[BCM] [SY] [E3] [BIA] [T1] [CBF] [3] Outpatient Pharmacy Automation System (OPAS) Support

Ensuring Continuity in HealthTech: Implementing BCM for Synapxe

[Business Impact Analysis] [Critical Business Function] [2]

Bann_BCM_BIA_BIAQ Part 1 and 2

BIA Questionnaires

Part 1: Identification of Business Functions

Notes for BCM Institute's Course Participants: This is the template for completing the "Overview of CBFs and Business Unit MBCO."

Template BIA 2-1

It is Part 1 and Part 2 of a six-part BIA questionnaire.

Part 1: Overview of CBFs and Business Unit MBCO
Part 2: Impact Analysis of CBFs, including financial implications and effect on MBCO

These tables enable organisations to prioritise recovery efforts, allocate resources effectively, and design fit-for-purpose business continuity strategies based on tangible risk and impact assessments.

Author's Comment: The remaining four parts (Parts 1 to 2 of six parts) are extracted from the BCM Institute's Business Impact Analysis Questionnaires.

Participants are expected to complete the six parts of the BIAQ as part of the assignment during the BCM-5000 ISO 22301 BCMS Expert Implementer Course.

Table 1: Overview of CBFs and Business Unit MBCO

Table 1 provides a consolidated list of Critical Business Functions (CBFs), unique codes, detailed descriptions, and the corresponding Business Unit Minimum Business Continuity Objectives (MBCOs).

Notes for BCM Institute's Course Participants: This is the template for completing the "Overview of CBFs and Business Unit MBCO."

Template BIA 2-1

The MBCO represents the minimal acceptable level of output or performance required from each business unit to maintain essential operations during a disruption.

Critical Business Functions (CBF)	CBF Code	Description of CBF	Business Unit Minimum Business Continuity Objective (MBCO)
System Monitoring and Alerts	OPAS-01	Continuous surveillance of OPAS to detect anomalies or failures, ensuring timely alerts for prompt intervention.	Maintain real-time monitoring with alerts triggered within 5 minutes of any critical system anomaly to prevent service disruptions.
Incident Response and Troubleshooting	OPAS-02	Immediate response to system incidents, diagnosing and resolving issues to restore normal operations swiftly.	Initiate incident response within 15 minutes of detection, aiming to resolve critical issues within 1 hour to minimise impact on pharmacy services.
Hardware Diagnostics and Vendor Coordination	OPAS-03	Routine checks and coordination with vendors for hardware maintenance and issue resolution.	Complete hardware diagnostics within 2 hours of a reported issue and engage vendor support within 1 hour if necessary to ensure hardware reliability.
Application Support and Patch Management	OPAS-04	Management of software updates, patches, and application support to ensure system integrity and security.	Apply critical patches within 24 hours of release and provide application support during operational hours to maintain system performance and security.
Data Synchronization and System Integration Checks	OPAS-05	Ensuring data consistency across integrated systems and performing regular synchronisation checks.	Conduct data synchronization checks daily, ensuring integration processes are completed without errors to maintain data integrity across systems.
User Access Management	OPAS-06	Administration of user accounts, permissions, and access controls to safeguard system security.	Process access requests and modifications within 1 business day, ensuring only authorized personnel have appropriate system access.
Capacity and Performance Planning	OPAS-07	Monitoring system performance and planning for capacity needs to ensure optimal operation.	Review system capacity and performance metrics weekly, implementing necessary adjustments to prevent performance degradation.
Business Continuity and Disaster Recovery Testing	OPAS-08	Regular testing of business continuity and disaster recovery plans to ensure preparedness for unforeseen events.	Conduct disaster recovery tests semi-annually, achieving recovery of critical functions within 4 hours during simulations to validate preparedness.
Training and End-User Support	OPAS-09	Providing training and support to end-users to ensure effective utilization of OPAS.	Deliver training sessions quarterly and respond to user support requests within 2 hours during operational hours to maintain user proficiency and satisfaction.
Compliance and Audit Reporting	OPAS-10	Generating reports to demonstrate compliance with regulatory standards and internal policies.	Produce compliance reports monthly and ensure audit readiness with all necessary documentation available within 3 business days upon request.

Explanation

Critical Business Functions (CBF): These essential activities must be maintained or rapidly restored during a disruption to ensure the organisation can protect assets, meet obligations, and comply with regulations.
CBF Code: A unique identifier assigned to each critical business function for tracking and reference purposes.
Description of CBF: Provides a concise overview of the function's purpose and scope.
Business Unit Minimum Business Continuity Objective (MBCO): This objective defines the minimum acceptable level of service or product delivered during a disruption to achieve business objectives. Executive management sets this objective and guides recovery priorities.

Note on MBCO: The Minimum Business Continuity Objective (MBCO) represents the minimum level of services or products that must be delivered to meet business objectives during a disruption. The timeframes indicated above are based on the criticality of each function to Synapxe's operations and customer satisfaction.

Table 2: Impact Analysis of CBFs, including financial implications and effect on MBCO.

Table 2 builds upon this by examining the impact analysis of these functions. It assesses the impact areas (e.g., financial, regulatory, reputational), estimates monetary losses, and explains how these losses are calculated.

