Professional Documents
Culture Documents
Enterprise Analysis
Introduction
y An Enterprise Analysis arises from taking
on completely different perspective on
systems, system‐of systems, and family of
systems categorized by rich connectivity
and complex behavior patterns.
Enterprise Analysis Activities
1. Begin after the executive team of organization
develops strategic plans and goals.
2. Continues until information is gathered o
propose new programs and supporting projects
to management for the go/no go decision.
3. Ends after the benefits of project outcomes are
measured and analyzed.
Dimensions of project
management
Managing project has 2 dimensions:
1. Investing the most valuable projects and
2. Planning, executing and controlling
project activities to attain the business
value as early as possible.
Overview
y Project play an essential role in the
survival of organizations today.
y Projects must be delivered with high
quality but also under intense security to
positively impact the bottom line.
Enterprise analysis activities linked
to Business planning events - 1
Activity Owner Deliverables Role of a BA
Strategic Plan Executive Strategic plan Sr. BAs may be asked to: conduct
Development Team Document competitive analysis and
benchmark studies
Strategic goal Executive Strategic goals, To facilitate strategic goal setting
development Team themes and sessions
measures
Business Business Business Using information from the
architecture Analyst architecture strategic plan and goals the BA
development leads to the development and
maintenance of the current and
future state business architecture
Feasibility Business Feasibility The BA collaborate with subject
studies analyst study report matter experts and facilitates the
team to: Identify solution options
Examine the feasibility of each
option
Business case Business Business case The BA collaborate with subject
Development analyst document matter experts to scope the proposed
project, make time and cost estimates
Enterprise analysis activities linked
to Business planning events - 2
Activity Owner Deliverables Role of a BA
New project Business Executive The BA collects the relevant information
proposal sponsor presentation about the proposed new project and
decision package provides the executive presentation
Selecting and Enterprise Project selection Senior Bas may asked to help plan and
prioritizing new governance Project priority facilitate portfolio management meetings
business group Project charter and present the proposal for new project
opportunities
Launching new Project Project plans The BA supports the project manager in
projects manager initiating and planning the new project
y The Business Analyst needs to fully
understand the strategic planning process
and current enterprise strategies.
y Strategic planning serves to establish the
future course of an enterprise.
Strategic Planning Needs
y Investigating current strategy.
y Assessing the current technology structure
and strategies.
y Identifying ongoing business issues.
y Remaining competitive, profitable and
efficient.
Strategic Goal Setting
y Scores of important strategic goals and
objectives are likely to be developed during
the strategic planning cycle.
y Effective approach for strategic themes
“building blocks of strategy”.
y To monitor the journey, executive teams are
often building corporate scorecards as an
outgrowth of the strategic plan.
Strategic Goals
y Financial Goals
y Customer Goals
y Internal Operations Goals
y Learning and Innovation Goals
The Business Analyst
Strategic Role
y In small organizations Business Analysts do
not typically participate in strategic
planning.
y Whether involved or not, it is imperative
that Business Analysts have full
understanding of the Strategic goals of the
enterprise.
The Business Analyst
Enterprise Analysis Role
y The Business Analyst plays a critical role
working with key stakeholders and subject
matter experts.
y Every business change initiative needs clear
articulation of what the business motivation
is for change.
Enterprise Analysis Activities
y Changing and maintaining the Business
Architecture.
y Preparing the Business Case.
y Preparing the Decision Package.
