Enterprise Analysis


Published on

In this presentation, we will discuss in details about enterprise analysis, its process and related activities. We will also talk about strategic planning in details, role of business analyst and knowledge required to develop business architecture.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:

Published in: Education, Business, Technology
1 Comment
  • Great analysis. This is very useful.

    Thanks for this.
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Enterprise Analysis

  1. 1. Chapter 2Enterprise Analysis
  2. 2. Introduction 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.
  3. 3. Enterprise Analysis Activities1. 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.
  4. 4. Dimensions of projectmanagementManaging project has 2 dimensions:1. Investing the most valuable projects and2. Planning, executing and controlling  project activities to attain the business  value as early as possible.
  5. 5. Overview Project play an essential role in the  survival of organizations today. Projects must be delivered with high  quality but also under intense security to  positively impact the bottom line.
  6. 6. Enterprise analysis activities linked to Business planning events - 1Activity Owner Deliverables Role of a BAStrategic Plan  Executive  Strategic plan  Sr. BAs may be asked to: conduct Development Team Document competitive analysis and  benchmark studiesStrategic goal  Executive  Strategic goals,  To facilitate strategic goal setting development Team themes and  sessions measuresBusiness  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 architectureFeasibility  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  optionBusiness case  Business  Business case  The BA collaborate with subject Development analyst document matter experts to scope the proposed  project, make time and cost estimates
  7. 7. Enterprise analysis activities linked to Business planning events - 2Activity Owner Deliverables Role of a BANew project  Business  Executive  The BA collects the relevant information proposal sponsor presentation  about the proposed new project and  decision package provides the executive presentationSelecting 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 projectopportunitiesLaunching new  Project  Project plans The BA supports the project manager in projects manager initiating and planning the new projectManaging  Business  Updated business  The BA works in partnership with the PM project for value analyst case at key  to update the business case at key  control gate checkpoint control gate reviews to provide  management with informationTracking Project  Business  Balanced  The BA ensures metric and measurements benefits Sponsor scorecard report are in place, analyze and reported to  business sponsor to track actual Vs.  Expected benefits
  8. 8. Enterprise analysis activities linkedto Business planning events - 3 Since there appear to be a never ending  demand for efficient business solutions and  new products and services, organizations  are adopting the practice of professional  Business Analysts to increase the value  project bring to the organizations.
  9. 9. Strategic Planning The Business Analyst needs to fully  understand the strategic planning process  and current enterprise strategies. Strategic planning serves to establish the  future course of an enterprise.
  10. 10. Strategic Planning Needs Investigating current strategy. Assessing the current technology structure  and strategies. Identifying ongoing business issues. Remaining competitive, profitable and  efficient.
  11. 11. Strategic Goal Setting Scores of important strategic goals and  objectives are likely to be developed during  the strategic planning cycle. Effective approach for strategic themes  “building blocks of strategy”. To monitor the journey, executive teams are  often building corporate scorecards as an  outgrowth of the strategic plan.
  12. 12. Strategic Goals Financial Goals Customer Goals Internal Operations Goals Learning and Innovation Goals
  13. 13. The Business AnalystStrategic Role In small organizations Business Analysts do  not typically participate in strategic  planning. Whether involved or not, it is imperative  that Business Analysts have full  understanding of the Strategic goals of the  enterprise.
  14. 14. The Business AnalystEnterprise Analysis Role The Business Analyst plays a critical role  working with key stakeholders and subject  matter experts. Every business change initiative needs clear  articulation of what the business motivation  is for change.
  15. 15. Enterprise Analysis Activities Changing and maintaining the Business  Architecture. Preparing the Business Case. Preparing the Decision Package.
  16. 16. Enterprise Analysis Process Enterprise Analysis Overview Inputs and Outputs for each activityStrategic Plans/Goals/Objectives Creating and Maintaining  Business Architecture FrameworkBusiness Problems/Opportunity Business Architecture Artifacts the Business ArchitectureCurrent state Business Goals  Alignment of problem/opportunityArchitecture to the business, Gap Analysis ResultStrategic Plans/Goals/Objectives Business Feasibility Study, StrategicBusiness Problems/Opportunity Conducting Feasibility Alignment, Technical Alignment,Business Architecture Artifacts Studies Alternatives Solution Ranking & RecommendationStrategic Plans/Goals/ObjectivesBusiness Problems/Opportunity Strategic Fit, Business Objectives &Definition, Business Architecture Deteruining  High Level, Requirement, Root Artifacts Business Feasibility Study Project Scope cause Analysis, Rationale for optionAlternative Solution & Recantation selected, Project description &  Scope, Assumptions & Constraints, Strategic Plans/Goals/Objectives Initial Approach & ResourcingBusiness Problems/OpportunityDefinition, 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  PresentationBusiness Architecture ArtifactsBusiness Feasibility Study Conducting the Initial  Initial Risk RatingProposed Project Scope Definition Risk Assessment Proposed Risk ResponsesBusiness Case Report Collected Package of EnterpriseBusiness 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
