Disaster Recovery Journal Winter 2022

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more important than what everyone else is doing. More often than not, when the differ ent business units are asked how important they are to the organization’s mission, the majority state they are of critical impor tance. But if management was required to create recovery plans which treated every department as critical, the cost would be prohibitive. Everyone wants to feel what they do is important, and the company could not operate without them. In most cases, they are correct: the company would be impacted if they were not operational. For some departments the impact would not be felt

for days or weeks while for others it would be felt right away. In weighting impact categories, we are attempting to identify the business func tions whose interruption would have an immediate impact on the organization. By weighting BIA impact categories, we are reducing the likelihood the pride of the business units will distort the recovery effort in a manner which detracts from the interests of the organization overall. How To Weight the Impact Categories So how do you go about assigning a weight to each of the impact categories? You do three things: First, consult with the management team supporting your BIA. Gather their

input as to which areas they think are most important. Second, again in collaboration with your management team, look at the impact categories selected and rate them by their relative importance to your company. Consider the mission of your company and how important each impact category is to the organization. For example, a bank might prioritize its impact categories as follows:

1. Loss of revenue. 2. Customer service.

3. Brand, image, and reputation. 4. Penalties, fines, and sanctions. 5. Legal/regulatory requirements. 6. Increase to operating expenses.

24 DISASTER RECOVERY JOURNAL | WINTER 2022

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