The necessary ones make the site work. The others measure which pages help and which ads bring the people who need DM11. Your choice, and you can revisit it from the footer.
Business continuity
Which processes cannot stop, and the point at which it starts to hurt.
We sit down with the people who run each process and ask what happens if it stops today, tomorrow, next week. That conversation tells us what the company can afford to go without, for how long, and how much it loses for every hour of downtime. This is the assessment that turns the continuity discussion into numbers. Without it, any recovery plan is guesswork about what is urgent.
In practice, we start by mapping which processes exist, who owns each one, and what it depends on to run. Then we collect the impact, process by process, and consolidate the results: the criticality ranking with the reasoning explained, the maximum tolerable downtime and the maximum acceptable data loss for each case, and the cost of the disruption over time.
On your side, we need time on the calendar with the process owners and access to whoever is accountable for each area; when processes are already documented, the path gets shorter. The delivery model changes the depth: on-site interviews reveal dependencies that are not written down anywhere and end with executive validation, while the questionnaire is faster and works well for refreshing an assessment that already exists.
The stages and deliverables below describe the Interviews with the process owners modality. The other modalities appear when you request the proposal.
Scope definition
We agree in writing what is in and what is out, and why. A badly defined scope is the most common cause of a project running over.
Process mapping
We map which processes exist, who answers for each one and what it depends on to work: systems, people, suppliers and other processes. That picture defines where to go deeper and what can stay out.
Impact gathering
We ask, process by process, what happens if it stops for an hour, a day, a week. This is where the numbers come from.
Validation with the board
We take the result to the people who decide. Recovery time is a business decision rather than a technical choice.
Report
We consolidate the findings into a report where every item comes with severity, evidence and the path to fix it. We write to be read by the people who will act, not to fatten pages.
Usually comes together with
Not a bundle, and it changes nothing you have already chosen. It is what tends to come up next, in the experience of companies that have been through this.