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How do you define and measure recovery time objectives and recovery point objectives?

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Contingency planning is the process of preparing for potential disruptions or disasters that could affect your business operations, such as cyberattacks, natural disasters, or pandemics. One of the key steps in contingency planning is conducting a business impact analysis (BIA), which identifies the critical functions, resources, and dependencies of your business, and evaluates the potential impacts of various scenarios on your revenue, reputation, and compliance. A BIA also helps you define and measure two important metrics for your recovery strategy: recovery time objectives (RTOs) and recovery point objectives (RPOs). In this article, we will explain what these metrics are, why they matter, and how to calculate them.

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Chris Black

Sr. Director BD, Europe, AeroVironment. CEO NightRangerLLC. Pres, JMU Duke BN Foundation. Spec Ops Warrior Fund…

1 What are RTOs and RPOs?

RTOs and RPOs are the two main parameters that determine how quickly and how completely you can restore your business operations after a disruption. RTO stands for recovery time objective, which is the maximum acceptable amount of time that a business function or process can be unavailable or disrupted before it causes significant damage to your business. RPO stands for recovery point objective, which is the maximum acceptable amount of data that can be lost or corrupted before it affects your business continuity and recovery. RTOs and RPOs are expressed in units of time, such as hours, minutes, or seconds.

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2 Why are RTOs and RPOs important?

RTOs and RPOs are important because they help you prioritize your recovery efforts, allocate your resources, and minimize your losses. By setting RTOs and RPOs for each of your critical business functions and processes, you can determine which ones need to be restored first, how much backup and redundancy you need, and what level of service you can provide to your customers and stakeholders during and after a disruption. RTOs and RPOs also help you communicate your recovery expectations and capabilities to your internal and external audiences, and align them with your business goals and contractual obligations.

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3 How to define RTOs and RPOs?

The process of defining RTOs and RPOs involves several steps, such as identifying your critical business functions and processes, assessing the potential impacts of disruptions, estimating the maximum tolerable downtime and data loss for each critical business function and process, setting your RTOs and RPOs based on your MTDs and MTDLs, and documenting and validating your RTOs and RPOs. Additionally, it is important to review them regularly to ensure they are realistic and up to date.

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4 How to measure RTOs and RPOs?

Measuring RTOs and RPOs includes establishing a baseline performance and data integrity for each critical business function and process before a disruption occurs. It is also important to monitor and record the actual downtime and data loss for each critical business function and process during and after a disruption. Comparing the actual downtime and data loss with the RTOs and RPOs, as well as calculating any deviations or gaps, can help to analyze the causes and consequences of these deviations or gaps. Finally, it is necessary to implement the necessary actions or changes to close the deviations or gaps, and test and verify their effectiveness.

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5 How to improve RTOs and RPOs?

Improving RTOs and RPOs requires evaluating your current recovery strategy and capabilities, exploring available recovery solutions and technologies, comparing the costs and benefits of different recovery solutions and technologies, implementing the chosen ones, and training and educating your staff and stakeholders on how to use them. This process should identify any existing strengths and weaknesses, so that you can select the best solutions that suit your needs and budget. Furthermore, you should ensure that these are properly integrated with your existing systems and processes.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Chris Black

Sr. Director BD, Europe, AeroVironment. CEO NightRangerLLC. Pres, JMU Duke BN Foundation. Spec Ops Warrior Fund Ambassador. Purpose-driven executive leader, problem-solver, action-oriented - gets results. NSDQ! RLTW!
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Contingency planning is incredibly important. Without contingency plans, you will find yourself in a defensive posture creating ad-hoc solutions hoping they work. It is wise to spend a little time developing ‘if/then’ procedures on issues that could disrupt your operations. As an example, ‘if we lose widget x, then what do we do?’ Thinking through this could be something a leader can do with his team during a working lunch. It could lead to follow-on tasks like finding and creating relationships with other suppliers, discussions on how much inventory to have, etc. This will put you in a first mover position that would allow you to be positioned to turn contingencies into opportunities, putting you well ahead of your competitors.

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How do you define and measure recovery time objectives and recovery point objectives?

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1 What are RTOs and RPOs?

2 Why are RTOs and RPOs important?

3 How to define RTOs and RPOs?

4 How to measure RTOs and RPOs?

5 How to improve RTOs and RPOs?

6 Here’s what else to consider

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