Enterprise Analysis Process
Enterprise Analysis Overview Inputs and Outputs for each activity
Strategic Plans/Goals/Objectives Creating and Maintaining Business Architecture Framework
Business Problems/Opportunity Business Architecture Artifacts
the Business Architecture
Current state Business Goals Alignment of problem/opportunity
Architecture to the business, Gap Analysis Result
Strategic Plans/Goals/Objectives Business Feasibility Study, Strategic
Business Problems/Opportunity Conducting Feasibility Alignment, Technical Alignment,
Business Architecture Artifacts Studies Alternatives Solution Ranking &
Recommendation
Strategic Plans/Goals/Objectives
Business Problems/Opportunity Strategic Fit, Business Objectives &
Definition, Business Architecture Deteruining High Level, Requirement, Root
Artifacts Business Feasibility Study Project Scope cause Analysis, Rationale for option
Alternative Solution & Recantation selected, Project description &
Scope, Assumptions & Constraints,
Strategic Plans/Goals/Objectives Initial Approach & Resourcing
Business Problems/Opportunity
Definition, Business Architecture Preparing the Major Project Milestones & Funding,
Artifacts Business Feasibility Study Business Case Requirements, Business Case
Proposed Project Scope Definition Report, Business Case Summary
Presentation
Business Architecture Artifacts
Business Feasibility Study Conducting the Initial Initial Risk Rating
Proposed Project Scope Definition Risk Assessment Proposed Risk Responses
Business Case Report
Collected Package of Enterprise
Business Architecture Artifacts Activity Products, Enhanced
Business Feasibility Study Business Case Report,
Proposed Project Scope Definition Preparing the
Business Case Report, Initial Risk Decision Package Recommendations,
Rating & Proposed Risk Response Executive/Sponsor Briefing Material
Scaling Enterprise Analysis Activities
y One of the tasks of the Business Analyst is
to determine how much rigor us needed in
conducting the Enterprise Analysis
Activities.
Project Sizing Grid
Project Type Small, Low Low to Moderate Significant, High
Project Attribute Risk SMALL Risk MIEDIUM Risk LARGE
Estimates 6 Months 6 – 12 Months 12 – 24 Months
Elapsed Time
Timeframe Schedule is Flexible Schedule can undergo Deadline is fixed and
minor Variations, but cannot be changed.
deadlines are firm Schedule has no room
for flexibility
Complexity Easily Understood Either difficult to Both problem and
problem and solution. understand the problem, solution are difficult to
The solution is readily the solution is unclear or define or understand
achievable difficult to achieve and the solution is
difficult to achieve.
Strategic Internal Interest only Some direct Business Affects core service
Importance impact and/or relates to a delivery and/or direct
low priority relates to key initiatives
Level of change Impacts a single Impacts a number of Enterprise impacts
business unit business units
Dependencies No measure Some measure Major high risk
dependencies or inter‐ dependencies or inter‐ dependencies or inter‐
related projects related projects, but related projects
considered low risk
Guidelines for Enterprise Analysis
Activities
1. Significant, High‐Risk Projects are likely to need
robust Enterprise Analysis performed by core team
of subject matter experts and facilitated by the
Business Analyst.
2. Low‐to‐moderate risk project are likely to need a
more moderate amount of enterprise analysis
performed by the Business Analyst prior to
investment.
3. Small, low risk projects are likely to need little or no
enterprise analysis performed by the Business
Analyst prior to investment.
Guidelines for Enterprise Analysis
Activities – Table
Project Size Level of Enterprise Analysis
Significant, Full set of Enterprise Analysis deliverables:
High‐Risk Projects Business Architecture
Feasibility Study
Business Case
Risk Rating
Decision Package
Low‐to‐Moderate Modified set of Enterprise Analysis Deliverables:
Risk Projects Minimally a full set of Business Case and some of
Business Architecture activities
Small, Low‐Risk Simplified Business Case and some Business
Projects Architecture to provide a context.
Relationship to Other Knowledge
Areas
Outputs from Enterprise Analysis will
become inputs to:
•Requirements Planning and Management
Knowledge Area.
•Requirements Gathering Knowledge Area
•Requirements Communication Knowledge
Area.
EA Process 1:
Creating and Maintaining the Business
Architecture
yIn complex organizations, it is becoming a
widespread practice for senior Business
Analysts to focus on the development and
maintenance of the Business Architecture.
yThe collective set of documents, models and
diagrams provide a context from which
change impacts can be assessed.
