Continuity planning becomes more useful when teams begin with the output that matters rather than the department name. Use one worksheet for each important function or service and answer the questions with operational owners who understand how the work is actually performed.
1. Define the function
What output must continue or recover?
- Name the product, service, transaction, decision, or operational output.
- Identify who receives or depends on the output.
- Describe what “continuing” means at minimum viable capacity.
2. Define time sensitivity
What happens as interruption continues?
- Describe what changes after 1 hour, 4 hours, one shift, one day, and longer where relevant.
- Identify safety, customer, contractual, financial, regulatory, or operational consequences.
- Record which consequence determines the real decision deadline.
3. Map dependencies
What must be available?
- People and specialist skills
- Facilities and physical access
- Systems, data, credentials, and communications
- Equipment, utilities, materials, suppliers, carriers, and approvals
4. Identify fallback options
What alternatives exist and how quickly can they activate?
- Describe the alternate process or resource.
- Record activation steps and who can authorize them.
- Estimate usable capacity and duration.
- Identify prerequisites such as credentials, inventory, contracts, or training.
5. Identify unproven assumptions
Which answers are based on evidence and which are based on belief? Mark anything that has not been exercised, observed, or otherwise verified.
- Mark any alternate that has not been tested.
- Identify dependencies supported by only one person or provider.
- Record vendor statements that have not been independently validated.
- Flag recovery targets that have never been demonstrated.
6. Define minimum viable operation
If normal capacity is unavailable, what is the minimum output, service, staffing, equipment, data, facility access, or supplier support required to continue the function at an acceptable degraded level? Write the answer in concrete operating terms.
7. Identify the decision owner
Who can activate the fallback, reprioritize customers, approve alternate suppliers, authorize emergency spending, stop work, move operations, or accept reduced service? Record the role, not only a person’s name, so the worksheet survives turnover.
8. Choose the next validation step
Decide how the most important assumption will be tested: tabletop discussion, call-tree test, system failover, manual-process trial, supplier confirmation, cross-training demonstration, alternate-site check, or another evidence-producing activity.
Frequently asked questions
Is this a complete business impact analysis template?
No. It is a focused worksheet for beginning the critical-function and dependency discussion. A full BIA may require additional financial, contractual, regulatory, customer, and operational detail.
How many functions should we map first?
Start with the functions whose interruption creates the most material consequence. A small number of well-defined critical functions usually produces more useful continuity decisions than mapping every departmental activity at the same depth.