The HealthHub Platform is a critical digital health infrastructure, integrating various services that facilitate healthcare delivery, public health awareness, and patient engagement nationwide. Given its pivotal role, any disruption to its operations can have far-reaching implications across financial, regulatory, reputational, and social impact areas. This chapter explores the critical business functions (CBFs) underpinning HealthHub Platform Operations, detailing their impact areas, potential financial losses, and implications on the Minimum Business Continuity Objective (MBCO). By assessing these factors, organisations can better prioritise resilience strategies and recovery actions to ensure continuity of essential services.

Notes for BCM Institute's Course Participants: This is the template for completing the "Impact Analysis of CBFs, including financial implications and effect on MBCO."

Template BIA 3

Additionally, the table highlights the effect on MBCO, determining whether a disruption would compromise the business unit’s ability to meet its continuity objective.

Impact Analysis of CBF

Critical Business Function	Impact Area	Financial Impact - Monetary Loss (Estimated)	Financial Impact - Calculation of Monetary Loss (State Formula for Calculations)	Impact on MBCO - Affect MBCO	Impact on MBCO - Impact	Remarks - Description
Platform Monitoring and Availability Management	Financial, Processes, Reputation	SGD 150,000	(Average daily revenue loss) × (Number of downtime days)	Yes	Extended downtime affects service availability, leading to revenue loss and customer dissatisfaction.	Prolonged unavailability may result in loss of user trust and potential regulatory scrutiny.
User Access and Identity Management	Legal and Regulatory, People	SGD 100,000	(Number of failed login attempts) × (Cost per support case)	Yes	Inability to manage user access can lead to security breaches and non-compliance with data protection regulations.	May result in unauthorised access or data breaches, impacting organisational credibility.
Electronic Health Record (EHR) Integration and Data Synchronisation	Legal and Regulatory Processes	SGD 200,000	(Number of unsynchronised records) × (Cost per record correction)	Yes	Disruption leads to incomplete patient records, affecting clinical decisions and compliance.	Potential legal implications due to the mishandling of patient data.
Digital Services and Transaction Processing	Financial, Processes	SGD 250,000	(Average transaction value) × (Number of failed transactions)	Yes	Service disruption halts transactions, directly impacting revenue streams.	Customer dissatisfaction due to failed or delayed services.
Application and Infrastructure Maintenance	Assets / ICT Systems / Information	SGD 120,000	(Cost of emergency repairs) + (Loss due to system inefficiencies)	Yes	Neglected maintenance increases risk of system failures, affecting overall operations.	May lead to cascading failures across dependent systems.
Data Privacy, Cybersecurity & Compliance Monitoring	Legal and Regulatory, Reputation	SGD 300,000	(Penalty per compliance breach) × (Number of breaches)	Yes	Failure in monitoring can result in data breaches and hefty regulatory fines.	Significant damage to organizational reputation and trust.
Incident Response and Disaster Recovery	Processes, Legal and Regulatory	SGD 180,000	(Cost per incident) × (Number of incidents)	Yes	Ineffective response prolongs recovery time, increasing operational losses.	Potential non-compliance with disaster recovery standards.
User Support and Service Desk Management	People, Reputation	SGD 80,000	(Average cost per unresolved ticket) × (Number of tickets)	Yes	Inadequate support affects user satisfaction and retention.	May lead to increased churn and negative public perception.
Stakeholder Coordination and Reporting	Reputation, Social Responsibility	SGD 60,000	(Cost per delayed report) × (Number of reports)	Yes	Poor communication can erode stakeholder confidence and trust.	Delays in reporting may impact decision-making and compliance.
Health Campaign and Information Dissemination	Social Responsibility, Reputation	SGD 90,000	(Cost per missed campaign) × (Number of campaigns)	Yes	Failure to disseminate information can hinder public health initiatives.	May result in public misinformation and reduced engagement.

Notes

Impact Area: Identifies the primary domain affected by the disruption of the business function.
Financial Impact—Monetary Loss (Estimated): This provides an estimated financial loss associated with the disruption based on potential penalties, operational delays, and other cost factors.
Financial Impact—Calculation of Monetary Loss: This section outlines the formula used to estimate the economic impact, considering variables such as the number of affected users, cost per transaction, and duration of the disruption.
Impact on MBCO – Affect MBCO: Indicates whether the disruption of the function affects the organisation's Minimum Business Continuity Objective.
Impact on MBCO – Impact: Describes how the disruption impacts the organisation
on's ability to meet its MBCO.
Remarks – Description: A brief overview of the function's organisational role.

This table is a foundational component of Synapxe's Business Impact Analysis (BIA), facilitating informed decision-making for business continuity planning and risk management.

Summing Up...

The integrity of outpatient pharmacy services hinges on the uninterrupted operation of its automation systems.

By breaking down OPAS Support into its constituent Critical Business Functions and establishing clear MBCOs for each, healthcare organisations can create targeted continuity strategies that prioritise patient well-being and operational resilience.

These continuity objectives serve as benchmarks for preparedness, enabling timely incident response, effective resource allocation, and compliance with healthcare standards.

As healthcare technology evolves, regular review and adjustment of these MBCOs will be necessary to adapt to changing risks and business needs.

Ultimately, this structured approach ensures that critical pharmacy functions remain reliable, even in the face of disruption.

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].