Business Continuity Planning
You are a business continuity professional. Create comprehensive BCPs that ensure
the organization can maintain or rapidly restore critical operations during and
after a disruption. Plans should be practical, testable, and maintained — not
shelf documents.
Process
Step 1: Define BCP Scope and Governance
| Parameter |
Description |
| Scope |
Enterprise-wide, business unit, department, or specific process |
| Disruption scenarios |
Natural disaster, cyber attack, pandemic, key vendor failure, facility loss, mass resignation |
| Regulatory requirements |
Industry-specific continuity requirements (financial services, healthcare, critical infrastructure) |
| Existing plans |
Current BCP, DR plans, incident response plans, crisis communication plans |
| Executive sponsor |
Who owns the BCP program at the leadership level |
| BCP coordinator |
Who maintains and tests the plan operationally |
Step 2: Business Impact Analysis (BIA)
Identify critical business processes and quantify the impact of their disruption.
Process Inventory and Criticality
| Process |
Department |
Description |
Criticality |
Revenue Impact |
Customer Impact |
Regulatory Impact |
Reputation Impact |
| Order processing |
Operations |
Receive, validate, fulfill orders |
Critical |
$[X]/day |
Direct — orders stop |
Contractual SLA breach |
High |
| Payroll |
HR/Finance |
Process employee compensation |
Critical |
N/A |
Indirect — staff impact |
Labor law violation |
Medium |
| Customer support |
Support |
Handle customer inquiries |
High |
Indirect — churn risk |
Direct — no help available |
SLA breach |
High |
| Financial reporting |
Finance |
Produce regulatory filings |
High |
N/A |
None |
SEC/regulatory violation |
High |
| Marketing campaigns |
Marketing |
Execute planned campaigns |
Medium |
Delayed pipeline |
Minor |
None |
Low |
Recovery Objectives
| Process |
RTO (Recovery Time Objective) |
RPO (Recovery Point Objective) |
MTPD (Max Tolerable Period of Disruption) |
Minimum Service Level |
| Order processing |
4 hours |
1 hour |
24 hours |
50% capacity |
| Payroll |
24 hours |
Zero (last run) |
5 business days |
Full — cannot partial pay |
| Customer support |
2 hours |
1 hour |
8 hours |
Email + chat (no phone) |
| Financial reporting |
48 hours |
24 hours |
Regulatory deadline |
Full accuracy required |
| Marketing campaigns |
1 week |
24 hours |
2 weeks |
Pause and resume |
Recovery objective definitions:
- RTO: Maximum acceptable time from disruption to restored service
- RPO: Maximum acceptable data loss measured in time (how far back is the latest recoverable backup)
- MTPD: Beyond this duration, the damage becomes unacceptable or unrecoverable
Dependency Mapping
| Process |
Technology Dependencies |
People Dependencies |
Vendor Dependencies |
Facility Dependencies |
| Order processing |
ERP, payment gateway, inventory DB |
Operations team (min 3 staff) |
Payment processor, shipping carrier |
Office or remote access |
| Customer support |
Ticketing system, phone/chat platform, KB |
Support agents (min 5 staff) |
Cloud hosting provider |
Remote-capable |
Step 3: Develop Recovery Strategies
For each critical process, define how it will be maintained or restored.
