How-to

How to conduct a Business Impact Analysis (BIA)

A business impact analysis (BIA) tells you what to protect first and how fast you must recover. This guide gives you a repeatable method that produces consistent, comparable results.

The trick to a useful BIA is consistency: score every process the same way, so the results are comparable and the derived objectives are defensible.

Resist the urge to make everything 'critical'. The whole point of a BIA is to rank, so you invest where it matters.

How to conduct a business impact analysis

  1. 1
    List your business processes

    Identify the processes the organisation runs, each with an owner and the assets and vendors it depends on.

  2. 2
    Define impact categories and a scale

    Use consistent categories — financial, operational, legal/regulatory, reputational — and anchor a 0–5 scale with written definitions.

  3. 3
    Score impact across time horizons

    Rate each category at 1h, 4h, 24h, 72h and 1 week. Disruption almost always hurts more the longer it lasts.

  4. 4
    Derive recovery objectives

    From the matrix, set MTPD (first horizon at which impact is severe), RTO (just before that), and RPO (data-loss tolerance, never larger than RTO).

  5. 5
    Tier and record

    Convert the scores into a criticality tier, record dependencies and assumptions, and write the objectives back onto each process.

Frequently asked questions

What is the output of a business impact analysis?
A BIA produces, for each process, its recovery objectives (RTO, RPO, MTPD), a criticality score and tier, and a record of dependencies — the inputs to continuity strategy and planning.
Who should be involved in a BIA?
Process owners provide the impact judgement; a continuity lead ensures consistency of scoring across processes. Tooling that derives objectives from the scores removes spreadsheet errors.

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