Business Impact Analysis BIA masterclass 22317:2015 Guidelines for business impact analysis (BIA)...
Transcript of Business Impact Analysis BIA masterclass 22317:2015 Guidelines for business impact analysis (BIA)...
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
BIA Workshop“Everything you ever wanted to know about BIA
but were afraid to ask”Berkshire Business Continuity Forum
Robin Gaddum FBCI, May 2016
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
What do you want to get out of today?
Agenda
1. What is a Business Impact Analysis and why do you need one?
2. What comes first, BIA or Risk Assessment?
3. A new ISO guidance standard for BIAs to supplement ISO 22301 - so what?
4. What's the secret to a good BIA?
5. Does the BIA have a future as organisations move towards resilience?
What level of experience do we have in the room?
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
What is a Business Impact Analysis (BIA)? Why do you need one?
Source: BCI Good Practice Guide 2013 http://www.thebci.org/
Syndicate Questions (20 minutes):
1. Where does the BIA fit in the BCM Lifecycle?
2. What is the BIA’s purpose?
3. Have a go!
- What should it include?- How to structure it?- How would you present it for
review and approval?
4. How would you go about completing your BIA?
NB: You are allowed to cheat!
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
What comes first, BIA or Risk Assessment?
Syndicate Questions (15 minutes):
1. Who ‘owns’ the BIA and why?
2. How do you determine BIA scope?
3. Do you need to consider worst-case scenarios and if so, why?
4. How do you define the level of impact that is intolerable?
5. What might you do:
- Before starting the BIA?- After completing the BIA?
6. What does your BIA contribute to your BC Plan?
BIA and Risk Assessment –what is the difference?
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
What's the secret to a good BIA?
Syndicate Questions (15 minutes):
1. What internal objections to doing a BIA might you encounter?
2. Common BIA problems from your own experience?
3. Hints and tips for getting it right?
What have we learnt..?
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
ISO/TS 22317:2015Guidelines for business impact analysis (BIA)
Available to buy at http://shop.bsigroup.com/
This new standard offers supplementary guidance to ISO 22301 and ISO 22313
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
Does the BIA have a future and what might it look like?
Issues:
1. Less appropriate for fixed and mobile asset dependent businesses
2. Automation eroding importance of a solely people-centric BIA, e.g. STP
3. Out of date almost immediately
4. Labour and time-intensive
5. Rarely leveraged for information insight and decision support
In summary, the BIA’s cost does not justify its value other than for compliance purposes
Response:
1. Systems modelling approach, e.g. Bayesian networks
2. Systems Impact Analysis to assess fully automated business processes
3. Automatic update in near real time
4. Ditto above
5. Self-service business analytics, dashboards, situation and workflow
As they stand today, BIAs must either dramatically diminish in time, cost and difficulty, or transform into something that enables operations management
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
For more informationRobin Gaddum FBCIAssociate Partner, IBM [email protected] 610130
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
Impact Categories and Risk Appetite example
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
Process impacts example
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
Process prioritisation and Business Continuity requirements
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IBM Resiliency Services: Always there, in an always-on world
© 2015 IBM Corporation
Process resource recovery requirements example