EA Process 1:
y The enterprise Architecture consists of five
architectures which in total comprise
Enterprise Architecture:
◦ Business Architecture
◦ Information Architecture
◦ Application Architecture
◦ Technology Architecture
◦ Security Architecture
Business Architect’s Knowledge
y General Business Practices.
y Industry domains.
y IT‐enabled business solutions.
y Current and emerging business concepts.
y Standard Business concepts and guidance
as how to use them.
Business Architect’s Skill set areas
y Business strategy
y Business process engineering
y Business analysis
y Business modeling
y Business concepts
Predecessors to create and
maintain Business
y Predecessors activities include strategic
plans and goals, feasibility studies,
approved projects to seize new business
opportunities and future state business and
IT system documentation.
Process and elements
y Typical process steps include:
1. Determine the scope of the Business
Architecture efforts
2. Plan the Business Architecture activities
3. Create or update the documents and drawings
4. Conduct a quality review of the Business
Architecture Components
1. Determine the scope of the
Business Architecture efforts
y Not Every business requires a full blown
Business Architecture, and those that do, do
not require all possible views.
2. Plan the Business Architecture
Activities Effort - 1
y Determine appropriate framework and
approach.
y Determine the architectural documents and
drawings to be created or updated.
y Select the appropriate resources on the basis
of the business drivers for building the
architecture and the business entities under
review.
2. Plan the Business Architecture
Activities Effort - 2
y Select the relevant business architectural
viewpoints.
y Identify appropriate tools and techniques to
be used to capture, modeling and analysis.
y Determine how the architectural
components will be stored.
2. Plan the Business Architecture
Activities Effort - 3
There are a number of considerations that
must be taken in to account, including but not
limited to the following:
1. Once again, revisit how the architecture will be
built.
2. The decision to build the architecture using top‐
down approach vs. a change‐initiative driven
approach.
3. The decision to build only the future state
model or current state model or both.
3. Create or update the Architectural
Drawings and Documents
y Activities involved in completing the
architecture include the following:
◦ Build the requirement traceability matrix to
ensure specific architectural components exist
that meet the business need.
◦ Prepare the Business Architecture Report.
4. Conduct a quality review & baseline
the Business Architecture - 1
y Validate not only the original motivation
for the architecture project to determine if it
is fit for use for the immediate need, but
also that it is fit to support subsequent work
in the other architecture domains.
y Ensure standards compliance for each of
the architecture components.
4. Conduct a quality review &
Baseline the Business Architecture -
2
y Who are the stakeholders in creating and
maintaining the business architecture:
◦ Executive and middle management
◦ Individual contributors
◦ Customers and end users
◦ Government and regulatory bodies
4. Conduct a quality review &
Baseline the Business Architecture -3
y The Deliverables:
◦ Strategic plans, goals and strategic themes
◦ Business roles including knowledge and skill
requirements
◦ Gap analysis results
Techniques to create and maintain
business architecture - 1
y The Zachman Framework:
◦ It is helpful to use a defined framework that
provides a common structure and classification
scheme for descriptive representations of an
enterprise.
◦ The framework provides common language and
common structure for describing an enterprise.
Techniques to create and
maintain business architecture - 2
y The columns represents y The rows of the
the questions that must be framework describe the
answered to design a different perspectives of
business entity: the enterprise:
◦ What (Data and entities) ◦ Scope
◦ How (process or ◦ Business model
function) ◦ System model
◦ Where (location and ◦ Technology model
network)
◦ Detailed representations
◦ Who (people)
◦ When (time)
◦ Why (motivation)
Zachman’s Framework Matrix - 1
*** What How Where Who When Why
Objectives List of List of List of List of List of List of
/ Scope things Processes locations organizational business business
Important the where the Units events/ goals/
to the enterprise enterprise cycles Strategies
enterprise Performs Operates
This model develops documents, tables, matrices,
graphs, models and organizes them in the following
categories:
yProcess
yOrganization
yLocation
yData
yApplications
yTechnology
POLDAT Framework – 2
This model develops artifacts and organizes them into
following domains:
yProcess: The business processes that flow value from
the organization to the customer.
yOrganization: The organizational entities that that
operate the business processes.
yLocation: The location of the business units and
organizational entities.