  17. 17. Scaling Enterprise Analysis Activities One of the tasks of the Business Analyst is  to determine how much rigor us needed in  conducting the Enterprise Analysis  Activities.
  18. 18. Project Sizing Grid Project Type Small, Low  Low to Moderate Significant, HighProject Attribute Risk SMALL Risk MIEDIUM Risk LARGEEstimates  6 Months 6 – 12 Months 12 – 24 MonthsElapsed TimeTimeframe Schedule is Flexible Schedule can undergo  Deadline is fixed and  minor Variations, but  cannot be changed.  deadlines are firm Schedule has no room  for flexibilityComplexity 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 initiativesLevel of change Impacts a single  Impacts a number of  Enterprise impacts business unit business unitsDependencies 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
  19. 19. Guidelines for Enterprise AnalysisActivities1. 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.
  20. 20. Guidelines for Enterprise Analysis Activities – TableProject Size Level of Enterprise AnalysisSignificant,  Full set of Enterprise Analysis deliverables:High‐Risk Projects Business Architecture Feasibility Study Business Case Risk Rating Decision PackageLow‐to‐Moderate Modified set of Enterprise Analysis Deliverables:Risk Projects Minimally a full set of Business Case and some of  Business Architecture activitiesSmall, Low‐Risk Simplified Business Case and some Business Projects Architecture to provide a context.
  21. 21. Relationship to Other KnowledgeAreasOutputs from Enterprise Analysis will become inputs to:•Requirements Planning and Management Knowledge Area.•Requirements Gathering Knowledge Area•Requirements Communication Knowledge Area.
  22. 22. EA Process 1:Creating and Maintaining the Business Architecture In complex organizations, it is becoming a widespread practice for senior Business Analysts to focus on the development and maintenance of the Business Architecture. The collective set of documents, models and diagrams provide a context from which change impacts can be assessed.
  23. 23. EA Process 1: The enterprise Architecture consists of five  architectures which in total comprise  Enterprise Architecture: ◦ Business Architecture ◦ Information Architecture ◦ Application Architecture ◦ Technology Architecture ◦ Security Architecture
  24. 24. Business Architect’s Knowledge General Business Practices. Industry domains. IT‐enabled business solutions. Current and emerging business concepts. Standard Business concepts and guidance  as how to use them.
  25. 25. Business Architect’s Skill set areas Business strategy Business process engineering Business analysis Business modeling Business concepts
  26. 26. Predecessors to create andmaintain Business Predecessors activities include strategic  plans and goals, feasibility studies,  approved projects to seize new business  opportunities and future state business and  IT system documentation.
  27. 27. Process and elements 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
  28. 28. 1. Determine the scope of the Business Architecture efforts Not Every business requires a full blown  Business Architecture, and those that do, do  not require all possible views.
  29. 29. 2. Plan the Business ArchitectureActivities Effort - 1 Determine appropriate framework and  approach. Determine the architectural documents and  drawings to be created or updated. Select the appropriate resources on the basis  of the business drivers for building the  architecture and the business entities under  review.
  30. 30. 2. Plan the Business ArchitectureActivities Effort - 2 Select the relevant business architectural  viewpoints. Identify appropriate tools and techniques to  be used to capture, modeling and analysis. Determine how the architectural  components will be stored.
  31. 31. 2. Plan the Business ArchitectureActivities Effort - 3There 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.
  32. 32. 3. Create or update the ArchitecturalDrawings and Documents 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.
  33. 33. 4. Conduct a quality review & baselinethe Business Architecture - 1 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. Ensure standards compliance for each of  the architecture components.
  34. 34. 4. Conduct a quality review &Baseline the Business Architecture -2 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
  35. 35. 4. Conduct a quality review &Baseline the Business Architecture -3 The Deliverables: ◦ Strategic plans, goals and strategic themes ◦ Business roles including knowledge and skill  requirements ◦ Gap analysis results
  36. 36. Techniques to create and maintainbusiness architecture - 1 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.
  37. 37. Techniques to create andmaintain business architecture - 2 The columns represents  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)
  38. 38. Zachman’s Framework Matrix - 1 *** What How Where Who When WhyObjectives 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 OperatesBusiness  Entity  Physical,  Logistic  Organization  Business  Business model  Relationship  Dataflow  Network chart with  master  Rulesbusiness  Diagram Diagram roles, skill  scheduleowner’s  sets, security view issuesSystem  Data model Essential  Distributed  Human  Dependency  Business model  Data Flow  System  interaction  diagram  Rule Architect’ Diagram,  Architecture architecture entity view  models view Application  life history Architecture
