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Please note the sample Business Impact Analysis (BIA) shown in this section is designed for business continuity planning in general and is NOT specific to pandemic influenza preparedness. Of course the information gained by conducting a BIA using this example can be used for pandemic preparedness, and indeed should be used in the formation of your pandemic influenza plan.

The purpose of the Business Impact Analysis (BIA) is to identify the effect of many different external and internal impacts upon the various parts of your company in times of crisis. It will show which parts of the organisation will be most affected by an incident and what effect it will have upon the upline and downline operational processes as a whole.

A BIA is typically in the form of a questionnaire which is given to operational managers and/or departmental heads. They fill in the questionnaire themselves and are subsequently interviewed to clarify their answers.

Once all have been interviewed and the answers have been consolidated, the results will give tremendous insight into mission critical/non-critical processes, interdependent processes, back-ups, losses per day of disruption, and much more.

It is a very useful exercise to go through, especially for the respondents, who may have not analysed their jobs in such detail before, even if they have been in that position for many years.

You should use the BIA to establish which business functions/processes are the most critical to the company's survival, and equally, which functions/processes are least critical. It is important to note that the BIA is not a risk analysis or risk assessment. Risks are those 'smaller elements' which threaten processes, and are dealt with separately in our Risk Assessment section.

To see our Risk Assessment section, simply subscribe, then access it from the restricted Bird Flu Manual Online "Contents Page". Subscription is free.

The BIA will allow us to focus efforts on the risks to critical processes whilst allowing us to give less weighting (and human/financial resources) to risks which only effect non-critical processes.

The results of the BIA will ultimately form the backbone of a company's business continuity plan and is very important in the formation of the fundamental structure in which we will proceed. To this end, the questions need to be given due consideration when forming responses.

Additionally whenever possible, respondents should embed or attach charts/graphs/maps to further explain their departmental functions. As a minimum, they should include a freshly drawn department organisation chart and a process map of key processes. These will be identified in the questionnaire.

Respondents should answer the questions as best they can using as little or as much information as they feel is required. If in doubt, use a worst-case scenario to describe disruptions. They will have an opportunity at a later date to meet with the person carrying out the BIA in a one-on-one interview to discuss any questions they may have and to clarify their responses.

Please ensure they limit the scope of their responses to their department only. This will limit the possibility of 'double counting' the function/process ratings that are awarded later. Please note there are no right or wrong answers and no right or wrong way of completing this questionnaire, indeed many of the questions even call for 'gut feelings'.

To create your Business Impact Analysis Questionnaire use the sample generic questions below and add a few of your own as necessary to suit the idiosyncrasies of your industry type. Give respondents a 'box' after each question to place their answers in.

Sample Business Impact Analysis Questionnaire

(A ready made, fully customizable template of this document is available for purchase and download. For details please click here).

Note to respondents: Please read the whole questionnaire at least once before beginning your responses.


SECTION 1: RESPONDENT INFORMATION

1.1 Name: (Your name here:)

1.2 Job Title:

1.3 Department/Division:

1.4 Office Location: (building, floor, room number)

1.5 Experience: (How many years experience have you had with your company and in this industry in general?)

1.6 Skill Sets: (List additional skill sets and working experience you have acquired in your career)

1.7 Disruption Exposure: (Summarise your experiences of disruption in the workplace. What was the cause of the disruption? How long was it before a return to normal? What was the overall short term and long term impact to the business)

1.8 Cross Utilisation: (What other managerial and/or operational roles within your company have you held? Include on long and short term)

1.9 Pandemic Concerns: (If a global pandemic (such as Bird Flu) was to threaten your town/city, what would be your major concerns for your department from a business/operational perspective?)


SECTION 2: KEY DEPARTMENT FUNCTION

2.1 Key Departmental Function: (Describe in summary the primary function performed by your department)

2.2 Key Function Processes: (List and describe the processes used to accomplish this key function. Use process map graphics if possible)

2.3 Key Function Processes Cycle Times: (Quantify the cycle time for each key function process to complete in hours, days, weeks or months)

2.4 Key Function Processes Maximum Outage Tolerance: (List each key function process and state how long you can last without disruption if the process was to fail)

2.5 Key Function Processes Failure Impact Assessment: (List each key function process and give a rating on the operational impact from failure beyond the Maximum Outage Tolerance. Use: 0=no impact, 2=minimal, 4=moderate, 6=moderate heavy, 8=heavy, 10=severe)