POLDAT Framework – 3
y Data: The data and information that are the
currency of the organization.
y Applications: The IT application.
y Technology: The enabling technology that
supports the operation of the processes and
applications.
Entity Analysis Case Studies
y India is fast emerging as a hot destination for
global automobile and aerospace giants, who
are increasingly outsourcing engineering
services such as designing to Indian BPOs.
y Aircraft Cabin Electronics System Software A
case study of Wipro implementing full life
cycle software development for a cabin
electronics system for a leading aircraft
manufacturer.
VOIP PBX box for Networking
y Infosys partnered with a leading US based
company in networking domain to develop
product, enhance and test VOIP PBX.
Techniques for Business
Architecture Modeling – 1
y Component Business Model: IBM’s
component business model is a simplified way
of looking as an organization.
y Business Process Models: These models are
often referred to as Activity models.
y Class Models: These models describe static
information and relationships between
information.
Techniques for Business
Architecture Modeling – 2
y Use Case Model: These models describe
business processes or system functions.
y Business Scenarios: This a valuable technique
that may be used as an input to the
development of business architecture.
y Knowledge Management: While knowledge
management is not typically thought of as a
business analysis activity, it is fast becoming a
critical competency in organizations.
Business Architecture Tools
y As the business and enterprise architecture
activities become more comprehensive, it is
helpful to use sophisticated modeling tools.
EA Process 2:
Conducting Feasibility Studies
y Organizations are continually improving
their strategic planning and goal setting
process, accomplished by a deliberate
approach to strategy execution.
EA Process 2:
Feasibility studies provide information:
y When executives are developing strategic
goals and themes to drive toward strategy
execution.
y During the requirements and design to help
conduct trade‐off analysis among solution
alternatives.
Knowledge Requirements
Business Analyst Needs to understand:
y Financial Analysis to evaluate the viability
of potential solutions.
y A broad, not deep understanding of IT
infrastructure that supports the business.
Skills
y Research and information analysis skills.
y Technical writing skills
y Determine requirements for the study.
y Conduct a current state assessment.
y Identify potential solutions.
y Determine the feasibility of each option.
1. Determine Requirements for the
Study: Business problems or Opportunities
y Since feasibility studies are used to
determine the approach to solving a
business problem or seize a new business
opportunity, the approach is slightly
different.
y For each business problem and/or
opportunity the analyst drafts a
requirements statement describing a
business need for a solution.
2. Determine the Objectives, Scope and
Approach and plan the study effort
y Tasks:
◦ Establish specific, measurable objectives.
◦ Develop benefit criteria.
◦ Define deliverables.
◦ Review all the information developed with the
sponsor.
3. Conduct a Current State
Assessment
y The study team conducts a limited amount
of internal analysis when initiating the
feasibility study.
y Elements:
◦ Strategy
◦ Business Area
◦ Process
◦ Competitive Arena
4. Identify Potential Solutions
y At this point, the study team conducts
external research activities to uncover
general information about the industry.
y It is important to note that the list of
possible alternatives should include the
option of doing nothing.
5. Determine the feasibility of
each Option
y For each potential solution, typical analysis
steps include the following:
◦ Describe the solution option
◦ Identify methods to assess the alternatives
◦ Define assessment steps
◦ Undertake feasibility analysis for each option
6. Document and Communicate
the Results for the Study
y Describe the results of the feasibility study
for each identifies alternative solution.
Key Stakeholders
y Executive Management
y Business Process Owners
y Business Unit Managers
y Subject Matter Experts.
Deliverables - 1
y The deliverable is a feasibility Study Report
that includes environmental information,
both internal and external to the
organization that is relevant to the business
problem or opportunity.
