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The final step of the BIA is to prioritize the allocation of business continuity resources to the various risks that you identified and assessed in earlier phases of the BIA.

From a quantitative point of view, this process is relatively straightforward. You simply create a list of all the risks you analyzed during the BIA process and sort them in descending order according to the ALE computed during the impact analysis phase. This step provides you with a prioritized list of the risks that you should address. Select as many items as you're willing and able to handle simultaneously from the top of the list and work your way down. Eventually, you'll reach a point at which you've exhausted either the list of risks (unlikely!) or all your available resources (much more likely!).

Recall from the previous section that we also stressed the importance of addressing qualitatively important concerns. In earlier sections about the BIA, we treated quantitative and qualitative analyses as mainly separate functions with some overlap. Now it's time to merge the two prioritized lists, which is more of an art than a science. You must sit down with the BCP team and representatives from the senior management team and combine the two lists into a single prioritized list.

Qualitative concerns may justify elevating or lowering the priority of risks that already exist on the ALE-sorted quantitative list. For example, if you run a fire suppression company, your number-one priority might be the prevention of a fire in your principal place of business even though an earthquake might cause more physical damage. The potential loss of reputation within the business community resulting from the destruction of a fire suppression company by fire might be too challenging to overcome and result in the eventual collapse of the business, justifying the increased priority.