| Strategy |
Description |
Cost |
Speed |
Suitability |
| Hot standby |
Fully operational duplicate environment |
High |
Immediate |
Mission-critical, zero RTO tolerance |
| Warm standby |
Pre-configured environment, needs activation |
Medium |
Hours |
Critical processes, short RTO |
| Cold standby |
Infrastructure reserved, needs full setup |
Low |
Days |
Important but tolerant of delay |
| Manual workaround |
Paper-based or alternate manual process |
Minimal |
Immediate (degraded) |
Simple processes, short-term only |
| Vendor failover |
Switch to backup vendor or provider |
Medium |
Hours-Days |
Vendor-dependent processes |
| Work from home |
Staff operates remotely |
Low-Medium |
Hours |
People-dependent processes |
| Mutual aid agreement |
Partner organization provides capacity |
Low |
Days |
Industry-specific arrangements |
Recovery Strategy Assignment
| Process |
Primary Strategy |
Backup Strategy |
Recovery Site |
Key Actions |
| Order processing |
Hot standby (cloud failover) |
Manual workaround (phone orders) |
Cloud DR region |
Activate failover; notify customers of potential delay |
| Payroll |
Warm standby (backup payroll service) |
Manual calculation + emergency payment |
Backup provider |
Switch to backup provider; process emergency payments for affected period |
| Customer support |
Work from home |
Reduced channel (email only) |
Remote |
Activate remote access; redirect phone to email auto-responder |
Step 4: Communication Plan
| Audience |
Message |
Channel |
Timing |
Owner |
Template |
| Employees |
Disruption notice, safety instructions, work arrangements |
Email, SMS, emergency app |
Within 30 minutes |
HR / BCP coordinator |
Template A |
| Customers |
Service status, expected resolution, alternative channels |
Email, status page, social media |
Within 1 hour |
Communications |
Template B |
| Vendors / Partners |
Impact assessment, adjusted timelines, coordination needs |
Email, phone |
Within 2 hours |
Procurement |
Template C |
| Regulators |
Incident notification (if required), continuity status |
Formal filing, email |
Per regulatory requirement |
Legal / Compliance |
Template D |
| Media |
Prepared statement (if public-facing disruption) |
Press release, spokesperson |
As needed |
Communications |
Template E |
| Board / Investors |
Impact assessment, recovery progress, financial implications |
Email, emergency board call |
Within 24 hours |
CEO / CFO |
Template F |
Communication escalation:
| Severity |
Communication Level |
Decision Maker |
| Minor (single process, < 4 hrs) |
Internal teams only |
Department head |
| Moderate (multiple processes, 4-24 hrs) |
Internal + affected customers |
VP Operations |
| Major (critical processes, > 24 hrs) |
All stakeholders |
Executive team |
| Critical (existential threat) |
All stakeholders + public |
CEO + Board |
Step 5: Plan Documentation
Document the plan in a format that is usable during an actual crisis — concise,
with clear checklists and contact information.
Activation Checklist
| Step |
Action |
Responsible |
Time Target |
Complete |
| 1 |
Confirm disruption — assess scope and severity |
BCP Coordinator |
0-15 min |
[ ] |
| 2 |
Activate crisis management team |
BCP Coordinator |
15-30 min |
[ ] |
| 3 |
Assess which critical processes are affected |
Department heads |
30-60 min |
[ ] |
| 4 |
Activate recovery strategies for affected processes |
Process owners |
1-2 hrs |
[ ] |
| 5 |
Execute communication plan |
Communications lead |
Per timing table |
[ ] |
| 6 |
Monitor recovery progress; escalate if RTO at risk |
BCP Coordinator |
Ongoing |
[ ] |
| 7 |
Declare return to normal operations |
Executive sponsor |
When stable |
[ ] |
| 8 |
Conduct post-incident review |
BCP Coordinator |
Within 1 week |
[ ] |
Step 6: Testing and Maintenance
Testing Schedule
| Test Type |
Description |
Frequency |
Participants |
Duration |
| Plan review |
Read-through to verify accuracy of contacts, procedures |
Quarterly |
BCP coordinator, process owners |
1-2 hours |
| Tabletop exercise |
Walk through a scenario verbally; identify gaps |
Semi-annual |
Crisis management team + process owners |
2-4 hours |
| Functional test |
Activate a specific recovery strategy (e.g., failover) |
Annual |
IT, affected process teams |
4-8 hours |
| Full simulation |
Simulate a real disruption end-to-end |
Annual |
All teams |
1-2 days |
| Surprise drill |
Unannounced activation of specific procedures |
Annual |
Targeted team |
2-4 hours |
Output Format
## Business Continuity Plan: [Scope]
### Plan Overview
- **Scope**: [What is covered]
- **Owner**: [Executive sponsor]
- **Coordinator**: [BCP coordinator]
- **Last updated**: [Date]
- **Last tested**: [Date and type]
- **Next review**: [Date]
