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 must be eliminated when new, more cost-effective solutions become available.
In order for your program to meet your current requirements for the lowest possible cost, your baseline recovery needs should be updated at least annually, and more often for obvious changes. But it is easier to do so than you might think. Once your staff is familiar with the process and your initial requirements have been defined, WTG can refresh your recovery requirements in a fraction of the time (and for a fraction of the cost) of a full-blown BIA. Our proprietary IBPD tool enables us to conduct the necessary interviews online via web conferencing so that typical scheduling difficulties are completely eliminated…we give you direct access to our calendars and you simply schedule any open time that matches your staff’s availability. There’s never been an easier or more accurate way to define your latest needs.
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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.
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).
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.