Deliverables - 2
y The feasibility Study is comprised of the
following information:
◦ Executive Summery
◦ For each option that was assessed, the
results of the study including the following
pieces of information:
x A complete description of the solution option
Deliverables - 3
◦ Alternative solution ranking
x Ranking criteria
x Ranking scores
◦ Results – recommended solutions
◦ Appendix containing all supporting information
y Additional information that may be
included in the final report includes:
◦ Availability of COTS.
Techniques
y Conduct the current state assessment
y Plan the feasibility study effort
y Identify solution options
y Assess the feasibility of each solution
option.
1.Techniques to Conduct the
Current State Assessment
y There is an array of techniques the Business
Analyst uses to capture the current state of
the business.
◦ Organization Charts
◦ Geographical Maps
◦ Six Sigma techniques
◦ Root Cause Analysis
2.Techniques to Plan the
Feasibility Study
y During this step, the Business Analyst
enlists the assistance of an experienced
project manager. Techniques include:
◦ Standard Project Management Techniques
◦ Work Breakdown Structure (WBS)
3.Techniques to Identify Solution
Options
y During this step, the Business Analyst
facilitates a creative session to identify as
many potential options as possible.
Techniques include:
◦ Brainstorming Techniques
◦ Cause‐and‐effect diagramming techniques
4.Techniques to Conduct the Analysis
of the Feasibility of each Option
y During this step, the Business Analyst
involves all members of the study team.
Techniques include:
◦ Market Surveys
◦ Technology Feasibility Assessment
◦ Risk identification
◦ Benchmarking Analysis
4.Techniques to Conduct the Analysis
of the Feasibility of each Option
◦ Technology Advancement Analysis
◦ Early Cost Vs. Benefit Analysis
◦ COTS Package compare/contrast Analysis
◦ Analytic Hierarchy Process (AHP)
◦ Decision Analysis
◦ Decision Tables
◦ Probability Analysis
EA Process 3:
y It is likely that the Business Analysis will not
only enlist the assistance of a senior project
manager.
y Defining the proposed project scope include:
◦ Describing business objective
◦ Determining expected deliverables at a high levels
in terms of products, service or other outcomes
Knowledge Requirements - 1
a) An understanding of external frameworks
for business process improvement,
including but not limited to:
◦ Business process re‐engineering concepts and
techniques.
◦ Capability Maturity frameworks
◦ International standards
◦ Knowledge of general management disciplines
Knowledge Requirements - 2
b) A basic understanding of the Project
Management Institute Project Management
Body of Knowledge (PMBOK), including:
◦ Project life cycle
◦ Project management knowledge areas
◦ Projects, subprojects, programs and portfolios
◦ Functional departments within the enterprise
Skills
y Planning, estimating and scheduling
y Scope definition and decomposition
y Communication skills:
° Written Communication
° Presenting
Predecessor Activities
y Strategic planning and goal setting
y Business architecture development and
documentation.
y Feasibility studies
Process and Elements for
Determining Project Scope - 1
y Drafting the preliminary project scope
statements
y Describing the project approach
Process and Elements for
Determining Project Scope - 2
1. Drafting the preliminary project scope statements
2. Developing a high‐level work breakdown
structure
3. Developing cost and time estimates
4. Describing the project approach
Key Stakeholders
y Business executive sponsor of the proposed
business.
y IT management
y The portfolio management governance
group
Deliverables
y Summary of activities
y Strategic alignment
y Assumptions and constraints
y Initial project approach
Techniques
Scope Definition and Decomposition
y Techniques includes:
° Work Breakdown Structure (WBS), a
decomposition of the work that is required to
complete a project to accomplish the business
objectives.
° System interface analysis.
Context/Business Domain
Models
y This provides a visual model of the scope of
the project.
y Context diagrams are used early in the
project to get agreement on the scope under
review.
