2 cissp ® Official Study Guide Eighth Edition

 Quantitative Decision-Making
Quantitative decision-making involves the use of numbers 
and formulas to reach a decision. This type of data often expresses options in terms of the 
dollar value to the business.
 Qualitative Decision-Making
Qualitative decision-making takes non-numerical factors, 
such as reputation, investor/customer confi dence, workforce stability, and other concerns, 
into account. This type of data often results in categories of prioritization (such as high, 
medium, and low).

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Chapter 3 
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Business Continuity Planning
Quantitative analysis and qualitative analysis both play an important 
role in the BCP process. However, most people tend to favor one type of 
analysis over the other. When selecting the individual members of the BCP 
team, try to achieve a balance between people who prefer each strategy. 
This will result in the development of a well-rounded BCP and benefit the 
organization in the long run.
The BIA process described in this chapter approaches the problem from both quantita-
tive and qualitative points of view. However, it’s tempting for a BCP team to “go with the 
numbers” and perform a quantitative assessment while neglecting the somewhat more 
diffi cult qualitative assessment. It’s important that the BCP team performs a qualitative 
analysis of the factors affecting your BCP process. For example, if your business is highly 
dependent on a few important clients, your management team is probably willing to suffer 
signifi cant short-term fi nancial loss to retain those clients in the long term. The BCP team 
must sit down and discuss (preferably with the involvement of senior management) qualita-
tive concerns to develop a comprehensive approach that satisfi es all stakeholders.