2.6 Key Function Process Current Workaround: (List each key function process and state whether a workaround exists and what that workaround is)


SECTION 3: SECONDARY DEPARTMENT FUNCTION(S)

3.1 Secondary Functions: (describe in summary any secondary functions performed by your department)

3.2 Secondary Function Processes: (Describe the processes used to accomplish these secondary functions. Use process map graphics if possible)

3.3 Secondary Function Process Cycle Times: (Quantify the cycle time for each secondary ?function process to complete in hours, days, weeks or months)

3.4 Secondary Function Processes Maximum Outage Tolerance: (List each secondary function process and state how long you can last without disruption if the process was to fail)

3.5 Secondary Function Processes Failure Impact Assessment: (List each secondary function process and give a rating on the operational impact from failure beyond the Maximum Outage Tolerance. Use 0=no impact, 2=minimal, 4=moderate, 6=moderate heavy, 8=heavy, 10=severe)

3.6 Secondary Function Process Current Workaround: (List each secondary function process and state whether a workaround exists and what that workaround is)


SECTION 4: DEPARTMENTAL ASSIGNMENTS

4.1 Deliverables: (Describe the deliverables provided by your department)

4.2 Internal Clients: (List your internal clients)

4.3 External Clients: (List your external clients)

4.4 Compliance/Regulatory Issues: (Describe any regulatory requirements under which your department operates)

4.5 Peak Volumes/Critical Times: (What are your peak volume or critical times and why? Describe daily, weekly, monthly and/or annually)

4.6 Determining what?s lost: (Describe the process if any, you would use to determine what paper/electronic information was lost in any disaster)

4.7 Recovery/Recreation: (Describe the recovery/recreation process you would use for that information)

4.8 Handling Backlog: (Describe the process you would use to handle the backlog and catch up)

4.9 Short Term Planned Changes: (Describe any anticipated changes to the department structure or required systems over the next 24 months)


SECTION 5: INFORMATION TECHNOLOGY

5.1 Operating system used:

5.2 Computer applications used:

5.3 Mainframe/servers located:

5.4 Tech support provided by:

5.5 Manual Backup: (Should the systems be unavailable for an extended period, are there manual backup procedures in place? Are those procedures documented?)

5.6 Vital Records Backup: (Records - all media, hard and soft copies, that are considered essential to the continuation of your departmental services. List below all your current vital records including email and laptop usage)

Vital Data Records

Backed Up: Y or N

If Y - where

If N - action to be taken

How regular is back up performed


SECTION 6: INTER-DEPENDENCIES

6.1 Downline dependencies: (Describe who or what ? internally and externally - is dependent on your department?s function)

6.2 Downline dependencies location: (Where is work sent to from your department and how is it sent? List internal and external client names)

6.3 Downline dependencies failure: (List each downline dependency and describe the impact to each if you are not able to deliver)

6.4 Downline dependencies workaround: (List each downline dependency and describe any existing workarounds for you or the internal/external client)

6.5 Upline dependencies: (Describe who or what function ? internally and externally - your department is dependent on. Where and how is work received from to initiate processes?)

6.6 Upline dependencies failure: (List each upline dependency and describe the impact if any sources are not available?)

6.7 Upline dependencies workaround: (List each upline dependency and describe any existing workarounds)

6.8 Third Party Dependencies: (List any third party dependencies and the impact if they cannot deliver. eg. ad agency unable to provide copy, newswires services down, and describe any existing workarounds)


SECTION 7: DEPARTMENTAL PERSONNEL

7.1 Key Personnel (position) overall responsible for recovery:

7.2 Key Personnel (position) to lead the recovery:

7.3 Deputy Personnel (position) for primary and secondary key personnel:

7.4 Impact if no leadership available: (Describe what would happen if neither primary and secondary and deputies are not available)

7.5 Total Staff: (What is the total number of personnel in your department?)

7.6 Remote Working: (List job functions in your department which can be preformed off premises ie. at home. Include equipment/information requirements)

7.7 Staff Rotation: (Describe any staff rotation scheme or cross utilisation of job functions within your department)


SECTION 8: SUPPLIERS (includes vendors and support)

8.1 Critical Suppliers: (List your department?s critical suppliers, what is supplied and frequency of delivery)

8.2 Critical Supplier Failure: (What is the impact if supply is not available. State maximum tolerances where possible)

8.3 Critical Supplier Failure Workaround: (What workarounds are in place if supply is not available? State maximum tolerances where possible)

8.4 Critical Supplier Contingency Plan: (List suppliers and state if they have a documented contingency plan. Do you have a copy? Has it been tested?)