EA Process 4:
Preparing the Business Case
y The Business Case will ultimately be
submitted to management
y The Business case describes the justification
for the project in terms of value to be added
to the business
Knowledge Requirements
y Business case authors need:
° An understanding of accounting practices
° Knowledge of how to translate the proposed
° Financial analysis to forecast the economic
impacts of the proposed new project.
Skills
y Financial analysis
y Financial profit projection models
y Use of technology tool to represent the
benefits and costs.
Predecessor Activities
y Strategic Planning and goal setting
y Business architecture framework
y Proposed project scope definition
Process and Elements - 1
y Identify and Quantify the Benefits
y Identify and Quantify the Costs
y Prepare the Business Case
y Determine the Measurement Process for the
Costs and Benefits
Process and Elements - 2
y Identify and Quantify the Benefits:
Measure the benefits of the recommended
solution in terms in terms of qualitative and
quantitative gains to the enterprises.
y Identify and Quantify the Costs:
° Estimate the total net cost of the solution.
° It is difficult to prepare cost estimates for
IT projects during pre‐project
Process and Elements - 3
y Prepare the Business Case:
Develop the Business Case at the level of
sufficient detail
y Determine the Measurement Process for the
Costs and Benefits:
Underlying many of the problems associated
with both the development and realization of
Business Case projections is an immature
measurement culture within the organization
today.
Key Stakeholders
y Business executive sponsor o the proposed
project.
y The portfolio management team
y Deliverable from this effort is the Business
Case document.
Contents of Business Case Table - 1
y Executive Summary
y Introduction and summary
° Project Rationale for Preferred option
° Potential Technology Impact Analysis
y Approach
° Financial Metrics
° Privacy Impact Assessment
Contents of Business Case Table - 2
y Key Solution Criterion
° Weighting
° Constraints and Limitations
y Preferred Alternatives (Insert Title)
° Business benefits
° Other Issues
• Risk Management Plan
• Conclusion and Recommendations
Business Case Key Point
y Must view software as a business
y Must use business measure to
improvements.
Reduce Avoid/Cut
Time to Market Cost
Productivity Quality
y Making the leap forward involves
overcoming the resistance to change
Business Related Questions
y Will this proposal save money, cut costs,
increase productivity, speed development
or improve quality?
y Have you looked at the tax and financial
implementations of proposals?
y Who are the stakeholders and are they
supportive of the proposal?
Business Process Framework
Process Framework The Business Case process proceeds in parallel and
interfaces with the software development process
Business Planning Process
Trade‐off and Analysis Process
Software Development Process
Analytical Guidelines for
Models
Methods Decision‐making
“Principles, Rules, and Tools for Business Case Development”
Business Planning Process
2. Demonstrate 6. Sell the idea and
Technical Feasibility develop support base
Proof of
Concept 3. Conduct 5. Prepare
market survey Business Case
4. Develop Approval to
Business Pan Go ahead
SWOT Analysis
y Demonstrates how the organization will
maximize strengths and minimize
weaknesses relevant to the proposed
solutions.
Financial Valuation
y Discounted cash flow
y Net present value
y Internal rate of return
y Average rate of return
y Pay back period
Cost-Benefit Analysis
y This seeks to compare the costs of
implementing a solution against the
benefits gained from it.
Activity Bases Costing
y It is a technique that measures the
development and performance cost of
activities, resources and items.
EA Process 5:
Conducting the Initial Risk Assessment
y Project risk is an uncertain event or
condition that has a positive or negative
effect on at least one project objective.
Knowledge Requirements and Skills,
Predecessor Activities
y Knowledge requirements for performing
Risk assessment
° Financial analysis and profit protection models
y Skills required
° Facilitation, Risk Identification
y Predecessor activities include all the
enterprise analysis activities
Process and Elements - 1
y Identifying project Risks
y Assessing risk probability and impact
y Planning risk responses
y Assessing organizational readiness and
calculating an overall risk rating
Process and Elements - 2
y Identify Risks: Identify and analyzing Business
risks, financial risks, technical risks.
y Assess Risks: This involves analyzing the
probability of the risk occurring and the impact if
the risk does occur.
y Plan Risk Responses: For high impact risks,
identifying risk mitigation strategy and
contingency response plans.
y Assess Organizational Readiness: Assess the
overall organizational readiness for the magnitude
of the change embodied in the proposed new
project.
