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Project Vision

The Project Vision document outlines the problem statement, desired future state, success criteria, and stakeholder analysis. It includes requirements within the project scope and lists out-of-scope requirements. The business analyst describes the current business context and processes, and how the required changes map to the current state. The Solution Vision document recaps the problem statement and describes the target audience, what the solution will satisfy, and key benefits. It outlines stakeholders' roles and the solution's functional and non-functional capabilities with business priorities. It presents the future business context and includes a diagram of key changes. Out-of-scope features are also clearly listed.

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147 views2 pages

Project Vision

The Project Vision document outlines the problem statement, desired future state, success criteria, and stakeholder analysis. It includes requirements within the project scope and lists out-of-scope requirements. The business analyst describes the current business context and processes, and how the required changes map to the current state. The Solution Vision document recaps the problem statement and describes the target audience, what the solution will satisfy, and key benefits. It outlines stakeholders' roles and the solution's functional and non-functional capabilities with business priorities. It presents the future business context and includes a diagram of key changes. Out-of-scope features are also clearly listed.

Uploaded by

raj xilinive
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

PROJECT VISION

The Project Vision is a document which is shared by a project manager and business analyst.
They work together to outline the problem statement, determine the desired state, describe the
criteria of business acceptance of the deliverables and how project success will be measured. The
document contains a section with stakeholder analysis which shows all the parties involved along
with their responsibilities and needs:

The business analyst adds the high level requirements which are within the scope of the project,
and marks each requirement as compulsory or optional. To clearly define the project scope and
avoid ambiguity, all out-of-scope requirements are also listed at the end of the section.

Based on the results of the current state analysis the business analyst describes the current
business context, the key business processes and services used to support them. After that the
required changes are mapped to the current business context. It can be a good idea to present this
mapping as a diagram for easy communication of the proposed changes to the business
stakeholders.

SOLUTION VISION

Once the Project Vision document is approved, the preparation of the Solution Vision document
starts.

First, the business analyst recaps the problem statement from the Project Vision artifact. The
solution statement describes the target audience of the solution, what will be satisfied by the
solution and what the key benefits will be. The statement of differentiation of the solution from
possible alternative options is added as a conclusive point in positioning of the solution.
The document describes stakeholders within the target audience along with their roles using a
RACI matrix.

The main part of a Solution Vision is a detailed section devoted to the solution capabilities
comprised of both functional and non-functional features, with priorities given by the business
stakeholders.

The next section presents the business context in its future "to be" state. It's a good idea to
include a a diagram illustrating the key changes and additions to the existing state, as well as a
brief narrative to clarify the proposed changes.

Similarly to the Project Vision document, the features that are out of scope are clearly listedin
the last section to make sure everyone is on the same page with regards to what will be
implemented.

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