[BCM] [Boost] [E3] [BIA] [T2] [CBF] [1] Customer Transactions and Payment Processing

Safeguarding Digital Finance: Boost Bank's Approach to Business Continuity Management

[Business Impact Analysis] [Critical Business Function] [T2] Part 3 & Part 4

BIA Questionnaires 

Part 3: Impact Over Time of Business Functions

Notes for BCM Institute's Course Participants: This is the template for completing the "Part 3: Impact Over Time of Business Functions."

Impact Over Time of Business Functions

CBF-1: Customer Transactions and Payment Processing

Assessing the critical elements that underpin the continuity of essential business functions is essential to a comprehensive business impact analysis (BIA).

This chapter deepens the analysis of Boost Bank’s critical business function—customer Transactions and Payment Processing—by examining time-based sensitivity, IT enablement, interdependencies, and the management of vital records.

Part 3 focuses on the Impact Over Time, mapping the severity of disruption across defined time intervals and assigning quantitative impact scores.

This enables the determination of the Recovery Time Objective (RTO) and Maximum Tolerable Period of Disruption (MTPD), allowing decision-makers to set acceptable recovery thresholds.

Part 4 presents the IT Systems and Applications that support the business function, along with their associated Recovery Point Objectives (RPO) and System RTOs. It also identifies any special equipment or resources required for recovery, ensuring a coordinated response when technical systems are disrupted.

Part 3: Impact Over Time of Business Functions

​Based on the guidelines from BCM Institute's Part 3: Impact Over Time of Business Functions, here is a comprehensive table detailing Boost Bank's critical business function, Customer Transactions and Payment Processing, along with its sub-processes. 

This table outlines the impact areas, estimated financial losses, calculation methods, effects on Minimum Business Continuity Objectives (MBCO), and pertinent remarks.​

Impact Scoring Explanation

• 1 (Low Impact): Minimal effect on operations; manageable without significant resources.

• 2 (Minor Impact): Slight disruptions; may require some resource allocation.

• 3 (Moderate Impact): Noticeable disruptions; requires coordinated response.

• 4 (High Impact): Significant disruptions; impacts multiple areas; urgent response needed.

• 5 (Severe Impact): Critical failure; threatens organisational viability; immediate action required.

Recovery Time Objective (RTO): The targeted duration to restore a business function after a disruption to avoid unacceptable consequences.​bcmpedia.org

Maximum Tolerable Period of Disruption (MTPD): The maximum time a business function can be unavailable before causing irreparable harm to the organisation.​bcmpedia.org+1bcmpedia.org+1

Vulnerable Period: Specific times when the business function is most critical and susceptible to disruptions.

Safeguarding Digital Finance: Boost Bank's Approach to Business Continuity Management

[Business Impact Analysis] [Critical Business Function] [T2] Part 3 & Part 4

BIA Questionnaires 

Part 4: Supporting IT Systems and Applications

Notes for BCM Institute's Course Participants: This is the template for completing the "Part 4: Supporting IT Systems and Applications."

CBF-1: Customer Transactions and Payment Processing

Supporting IT Systems and Applications

Here is the table for the Key Business Processes and Sub-Processes under the Critical Business Function: Customer Transactions and Payment Processing for Boost Bank.

The table includes associated IT systems and applications, their Recovery Point Objectives (RPO), system Recovery Time Objectives (RTO), and any supporting special equipment or resources, along with relevant remarks.

Legend:

• RPO (Recovery Point Objective): Maximum acceptable data loss in time (how current the data must be when restored).

• System RTO (Recovery Time Objective): Maximum acceptable downtime for the system to be restored.

• Special Equipment or Resources: Includes hardware, infrastructure, or services critical to system operation.

This chapter provides a practical, in-depth examination of the identification and impact evaluation of Critical Business Functions.

• Table 1 establishes a clear inventory of CBFs, each aligned with a Business Unit MBCO to define the minimum operational output required during a disruption.

• Table 2 expanded on this by assessing the potential impact of each function, including financial loss estimation and the implications of that loss on the function’s ability to meet its MBCO.

These analyses form the backbone of an effective business continuity management system. By linking critical activities to impact metrics and continuity objectives, organisations can make informed decisions, strengthen resilience, and ensure their preparedness in the face of uncertainty.

Summing Up ...

This chapter provided a multi-dimensional view of Boost Bank’s critical business function by analysing:

• The time sensitivity and tolerable outage limits for Customer Transactions and Payment Processing (Table 3),

• The technology infrastructure and system recovery parameters supporting the function (Table 4),

• The web of internal and external relationships that influence continuity (Table 5), and

• The vital documentation and records necessary to resume operations (Table 6).

Together, these four components reinforce the operational resilience framework by ensuring that all time-critical, system-dependent, and externally influenced elements are correctly mapped and safeguarded.

This level of detailed analysis enables proactive risk mitigation, optimised recovery planning, and enhanced organisational readiness.

More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the  BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].

 

	Please feel free to send us a note if you have any questions.