About this interactive
One business process — the checkout on an online store — taken through every number a Business Impact Analysis produces, typed and graded exactly. What does an hour of downtime cost, from a revenue rate or from orders per hour at an average order value? What is the total loss of a three-and-a-half-hour outage, or of one that runs the full maximum tolerable downtime? Given an MTD and the work recovery time needed to reconcile held orders afterwards, what is the largest RTO that still fits — and by how many hours does the current runbook miss it? Given an RPO of fifteen minutes, how many real customer orders is the business agreeing to lose; given a tolerance of two hours, how often must the backup run; and what does a forty-five-minute snapshot interval actually leave exposed against a thirty-minute promise? The last group is the trade-off the BIA exists to inform: the net annual benefit of a warm site, the number of outages a year that makes continuous replication break even, and the RTO at which buying more protection starts destroying value because each hour removed is worth the same while each one costs more than the last. A miss shows the whole derivation and names the wrong answer the common mistake would have produced.
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