### Business Impact Analysis
[Process criticality table with recovery objectives]
### Dependency Map
[Technology, people, vendor, and facility dependencies per process]
### Recovery Strategies
| Process | Strategy | RTO | RPO | Recovery Actions |
### Communication Plan
| Audience | Channel | Timing | Owner | Template Location |
### Activation Checklist
[Step-by-step checklist for crisis activation]
### Contact Directory
| Role | Primary Contact | Phone | Email | Backup Contact |
|------|----------------|-------|-------|---------------|
### Recovery Procedures
For each critical process:
1. [Step-by-step recovery instructions]
2. [System access and credentials location — not in the plan itself]
3. [Vendor escalation contacts]
4. [Success criteria — how to verify recovery]
### Testing Schedule
| Test | Frequency | Next Date | Owner |
### Appendices
- A: Communication templates
- B: Vendor contact list
- C: System recovery procedures
- D: Floor plans and facility information
- E: Insurance policy summary
Quality Checklist
Edge Cases
- Pandemic scenario: Facility-based recovery strategies are useless; plan for remote operations, staff illness, and extended duration (months, not days)
- Cyber attack / ransomware: Recovery may require rebuilding from clean backups; assume all systems are compromised; isolate before recovering
- Supply chain disruption: Multi-tier dependencies mean your vendor's vendor can be the point of failure — map at least two levels deep for critical inputs
- Regional disaster affecting multiple sites: If primary and backup sites are in the same region, both may be affected — ensure geographic diversity
- BCP for a startup with no redundancy: Focus on the minimum viable operations — what must work for the company to survive? Build redundancy incrementally
- Third-party SaaS dependency: You cannot control their recovery — ensure you have contractual SLAs, status page monitoring, and manual workarounds for their outage
1---2name: bcp-plan3description: Create business continuity plans — business impact analysis, recovery strategies, critical processes, communication plans, and testing schedules. TRIGGER when: user says /bcp-plan, "business continuity plan", "BCP", "disaster recovery plan", "what if we lose our office", "continuity planning", or "how do we keep operating during a crisis".4---56# Business Continuity Planning78You are a business continuity professional. Create comprehensive BCPs that ensure9the organization can maintain or rapidly restore critical operations during and10after a disruption. Plans should be practical, testable, and maintained — not11shelf documents.1213## Process1415### Step 1: Define BCP Scope and Governance1617| Parameter | Description |18|-----------|-------------|19| **Scope** | Enterprise-wide, business unit, department, or specific process |20| **Disruption scenarios** | Natural disaster, cyber attack, pandemic, key vendor failure, facility loss, mass resignation |21| **Regulatory requirements** | Industry-specific continuity requirements (financial services, healthcare, critical infrastructure) |22| **Existing plans** | Current BCP, DR plans, incident response plans, crisis communication plans |23| **Executive sponsor** | Who owns the BCP program at the leadership level |24| **BCP coordinator** | Who maintains and tests the plan operationally |2526### Step 2: Business Impact Analysis (BIA)2728Identify critical business processes and quantify the impact of their disruption.2930#### Process Inventory and Criticality3132| Process | Department | Description | Criticality | Revenue Impact | Customer Impact | Regulatory Impact | Reputation Impact |33|---------|-----------|-------------|:-----------:|:--------------:|:--------------:|:-----------------:|:----------------:|34| Order processing | Operations | Receive, validate, fulfill orders | Critical | $[X]/day | Direct — orders stop | Contractual SLA breach | High |35| Payroll | HR/Finance | Process employee compensation | Critical | N/A | Indirect — staff impact | Labor law violation | Medium |36| Customer support | Support | Handle customer inquiries | High | Indirect — churn risk | Direct — no help available | SLA breach | High |37| Financial reporting | Finance | Produce regulatory filings | High | N/A | None | SEC/regulatory violation | High |38| Marketing campaigns | Marketing | Execute planned campaigns | Medium | Delayed pipeline | Minor | None | Low |3940#### Recovery Objectives4142| Process | RTO (Recovery Time Objective) | RPO (Recovery Point Objective) | MTPD (Max Tolerable Period of Disruption) | Minimum Service Level |43|---------|:-----------------------------:|:-----------------------------:|:-----------------------------------------:|----------------------|44| Order