8.5 Critical Supplier Obligations (State what contractual obligations exist for supply continuity)


SECTION 9: ALTERNATE SITES

9.1 Primary: (Name your primary alternate site location. Include address, space availability, description of infrastructure, communications/ IT access)

9.2 Primary Site Logistics and Special Needs: (Describe physical requirements including security, proximity to upline/downline units, restrictions, access, transport to/from. What set up time is required?)

9.3 Secondary: (Name your secondary alternate site location. Include address, space availability, description of infrastructure, communications/ IT access)

9.4 Secondary Site Logistics and Special Needs: (Describe physical requirements including security, proximity to upline/downline units, restrictions, access, transport to/from. What set up time is required?)


SECTION 10: DEPARTMENT REVENUES & EXPENSES

10.1 Revenues: (List the primary and secondary departmental functions and estimate annual revenues for each one. Put 'nil' if function is not revenue generating)

10.2 Revenues Recapture: (State as a percentage the likelihood of recapturing revenue lost to disruption if the disruption lasts 1 day, 2 days, 3 days etc.)

10.3 Recurring Contractual Revenues: (As a percentage of total departmental revenues what percentage comes from long term recurrent contracts and what comes from daily or short term contracts)

10.4 Material Departmental Costs: (List the Top 5 largest departmental costs eg. staff costs, rental, raw material, paper etc.)

10.5 Mitigating Savings: (What dollar savings would be made in the event of a disruption? Eg. reduction in overtime, or 'rent free period' during building closure. Show the impact if the disruption lasts 1 day, 2 days, 3 days etc.)


SECTION 11: EXPOSURE IDENTIFICATION MATRIX

11.1 Using the accumulated data you have attained by completing the previous sections in this questionnaire, please show your overall 'feel' by populating the following matrix. Determine the exposure that would be incurred by your department should an unplanned interruption in operations occur. In order to establish financial impact, we must estimate loss associated with the loss of the facility and/or automation.

To assist with loss identification, the following impact categories apply:


The following number scores have been established to provide firm tangible and intangible exposure categories for cross-company comparison:

Cumulative Dollar-Loss Ranges (Tangible)

Customer Service and Goodwill Loss Ranges (Intangible)

Using the Impact Categories to classify the type of loss incurred and the Loss Ranges (0 through 10), specify your estimated amount of exposure during each time period below:


Example:

We encourage you to compile your own Business Impact Analysis Questionnaire and use it to analyse the processes within your business.

You are welcome to make use of (for your own use only) the questions from the example BIA we have provided for you above. These are generic questions which work for almost all businesses, however you may wish to customize the questions to suit your own needs.

Alternatively, download our ready made, fully customizable, Business Impact Analysis Questionnaire Template at our special 50% discount price of only US$24.95 (comes in MS. Word format with a PDF copy).

This discounted price won't last long so we encourage you to take advantage of this offer now.


The 16 page template includes the following Sections:

Introduction and Instructions
Section 1: Respondent Information
Section 2: Key Department Function
Section 3: Secondary Department Function(s)
Section 4: Departmental Assignments
Section 5: Information Technology
Section 6: Inter-Dependencies
Section 7: Departmental Personnel
Section 8: Suppliers (Includes vendors and support)
Section 9: Alternate Sites
Section 10: Department Revenues & Expenses
Section 11: Exposure Identification Matrix

To purchase the template now (even if it's the middle of the night), simply click on the secure PayPal payment button below.

(Please note: Payment will be made to our parent company 'Continuity Business Solutions Ltd.')


Once you have made your payment by credit card or your PayPal account if you have one, you will immediately receive an email with a link to our download page where you can download the template directly to your desktop.

It’s that easy! You’ll be working on your Business Impact Analysis Questionnaire in just a few minutes.


While you’re there check out some of our other great time saving pandemic preparedness products. And don't forget, all of our products come with a 30-day no questions asked money back guarantee!

