Iterative Business Process Decomposition (IBPD)™

Iterative Business Process Decomposition (IBPD)™ 2017-10-17T16:33:00+00:00

WTG’s alternative to the traditional Business Impact Analysis (BIA) does everything a BIA does—but it does it faster, less expensively, more accurately and with less impact on your staff. More importantly, our IBPD identifies mission critical processes, upstream and downstream dependencies, recovery requisites, Inherent Criticalities™, Resultant Criticalities™, Need/Need+/Need- solutions, Riser Warnings™, Break Points™, Acceptable Risk Points™ and other key NextGen Level 2 data that traditional BIAs don’t even acknowledge exist. Without this data, it is impossible to design the most proportionate and operationally-effective recovery solutions.

The IBPD focuses on business process analysis and borrows techniques from process modeling disciplines to quickly create an accurate view of your critical applications and business process flows. It then becomes a relatively simple effort to map the critical processes to applications and, ultimately, to infrastructure hardware and other recovery requisites. The advantage of the IBPD over a traditional BIA is that we arrive at the RTO and RPO by understanding workflow interactions, as opposed to forcing relatively abstract estimates of loss.

Our IBPD tool simplifies the process dramatically while concurrently improving accuracy because it “calculates” many of the answers automatically. The entire process usually takes less than 10 minutes per business process even though much more granular information is revealed compared to a traditional approach. It’s the best of both worlds…the accuracy and effectiveness of individual interviews with the speed and simplicity of an automated tool.

While the coarse estimates arrived at with a BIA are usually sufficient for typical planning efforts, a much more accurate view is required to define the absolute smallest recovery footprint and to achieve the correspondingly smallest expense outlay. The IBPD is the ideal foundation for all continuity planning efforts and defines the capability required in terms business decision-makers can understand. It also serves as a permanent benchmark for future application development, system integration, training and business process improvement initiatives and becomes a functioning part of your recovery plan at time of disaster.

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WTG’s Executive IBPD


More and more companies inherently acknowledge the need for disaster recovery and business continuity planning. As such, they often forego the details of the Business Impact Analysis (BIA). Others refresh their BIA information every two or three years. In either case, the time and cost of a full-blown needs/impact analysis is often not necessary.

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WTG’s IBPD (BIA) / Needs Analysis Refresh


The rate of change in business today is staggering. In fact, most organizations change so rapidly that the old model of refreshing your BIA every two or three years can leave you at risk. In fact, it’s even worse than that. You can be at risk and paying too much at the same time. New processes must be incorporated into your program when they become important to the organization, not when the next BIA happens to get scheduled. And conversely, old needs get eliminated and/or new, more cost-effective solutions become available.

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Dump Your BIA!

The goal of a traditional BIA is sound in theory—to identify and prioritize the business’ critical processes relative to the losses that would result from their interruption, and then, to convince management to fund the most cost- and operationally-effective architecture to recover those processes in the aftermath of a disaster.

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Dump Your BIA!

It’s time for a faster, more accurate, less expensive approach that actually reduces your DR/BC costs.

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IBPD the NEW BIA

WTG has developed a best practice approach that defines mission-critical applications, second and third level interactions, upstream and downstream dependencies, recovery requisites, data integrity requirements, recovery sequences and solution architectures better than any form of traditional Business Impact Analysis (BIA).

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The BIA’s Fatal Flaws

The goal of a traditional BIA is sound in theory—to identify and prioritize the business’ critical processes relative to the losses that would result from their interruption. However, in practice, this process repeatedly fails to produce the desired results and in virtually every instance we have seen, delays and complicates the recovery planning process.

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The William Travis Group, Inc.
1827 Walden Office Square, Suite 220
Schaumburg, Illinois 60173-4294
P: (847) 303-0055 | F: (847) 303-0378
Info@WilliamTravisGroup.com

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