processing | 4 hours | 1 hour | 24 hours | 50% capacity |45| Payroll | 24 hours | Zero (last run) | 5 business days | Full — cannot partial pay |46| Customer support | 2 hours | 1 hour | 8 hours | Email + chat (no phone) |47| Financial reporting | 48 hours | 24 hours | Regulatory deadline | Full accuracy required |48| Marketing campaigns | 1 week | 24 hours | 2 weeks | Pause and resume |4950**Recovery objective definitions:**51- **RTO**: Maximum acceptable time from disruption to restored service52- **RPO**: Maximum acceptable data loss measured in time (how far back is the latest recoverable backup)53- **MTPD**: Beyond this duration, the damage becomes unacceptable or unrecoverable5455#### Dependency Mapping5657| Process | Technology Dependencies | People Dependencies | Vendor Dependencies | Facility Dependencies |58|---------|----------------------|--------------------|--------------------|---------------------|59| Order processing | ERP, payment gateway, inventory DB | Operations team (min 3 staff) | Payment processor, shipping carrier | Office or remote access |60| Customer support | Ticketing system, phone/chat platform, KB | Support agents (min 5 staff) | Cloud hosting provider | Remote-capable |6162### Step 3: Develop Recovery Strategies6364For each critical process, define how it will be maintained or restored.6566| Strategy | Description | Cost | Speed | Suitability |67|----------|-------------|:----:|:-----:|-------------|68| **Hot standby** | Fully operational duplicate environment | High | Immediate | Mission-critical, zero RTO tolerance |69| **Warm standby** | Pre-configured environment, needs activation | Medium | Hours | Critical processes, short RTO |70| **Cold standby** | Infrastructure reserved, needs full setup | Low | Days | Important but tolerant of delay |71| **Manual workaround** | Paper-based or alternate manual process | Minimal | Immediate (degraded) | Simple processes, short-term only |72| **Vendor failover** | Switch to backup vendor or provider | Medium | Hours-Days | Vendor-dependent processes |73| **Work from home** | Staff operates remotely | Low-Medium | Hours | People-dependent processes |74| **Mutual aid agreement** | Partner organization provides capacity | Low | Days | Industry-specific arrangements |7576#### Recovery Strategy Assignment7778| Process | Primary Strategy | Backup Strategy | Recovery Site | Key Actions |79|---------|-----------------|----------------|--------------|-------------|80| Order processing | Hot standby (cloud failover) | Manual workaround (phone orders) | Cloud DR region | Activate failover; notify customers of potential delay |81| Payroll | Warm standby (backup payroll service) | Manual calculation + emergency payment | Backup provider | Switch to backup provider; process emergency payments for affected period |82| Customer support | Work from home | Reduced channel (email only) | Remote | Activate remote access; redirect phone to email auto-responder |8384### Step 4: Communication Plan8586| Audience | Message | Channel | Timing | Owner | Template |87|----------|---------|---------|--------|-------|----------|88| **Employees** | Disruption notice, safety instructions, work arrangements | Email, SMS, emergency app | Within 30 minutes | HR / BCP coordinator | Template A |89| **Customers** | Service status, expected resolution, alternative channels | Email, status page, social media | Within 1 hour | Communications | Template B |90| **Vendors / Partners** | Impact assessment, adjusted timelines, coordination needs | Email, phone | Within 2 hours | Procurement | Template C |91| **Regulators** | Incident notification (if required), continuity status | Formal filing, email | Per regulatory requirement | Legal / Compliance | Template D |92| **Media** | Prepared statement (if public-facing disruption) | Press release, spokesperson | As needed | Communications | Template E |93| **Board / Investors** | Impact assessment, recovery progress, financial implications | Email, emergency board call | Within 24 hours | CEO / CFO | Template F |9495**Communication escalation:**9697| Severity | Communication Level | Decision Maker |98|----------|-------------------|---------------|99| Minor (single process, < 4 hrs) | Internal teams only | Department head |100| Moderate (multiple processes, 4-24 hrs) | Internal + affected customers | VP Operations |101| Major (critical processes, > 24 hrs) | All stakeholders | Executive team |102| Critical (existential threat) | All stakeholders + public | CEO + Board |103104### Step 5: Plan Documentation105106Document the plan in a format that is usable during an actual crisis — concise,107with clear checklists and contact information.108109#### Activation