in Interest Income LossNon-Performance PenaltiesDelay in Billing or PaymentsCash Flow Impact to AgencyPotential Liability CostLoss of ProductivityCategory of Qualitative LossImpact
0 to 1 weekImpact
1 to 2 weeksImpact
2 to 3 weeksImpact
3 weeks to 1 monthImpact
1 month +Degraded Customer ServiceDegraded Public Confidence or ImageNoncompliance with Government RegulationsNoncompliance with Contracts and SLAsDegraded Quality of WorkLoss of Stakeholder confidenceDelay Delivery of Internal Products/ServicesDelay Delivery of External Products/Services
Comments:
4. Identification of Regulatory, Legal, or Service Level Requirements
Briefly describe any regulatory, legal, or customer service level requirements (e.g. ORS, OAR, Accreditation, State Licensing, etc.) associated with the business processes identified in Section 2 - Business Processes that would be impacted if a disruption interrupted business unit operations.
Key Business Process ImpactedRegulatory Requirement, Legal, Service Level Expectation, etc.
5. Business unit Inter-dependencies (work received and work sent)
List any internal business units, in-house central computer systems, data processing service bureaus, or other external entities from which your department receives work and/or sends work to in performing its key business processes. Use multiple pages if needed. If a workflow has been documented for a business process, attach as Attachment B.
Business Process Receiving and Sending the WorkWORK INPUTS
Type of Work/Data Received, Frequency ReceivedRECEIVED FROM
Business Unit, Computer System, or Organization from which the Work is ReceivedWORK OUTPUT
Type of Work/Data Sent, Frequency SentSENT TO
Business Unit, Computer System, or Organization to which the Work is SentExample:
The Process
Process contract requestsWhat goes into it?
How often?
Request for services, variesWho do you get it from?
SOS staffWhat do you do with it?
How often?
Bid requests, final contracts, variesWho does it go to?
Service providers, contractors
6. Identification of Vital Records
A vital record is any information required to support key business processes in daily operations. Vital records are essential to the operation and recovery of a business unit, division, or business location. Vital records can be in many forms, i.e. tapes, CD-Rom disks, microfilm/fiche, hardcopy, reports, reference materials, etc. Use multiple pages if needed.
Key Business Process NameVital Records RequiredType of Media
E = Electronic
P = Paper
M = Microfilm/Microfiche
O = OtherLocation of the Vital Record (e.g. 10th floor file room, system name, off-site storage, etc.)
7. Potential Changes Anticipated Over the next 12 months
What anticipated changes could affect business impacts identified above? When answering, consider the following:
New federal, state regulations
Re-organizations
Computer Systems, Networks, etc.
Changes to distribution network
New business partnerships
How would financial and operations business impacts change under any of the above conditions? Consider:
Budgets
Lost Revenue
Employee morale
Stakeholder confidence
8. Other BIA Related Discussion Issues
(e.g. data backup, dependence on key staff, new applications, etc.)
ATTACHMENT A Manual Processes
Key Business ProcessIdentify Manual Process Used in Event of Disruption (include forms and locations) ATTACHMENT B Business Process Workflows
ATTACHMENT C Vendor Contact Information
Vendor NameContact InformationUsage
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t 0 26 , 5 t5,*al ytl $$If l !v h5 t5,*#v t#v,*:V l .
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