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Volume 31, Issue 2

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Wednesday, 10 October 2018 14:47

Step One

Organizations often make a false assumption as they approach the start of a Business Impact Analysis (BIA) or recovery plan building: they assume that staff members can define the business processes that they are engaged in as part of normal operations.  The truth is that many people struggle to define the processes that they are regularly engaged in at the proper level, despite being part of an organization for many years and performing in the same role for a long period of time.  A process inventory is an essential prerequisite for a BIA or for plan building.   Failing to define processes at the appropriate level will yield inaccurate BIA results and could result in the creation of ineffective recovery plans.

The most common error in defining processes is the elevation of the individual tasks that are involved in performing a process to the level of a process.  If tasks are defined as processes, subject matter experts will have challenges identifying impacts at such a micro level of activity.  When processes are defined at excessively high levels of operation, the impact of a disruption can be exaggerated as all activity at such elevated levels is inflated.

Plan building is similarly problematic when processes are not properly defined.  Plans scoped at task level may fail to account for the complexity of operations and risk not identifying critical aspects of the recovery.   Planning at upper levels of the organization can result in over-sized plans that are difficult to execute and impossible to exercise effectively.

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https://fairchildrs.com/step-one/