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implementation of the business continuity plan, the implementation will require significant resources. Those resources include a large amount of effort (BCP will likely become the focus of a large part, if not all, of the organization) as well as direct financial expenses. For this reason, the team must use its BCP implementation powers judiciously yet decisively.

      An effective business continuity plan requires the expenditure of significant resources, ranging from the purchase and deployment of redundant computing facilities to the pencils and paper used by team members scratching out the first drafts of the plan. However, as you saw earlier, personnel are one of the most significant resources consumed by the BCP process. Many security professionals overlook the importance of accounting for labor, but you can rest assured that senior management will not. Business leaders are keenly aware of the effect that time-consuming side activities have on the operational productivity of their organizations and the real cost of personnel in terms of salary, benefits, and lost opportunities. These concerns become especially paramount when you are requesting the time of senior executives.

      You should expect that leaders responsible for resource utilization management will put your BCP proposal under a microscope, and you should prepare to defend the necessity of your plan with coherent, logical arguments that address the business case for BCP.

       Real World Scenario

      Explaining the Benefits of BCP

      At a recent conference, one of the authors discussed business continuity planning with the chief information security officer (CISO) of a health system from a medium-sized U.S. city. The CISO's attitude was shocking. His organization had not conducted a formal BCP process, and he was confident that an informal approach would work fine in the unlikely event of a disaster.

This attitude is one of the most common arguments against committing resources to BCP. In many organizations, the attitude that the business has always survived, and the key leaders will figure something out in the event of a disaster, pervades corporate thinking. If you encounter this objection, you might want to point out to management the costs that will be incurred by the business (both direct costs and the indirect cost of lost opportunities) for each day that the business is down. Then ask them to consider how long a disorganized recovery might take when compared to an orderly, planned continuity of operations (COOP).

      Conducting a formal BCP effort is particularly important in healthcare organizations, where the unavailability of systems could have life-or-death consequences. In October 2020, the U.S. Cybersecurity and Infrastructure Security Agency (CISA) issued an alert notifying healthcare organizations of an outbreak of ransomware activity specifically targeting their work. Strong continuity plans play an essential role in defending against these availability attacks.

      Legal and Regulatory Requirements

      Many industries may find themselves bound by federal, state, and local laws or regulations that require them to implement various degrees of BCP. We've already discussed one example in this chapter—the officers and directors of publicly traded firms have a fiduciary responsibility to exercise due diligence in the execution of their business continuity duties. In other circumstances, the requirements (and consequences of failure) might be even more severe. Emergency services, such as police, fire, and emergency medical operations, have a responsibility to the community to continue operations in the event of a disaster. Indeed, their services become even more critical in an emergency that threatens public safety. Failure to implement an effective BCP could result in the loss of life or property and decrease public confidence in the government.

      In many countries, financial institutions, such as banks, brokerages, and the firms that process their data, are subject to strict government and international banking and securities regulations. These regulations are necessarily strict because their purpose is to ensure the continued operation of the institution as a crucial part of the economy. When pharmaceutical manufacturers must produce products in less-than-optimal circumstances following a disaster or in response to a rapidly emerging pandemic, they are required to certify the purity of their products to government regulators. There are countless other examples of industries that are necessary to continue operating in the event of an emergency by various laws and regulations.

Even if you're not bound by any of these considerations, you might have contractual obligations to your clients that require you to implement sound BCP practices. If your contracts include commitments to customers expressed as service-level agreements (SLAs), you might find yourself in breach of those contracts if a disaster interrupts your ability to service your clients. Many clients may feel sorry for you and want to continue using your products/services, but their own business requirements might force them to sever the relationship and find new suppliers.

      On the flip side of the coin, developing a strong, documented business continuity plan can help your organization win new clients and additional business from existing clients. If you can show your customers the sound procedures you have in place to continue serving them in the event of a disaster, they'll place greater confidence in your firm and might be more likely to choose you as their preferred vendor. That's not a bad position to be in!

      All of these concerns point to one conclusion—it's essential to include your organization's legal counsel in the BCP process. They are intimately familiar with the legal, regulatory, and contractual obligations that apply to your organization. They can help your team implement a plan that meets those requirements while ensuring the continued viability of the organization to the benefit of all—employees, shareholders, suppliers, and customers alike.

       Laws regarding computing systems, business practices, and disaster management change frequently. They also vary from jurisdiction to jurisdiction. Be sure to keep your attorneys involved throughout the lifetime of your BCP, including the testing and maintenance phases. If you restrict their involvement to a pre-implementation review of the plan, you may not become aware of the impact that changing laws and regulations have on your corporate responsibilities.

Business Impact Analysis

      Once your BCP team completes the four stages of preparing to create a business continuity plan, it's time to dive into the heart of the work—the business impact analysis (BIA). The BIA identifies the business processes and tasks that are critical to an organization's ongoing viability and the threats posed to those resources. It also assesses the likelihood that each threat will occur and the impact those occurrences will have on the business. The results of the BIA provide you with quantitative measures that can help you prioritize the commitment of business continuity resources to the various local, regional, and global risk exposures facing your organization.

      It's important to realize that there are two different types of analyses that business planners use when facing a decision:

       Quantitative Impact Assessment Involves the use of numbers and formulas to reach a decision. This type of data often expresses options in terms of the dollar value to the business.

       Qualitative Impact Assessment Takes non-numerical factors, such as reputation, investor/customer confidence, workforce stability, and other concerns, into account. This type of data often results in categories of prioritization (such as high, medium, and low).

Quantitative analysis and qualitative assessment both play an essential role in the BCP process. However, most people tend to favor one type of analysis over the other. When selecting the individual members of the BCP team, try to achieve a balance between people who prefer each strategy. This approach helps develop a well-rounded BCP and will benefit the organization in the long run.

      The BIA process described in this chapter approaches the problem from both quantitative and qualitative points of view. However, it's

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