This document discusses conducting a business impact analysis (BIA) to develop an effective business continuity plan for an organization. It provides details on BIA steps like information collection through surveys, impact analysis, measuring disruptions, and developing continuity strategies and plans. Specific topics covered include analyzing resource requirements, dependencies, financial and non-financial impact methodologies to determine recovery time objectives, and how BIA results can be used to identify elements for business continuity strategies and plans. Challenges of the BIA process like commitment to the process, quality of survey data, and changes over time are also summarized.

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Effective BIA for optimum
BCM Benefit
Abdulrahman Alonaizan
Manager – Business Continuity Division
Arab National Bank
Saudi Arabia
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The BCM Cycle
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The Business Impact Analysis (BIA) process
 Information Collection
 Impact Analysis
 Measuring of disruptions
 Deriving BC Strategies
 Developing BC Plans
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Information Collection
Sample BIA Survey Page
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Service Code RGCAC01 RGCAC02 RGCAC03
Service Name Credit Document
Custody
Credit Limits
Maintenance
Credit Admin
Description Keep the Original copies
of documents from
Clients
Enter clients credit limit,
check loans against
limits.
- Update Credit
Information.
- Credit Reporting.
- Credit checking with
ANB and Others Banks.
- Enter treasury related
limits.
Is this service critical? Yes Yes Yes
Is there a workaround for the service /
process? If yes, please describe briefly
Yes, Manual Procedures No (Needs applications) No (Needs applications)
Minimum level at which the service needs to
be performed upon resumption
60% 60% 60%
Are there any seasonal features / aspects of
this service / process
Every last week of the
Month
Every last week of the
Month
Every last week of the Month

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Information Analysis
 Understand business processes
 Define resource requirements
 Determine business impact
 Determine dependencies
 Identify vital records
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Disruption Timeline
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Financial Impact
Methodology to link the RTO with the financial
loss due to the disruption of a service
If average daily net income of Organization is: SR 1,000,000
2% of average daily net income of Organization: SR 20,000
Average hourly lost revenue due to service disruption : SR 2,500
The RTO will be reached at (20,000/2500) = 8 hours 8

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Non-financial impact
Methodology of deriving RTO from non-financial impact:
The least time when the non-Financial Impact of a disruption of
service reaches or exceeds the threshold for RTO (typically 5).
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In the example above, the level of customer dissatisfaction
reaches 5 in “up to 1 day.” The recommended RTO will be one
day.
0
1
2
3
4
5
6
7
8
9
10
Reputation and
image
Legal &
compliance
Customer
dissatisfaction
Internal
dependencies
Up to1 day
2 –7 days
7–30 days
>30 days
8-10 = High impact
5-7 = Medium impact
1- 4 = Low impact
0 = No impact

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Using BIA results for Business Continuity Plans
 Information update
o Resource requirements
 Technology
 Staff
 Workplace
 Dependencies
 Workarounds / Manual Procedures
 Vital Records
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BC Strategy Elements Derived from BIA
 Services RTO / MTPoD
 Sequence of recovery
 Seating capacity requirements
 DRC capabilities
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BIA Challenges
 Commitment of Managers to Business Continuity
 Quality of the survey input (accuracy and completeness
of information)
 Changes in services / processes / applications
 Business Units’ understanding of the BIA process
 Changes in the organization
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Thank You
Any questions?
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