Key Stakeholders
y Business executive sponsor of the proposed
project.
y Business process owners and business
process subject matter experts
y IT manager
Techniques
y Brainstorming
y Interviewing
y Root cause identification
y SWOT analysis
EA Process 6:
Preparing the Decision Package
y Purpose of this activity is to provide an
actionable set of information regarding the
proposed new project to the organizational
decision makers
Knowledge requirements, Skills and
Predecessor Activities
y Knowledge requires in the following area:
° Portfolio management
° Project selection and prioritization
y Skills required are:
° Written communication skills
° Executive benefiting preparation skills
y Predecessor activities include all the
Enterprise Analysis activities.
Process And Elements, Key
Stakeholders, Deliverables
y Process and Elements of preparing the
Decision Package:
° The Business Analyst complies all relevant
information from the Enterprise Analysis Activities
y Key Stakeholders includes:
° The portfolio management team
y Deliverables include:
° Executive Briefing
y Techniques include:
° Executive level communication technique
° Data representation techniques
Selecting and Prioritizing Projects - 1
y The completed Decision Package is used
by the sponsor of the proposed project to
represent the proposal to the portfolio
management governance group.
y Potential opportunities include:
° Research initiatives
° New product development activities
° Information technology enhancements
Selecting and Prioritizing Projects - 2
y To select and prioritize the best change
initiatives, executives need information
largely provided through the efforts of the
Business Analyst.
° Participate in project reviews for ongoing
management oversight.
Launching New Projects
y Once a project has been approved, a project
charter is prepared and a project manager
is assigned.
Managing Projects for Value
y The Business Analyst plays a critical role in
the project control gate review process.
y The business analyst will often attend the
management review meetings and help
present the current status of the project and
the recommendation for the future funding.
Taking Project Benefits
y Once projects solutions are implemented,
the project team usually disbanded and
reassigned to new projects.
y Ideally, the measures of success were
identified during the pre‐project business
planning activities and documented in the
business case.
Key Points - 1
y Enterprise analysis is the area of the
business analysis that describes the
Business Analysis activities that take place
for the organization.
y Enterprise analysis include strategic plan
development, strategic goal development
etc.
y Strategic planning serves to establish the
future course of an enterprise.
y The BA must also understand the strategic
goals and priorities of the enterprise.
Key Points - 2
y The business architecture is a set of documents
that defines an organization’s current and
future capabilities.
y Techniques for Business Architecture
Modeling include component Business models,
Business Process Models, etc.
y Business Architecture Tools exist to help
architects model, store manage and share
information about the enterprise.
y A feasibility study addresses either a business
problem to be resolved or to a business
opportunity to be seized.
Key Points - 3
y Techniques to plan and conduct the feasibility
studies includes 1) Conduct the current state
statement, 2) Plan the feasibility study effort, etc.
y The purpose of the task determining project
scope is to define the project to conceptualize
and design the recommended solution in enough
detail.
y The business case describe the justification for
the project in terms of the value to be added to
the business as a result of the project outcomes
vs. the cost to develop the new solution.
y Project risk is an uncertain event of condition
that has a positive or negative effect on at least
one project objective.
Key Points - 4
y The purpose of preparing the Decision Package
task is to provide an actionable set of
information regarding the proposed new project
to the organizational decision‐makers.
y After the Decision Package is complete, it is
used by the sponsor of the proposed project to
represent the proposal to the portfolio
management governance group.
y Once a project has been approved, a project
charter is prepared and a project manager is
assigned.
y The business analyst plays a vital role in
ensuring the metrics and measurements to track
project ROI often several months or years after
project completion.
End of Chapter 2
Enterprise Analysis
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