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Volume 27, Issue 4

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Give BIAs the Axe with Workshop Approach

Written by  Damian Walch, CISA, MBCI, CISSP November 22, 2007

The business impact analysis (BIA) has long been considered the favored tool used to develop a business case for a disaster recovery program. For as many years as I’ve been in this industry (13) it has been the standard approach (with some minor variations) that companies employ to determine the impact(s) that a business disruption would have on a company over time. In its truest form, it is a wonderful mechanism to obtain information about business process priorities and impacts to the business in the event of a disaster. This is accomplished by determining which business processes would have the largest financial (e.g. lost revenue, increased expense, lost market share) or operational (e.g. loss of decision-making or control) impacts in the event of a disaster. The glossary on www.drj.com, a mainstay amongst business continuity professionals, defines a BIA as: “The process of analyzing all business functions and the effect that a specific

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