This is an assignment on business continuity and planning.

1.
BUSINESS IMPACT ASSESSMENT (BIA)
1. List your organization’s ​Key Functions​in priority order.
Key Affected Functions
1.Pending Orders
2.Tracking in Stock Items
3.Transportation of the product
4.Credit Card Processing
5.Online assistance
6. Website Product Search Database
1. Using the guidance set out below undertake a Business Impact Analysis of your department, filling in your answers to the following
questions on the blank BIA Proforma sheet under the relevant headings:

2. PEOPLE PREMISES PROCESSES PROVIDERS PROFILE
Key Staff:
Software Engineer
System Analyst Technical
Support Database
Administrator Technical
consultant Web developer
Database Administrator
System Engineer
Business Analyst
Buildings:
Off Eastern Express
Highway,
Sion (East) Mumbai, South
Yorkshire
IT:
Communication Data
Management Marketing
Process Improvement
Enterprise Resource
Planning
Reciprocal
Arrangements:
BCP Partners with
Synstar International
Reputation:
Employees
Customers
Shareholders
Supplier
Distributor
Skills / Expertise /
Training:
Specialised IT specific
Training
Facilities:
● Building
Manufacturing
● Plant Hardware
Inspection and
Management
● Space Management
& Migration
● Business Continuity
Documentation:
● Customer's Information
(Online)
● Supplier Information
(Online)
● Distributor Information
(Online)
● Company bylaws for
corporations
● Employment agreement
Online terms of use
● Online privacy policy
Non-disclosure
agreement
Contractors / External
Providers:
● Glen Dimplex
Group Morphy
Richards,
● EIO Morphy
Richards,
Dimplex,
● Aqua Vac,
● Belling EWT,
● Goblin,
● Electromode,
Faber,
● AKO,
● Glen, Stoves, New
World & Riedel.
Legal Considerations:
● Basic legal
requirements
Trademarks,
copyrights & patents
● Trades Description
Act
● Sale of Goods Act
Insurances Taxes
Minimum Staffing
Levels:
6 to 7
● Equipment /
Resources:
● Servers Hardware
(networks, servers
Software Application
desktop and laptop
computers, wireless
Systems &
Communications
● Database Systems,
● Computers,
● Laptops,
● Printers
Suppliers:
● Computer
Hardware
providers.
● Software Service
Providers
Vulnerable Groups:
● Prospective
Customers
● Customers seeking
service
● New Customer

3. devices and
peripherals)
● Connectivity to a
service provider (fiber,
cable, wireless, etc.)
● Computer Room
Service Centers
● Supplier and
Distributor

4. CONSIDERATIONS FOR INCREASING YOUR ORGANISATION’S RESILIENCE
PEOPLE PREMISES PROCESSES PROVIDERS PROFILE
Key Staff:
Can staff be contacted out
of hours?​YES
Could extra capacity be
built into your staffing to
assist you in coping during
an incident?
MAYBE
Buildings:
Could you operate from
more than one
premise?​YES
Could you relocate
operations in the event of a
premise being lost or if
access to the premise was
denied?
MAYBE, BUT
TEMPORARY
IT:
Is data backed-up and
are back-ups kept off
site?
YES
Do you have any
disaster recovery
arrangements in
place?​YES
Reciprocal
Arrangements: ​Do you
have agreements with
other organisations
regarding staffing, use of
facilities in the event of an
incident?​MAYBE
Reputational Damage:
How could reputational
damage to your
organisation be
reduced?​BY​ ​MAKING
PEOPLE MORE AWARE
ABOUT PRODUCT
How could you provide
information to staff and
stakeholders in an
emergency (e.g. press
release)?
LOCAL MEDIA,
NEWSLETTER
Skills / Expertise /
Training: ​Could staff be
trained in other roles?​YES
Could other members of
staff undertake other
non-specialist roles, in the
event of an incident?​YES
Facilities:
Are any of your facilities
multi- purpose?​YES
Are alternative facilities
available in the event of
an incident?​YES
Documentation:
Is essential documentation
stored securely (e.g. fire
proof safe,
backed-up)?​YES
Do you keep copies of
essential documentation
elsewhere?​YES
Contractors / External
Providers:
Do you know of
alternative contractors or
are you reliant on a single
contractor?​NO
Do your contractors
have contingency plans
in place?​YES
Could contractors be
contacted in the event of an
incident?​MAYBE
Legal Considerations:
Do you have systems to
log decisions; actions; and
costs, in the event of an
incident?​YES

5.
Minimum Staffing
Levels: ​What is the
minimal staffing level
required to continue to
deliver your key functions
at an acceptable level?​20
What measures could be
taken to minimise impacts of
staff
shortfalls?​FREELANCER
Equipment / Resources:
Could alternative
equipment / resources be
acquired in the event of an
incident /
disruption?​MAYBE
Could key equipment
be replicated or do
manual procedures
exist?​NO
Systems &
Communications:
Are your systems
flexible?​YES
Do you have
alternative systems in
place (manual
processes)?​YES
What alternative means
of communication
exist?​YES
Suppliers:
Do you know of
suitable alternative
suppliers?​YES
Could key suppliers be
contacted in an
emergency?​YES
Vulnerable Groups:
How could vulnerable
groups be contacted /
accommodated in the event
of an incident?​YES