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For all the tutorials, templates and tools you’ll need to prepare your business for pandemic flu, including conducting your own business impact analysis check out the Pandemic Response Manual for Business Preparedness and Survival.

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More help? Need a complete solution? Something with all the hard work done for you? Something with customisable templates of procedures, presentations, project timelines and tutorials … to hand hold you through it all? Then you’re looking for our Pandemic Response Manual. It has all of this and much, much more. To learn more about it and get some free stuff click here.





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More help? Need a complete solution? Something with all the hard work done for you? Something with customisable templates of procedures, presentations, project timelines and tutorials … to hand hold you through it all? Then you’re looking for our Pandemic Response Manual. It has all of this and much, much more. To learn more about it and get some free stuff click here.

Latest Bird Flu / Avian Flu News From Medical News Today.

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Novavax, Inc. (Nasdaq: NVAX) announced publication of the preclinical study results that supported the clinical development of the company's investigational VLP vaccine against the H3N2, H1N1 and B influenza strains. The study, which was conducted by scientists from the University of Pittsburgh, Center for Vaccine Research and Novavax, was published in the June 24, 2009 online issue of PLoS ONE.

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06/05/2009 06:00 PM

Animal Production And Health To Be Addressed At FAO/IAEA Symposium

An international symposium to be held in Vienna next week will focus on the use of nuclear technologies to enhance animal nutrition and reproduction strategies and to detect and control animal-origin diseases that can be transmitted to humans, such as swine and avian influenza. Around 500 animal production and health experts from over 100 countries will present up-to-date findings for solving or alleviating factors affecting animal production.

06/04/2009 04:00 PM

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New data on the persistence of avian influenza viruses in the environment has allowed a team of University of Georgia researchers to create the first model that takes into account both direct and indirect transmission of the viruses among birds. The model, which is detailed in the early online edition of the journal Proceedings of the National Academy of Sciences, has the potential to shed new light on how outbreaks begin in wild bird populations.

06/02/2009 06:00 PM

News From The American Chemical Society, May 27, 2009

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05/25/2009 03:00 PM

Tighter Surveillance Of Swine Flu In Pigs Needed Worldwide Says CDC

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05/13/2009 08:00 PM

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04/30/2009 06:00 PM

Avian Flu Research Sheds Light On Swine Flu Outbreak

A new study by University of Maryland researchers suggests that the potential for an avian influenza virus to cause a human flu pandemic is greater than previously thought. Results also illustrate how the current swine flu outbreak likely came about. As of now, avian flu viruses can infect humans who have contact with birds, but these viruses tend not to transmit easily between humans.

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As countries around the world ready themselves for the possibility of a global pandemic in the wake of increasing numbers of confirmed cases of people infected with a new strain of A/H1N1 influenza virus that is being described as swine flu, investigations digging deeper into the history and evidence surrounding the outbreak are coming up with more questions than answers.

04/28/2009 11:00 PM

NanoViricides, Inc. Says Flu-Cide Drug Designed To Destroy All Influenza A Viruses Including Swine And Bird Flu

NanoViricides, Inc. (OTC BB: NNVC.OB) (the "Company"), announced that it is developing FluCide(™), its flagship anti-influenza drug candidate, to work against all influenza types and subtypes. FluCide has been shown to be effective against both common influenza subtype H1N1, as well as two different variants of bird flu subtype H5N1.

04/28/2009 09:00 PM

Pandemic Flu Vaccine 6-Month Time Lag Warns Scientist

New research published April 27 from the University of Leicester and University Hospitals of Leicester NHS Trust warns of a six-month time lag before effective vaccines can be manufactured in the event of a pandemic flu outbreak. By that time, the first wave of pandemic flu may be over before people are vaccinated, says Dr Iain Stephenson, Consultant in Infectious Diseases at the Leicester Royal Infirmary and a Clinical Senior Lecturer at the University of Leicester.

04/28/2009 06:00 PM

Scientist Warns Over Pandemic Flu Vaccine Six-month Time Lag

New research published from the University of Leicester and University Hospitals of Leicester NHS Trust warns of a six-month time lag before effective vaccines can be manufactured in the event of a pandemic flu outbreak. By that time, the first wave of pandemic flu may be over before people are vaccinated, says Dr Iain Stephenson, Consultant in Infectious Diseases at the Leicester Royal Infirmary and a Clinical Senior Lecturer at the University of Leicester.

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