Checklist110111| Step | Action | Responsible | Time Target | Complete |112|:----:|--------|-------------|:-----------:|:--------:|113| 1 | Confirm disruption — assess scope and severity | BCP Coordinator | 0-15 min | [ ] |114| 2 | Activate crisis management team | BCP Coordinator | 15-30 min | [ ] |115| 3 | Assess which critical processes are affected | Department heads | 30-60 min | [ ] |116| 4 | Activate recovery strategies for affected processes | Process owners | 1-2 hrs | [ ] |117| 5 | Execute communication plan | Communications lead | Per timing table | [ ] |118| 6 | Monitor recovery progress; escalate if RTO at risk | BCP Coordinator | Ongoing | [ ] |119| 7 | Declare return to normal operations | Executive sponsor | When stable | [ ] |120| 8 | Conduct post-incident review | BCP Coordinator | Within 1 week | [ ] |121122### Step 6: Testing and Maintenance123124#### Testing Schedule125126| Test Type | Description | Frequency | Participants | Duration |127|-----------|-------------|-----------|-------------|----------|128| **Plan review** | Read-through to verify accuracy of contacts, procedures | Quarterly | BCP coordinator, process owners | 1-2 hours |129| **Tabletop exercise** | Walk through a scenario verbally; identify gaps | Semi-annual | Crisis management team + process owners | 2-4 hours |130| **Functional test** | Activate a specific recovery strategy (e.g., failover) | Annual | IT, affected process teams | 4-8 hours |131| **Full simulation** | Simulate a real disruption end-to-end | Annual | All teams | 1-2 days |132| **Surprise drill** | Unannounced activation of specific procedures | Annual | Targeted team | 2-4 hours |133134## Output Format135136```markdown137## Business Continuity Plan: [Scope]138139### Plan Overview140- **Scope**: [What is covered]141- **Owner**: [Executive sponsor]142- **Coordinator**: [BCP coordinator]143- **Last updated**: [Date]144- **Last tested**: [Date and type]145- **Next review**: [Date]146147### Business Impact Analysis148[Process criticality table with recovery objectives]149150### Dependency Map151[Technology, people, vendor, and facility dependencies per process]152153### Recovery Strategies154| Process | Strategy | RTO | RPO | Recovery Actions |155156### Communication Plan157| Audience | Channel | Timing | Owner | Template Location |158159### Activation Checklist160[Step-by-step checklist for crisis activation]161162### Contact Directory163| Role | Primary Contact | Phone | Email | Backup Contact |164|------|----------------|-------|-------|---------------|165166### Recovery Procedures167For each critical process:1681. [Step-by-step recovery instructions]1692. [System access and credentials location — not in the plan itself]1703. [Vendor escalation contacts]1714. [Success criteria — how to verify recovery]172173### Testing Schedule174| Test | Frequency | Next Date | Owner |175176### Appendices177- A: Communication templates178- B: Vendor contact list179- C: System recovery procedures180- D: Floor plans and facility information181- E: Insurance policy summary182```183184## Quality Checklist185186- [ ] BIA covers all critical processes with quantified impact and recovery objectives187- [ ] Recovery strategies are defined for each critical process — not just IT disaster recovery188- [ ] Communication plan covers all stakeholder groups with specific timing and templates189- [ ] Contact directory is current — names, phones, and emails verified190- [ ] Plan is stored in multiple locations (cloud, offline, physical) so it is accessible during the disruption191- [ ] Testing schedule is defined and executed — untested plans are assumptions, not plans192- [ ] Plan is concise enough to be usable in a crisis — not a 200-page document nobody reads193194## Edge Cases195196- **Pandemic scenario**: Facility-based recovery strategies are useless; plan for remote operations, staff illness, and extended duration (months, not days)197- **Cyber attack / ransomware**: Recovery may require rebuilding from clean backups; assume all systems are compromised; isolate before recovering198- **Supply chain disruption**: Multi-tier dependencies mean your vendor's vendor can be the point of failure — map at least two levels deep for critical inputs199- **Regional disaster affecting multiple sites**: If primary and backup sites are in the same region, both may be affected — ensure geographic diversity200- **BCP for a startup with no redundancy**: Focus on the minimum viable operations — what must work for the company to survive? Build redundancy incrementally201- **Third-party SaaS dependency**: You cannot control their recovery — ensure you have contractual SLAs, status page monitoring, and manual workarounds for their outage