6. USING BUSINESS IMPACT ANALYSIS TO BUILD A PLAN
BIA
Identifies your requirements
for continuing Your key functions
DETAILS Business Continuity Plan
Documents how your requirements identified in
the BIA can be achieved
PEOPLE
Key Staff Top level executives; Electrical engineers;
Marketers; Ground level staff; Database managers;
Software developers
Notification / invocation procedure / protocol
Information and advice to staff (response
procedures)
Expertise / competence required Having competitive knowledge of electrical
engineering and electrical appliances
Key staff / contact list (including out of hours
details
Multi skill training in key areas
Minimum staffing levels required
to continue / recover key functions
In order to provide minimum required services, we
would be needing at least 11.2 hrpd
ReciprocaL Arrangements to cover staff short falls
Home working
Staff welfare
issues
PREMISES
Key facilities R&D Lab; Distribution Centre; Assembling plant Loss / damage assessment
Site security
Key Equipment , Key Resources Autonomous modelling tool; Project Management
softwares
Inventories of equipment/ resources and details of
how to recover these
Copies / Back-ups / safe storage (recovery
procedure)
Checklists
Data recovery procedures
Buildings South Yorkshire Headquarters; Mexborough;
Rotherham
Salvage, site clearance and cleaning arrangements
PROFILE
Key stakeholders Employees​; ​Customers; Distributors; Shareholders Stakeholder liaison (regulator, clients, unions)
Notification of at risk groups / alternative
care arrangements
Legal / statutory /
regulatory requirements
LLC Operating Agreement; Privacy Policy; Stock
Certificate; Trademark assignment agreement
Public information / advice

7.
Business Impact Analysis Worksheet
Department / Function / Process​ ​IT DEPARTMENT Operational & Financial Impacts
Timing / Duration Operation Impact (Cumulative) Financial
Impact
● < 1 hour(None) None
0
• >1 hr. < 8 hours(Insignificant) • Customer dissatisfaction
• Lost sales and income
10
• > 8 hrs. <24 hours(Minor) • Increased expenses (e.g., overtime labor, outsourcing,
expediting costs, etc.)
11 to 50
• > 24 hrs. < 72 hrs(Moderate) • Regulatory fines
• Customer dissatisfaction or defection
51 to 100
• > 72 hrs|(Moderate) • Customer dissatisfaction and defection 51 to 100
• > 1 week(Major) • Negative cash flow resulting from delayed sales or income
• Contractual penalties or loss of contractual bonuses
101 to 150
• > 1 month(Catastrophic) • Delay executing business plan or strategic initiative 151 or more

8.
Timing: ​Identify point in time when interruption would
have greater impact (e.g., season, end of
month/quarter, etc.)
Duration: ​Identify the duration of the interruption or
point in time when the operational and or financial
impact(s) will occur.
• < 1 hour
• >1 hr. < 8 hours
• > 8 hrs. <24 hours
• > 24 hrs. < 72 hrs.
• > 72 hrs.
• > 1 week
• > 1 month
Considerations (customize for your business)
Operational Impacts
• Lost sales and income
• Negative cash flow resulting from delayed sales
or income
• Increased expenses (e.g., overtime labor,
outsourcing, expediting costs, etc.)
• Regulatory fines
• Contractual penalties or loss of contractual
bonuses
• Customer dissatisfaction or defection
• Delay executing business plan or strategic initiative

9. ready.gov/business
Business Continuity Resource
Requirements
Resource Category
Resource Details
Normal
Quantity
24 hours 72 hours 1 week Later (specify)
Managers
Plant managers, Product
Managers, Production
Manager, Logistics and
Supply Chain managers,
Finance managers,
Procurement Manager
4
✓
Staff
Primary site, relocation site
and recovery site
100 ✓
Office space
Area for office setup for the
different managers and
stations for work
500 Sqm
✓
Office equipment
Furniture, phone, fax, LAN
System, Boards, Stationary
Lumpsum
✓
Office technology
Desktops and laptops (with
software), printers with
connectivity; wireless
devices (with email
access)
10 – Desktops
3 – Laptops
2 – Printers
1 _WLAN
device
✓
Vital records, data,
information
Location, backups, and
media type
✓
Production
Facilities
Owned, leased, or
reciprocal agreement
10000 SQM
✓
Production machinery &
Equipment
Especially custom
equipment with long
replacement time
Lumpsum
✓

10.
Dies, patterns,
molds, etc. for
machinery
& equipment
Specialized R&D machinery and
Inventory
Lumpsum
✓
Raw Materials
Single or sole source
suppliers and possible
alternatives
Lumpsum
✓
Third party
services
3rd Party Logistics Provider
✓
Instructions: ​Identify the resources required to restore business operations following a disaster. Estimate the resources needed in the days and weeks following the
disaster. Also review information technology disaster recovery plan for restoration of hardware and software.