  39. 39. Zachman’s Framework Matrix - 2 *** What How Where Who When WhyTechnology  Data  Structure  System  User  Control  Business Model  architecture,  chart  architecture interface,  flow  rule designDesigner’s  map to  pseudo  security  diagramview legacy code designComponent  Data design,  Detailed  Network  Screens  Timing  Rule Configurati physical  program  architecture Security  definitions specification on Builder’s  storage  design architecture in program view design logic
  40. 40. POLDAT Framework – 1This model develops documents, tables, matrices, graphs, models and organizes them in the following categories:ProcessOrganizationLocationDataApplicationsTechnology
  41. 41. POLDAT Framework – 2This model develops artifacts and organizes them into following domains: Process: The business processes that flow value from the organization to the customer. Organization: The organizational entities that that operate the business processes. Location: The location of the business units and organizational entities.
  42. 42. POLDAT Framework – 3 Data: The data and information that are the  currency of the organization. Applications: The IT application. Technology: The enabling technology that  supports the operation of the processes and  applications.
  43. 43. Entity Analysis Case Studies 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. 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.
  44. 44. VOIP PBX box for Networking Infosys partnered with a leading US based  company in networking domain to develop  product, enhance and test VOIP PBX.
  45. 45. Techniques for BusinessArchitecture Modeling – 1 Component Business Model: IBM’s  component business model is a simplified way  of looking as an organization. Business Process Models: These models are  often referred to as Activity models. Class Models: These models describe static  information and relationships between  information.
  46. 46. Techniques for BusinessArchitecture Modeling – 2 Use Case Model: These models describe  business processes or system functions. Business Scenarios: This a valuable technique  that may be used as an input to the  development of business architecture. Knowledge Management: While knowledge  management is not typically thought of as a  business analysis activity, it is fast becoming a  critical competency in organizations.
  47. 47. Business Architecture Tools As the business and enterprise architecture  activities become more comprehensive, it is  helpful to use sophisticated modeling tools.
  48. 48. EA Process 2:Conducting Feasibility Studies Organizations are continually improving  their strategic planning and goal setting  process, accomplished by a deliberate  approach to strategy execution.
  49. 49. EA Process 2:Feasibility studies provide information: When executives are developing strategic  goals  and themes to drive toward strategy  execution. During the requirements and design to help  conduct trade‐off analysis among solution  alternatives.
  50. 50. Knowledge RequirementsBusiness Analyst Needs to understand: Financial Analysis to evaluate the viability  of potential solutions. A broad, not deep understanding of IT  infrastructure that supports the business.
  51. 51. Skills Research and information analysis skills. Technical writing skills Predecessor Activities to conduct feasibility  studies include: Strategic planning and goal setting. Business architecture framework.
  52. 52. Process and Elements Determine requirements for the study. Conduct a current state assessment. Identify potential solutions. Determine the feasibility of each option.
  53. 53. 1. Determine Requirements for theStudy: Business problems or Opportunities 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. For each business problem and/or  opportunity the analyst drafts a  requirements statement describing a  business need for a solution.
  54. 54. 2. Determine the Objectives, Scope andApproach and plan the study effort Tasks: ◦ Establish specific, measurable objectives. ◦ Develop benefit criteria. ◦ Define deliverables. ◦ Review all the information developed with the  sponsor.
  55. 55. 3. Conduct a Current StateAssessment The study team conducts a limited amount  of internal analysis when initiating the  feasibility study. Elements: ◦ Strategy ◦ Business Area ◦ Process ◦ Competitive Arena
  56. 56. 4. Identify Potential Solutions At this point, the study team conducts  external research activities to uncover  general information about the industry. It is important to note that the list of  possible alternatives should include the  option of doing nothing.
  57. 57. 5. Determine the feasibility ofeach Option 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
  58. 58. 6. Document and Communicatethe Results for the Study Describe the results of the feasibility study  for each identifies alternative solution.
  59. 59. Key Stakeholders Executive Management Business Process Owners Business Unit Managers Subject Matter Experts.
  60. 60. Deliverables - 1 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.
  61. 61. Deliverables - 2 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: A complete description of the solution option
  62. 62. Deliverables - 3 ◦ Alternative solution ranking Ranking criteria Ranking scores ◦ Results – recommended solutions ◦ Appendix containing all supporting information Additional information that may be  included in the final report includes: ◦ Availability of COTS. 
  63. 63. Techniques Conduct the current state assessment Plan the feasibility study effort Identify solution options Assess the feasibility of each solution  option.
  64. 64. 1.Techniques to Conduct theCurrent State Assessment 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
  65. 65. 2.Techniques to Plan theFeasibility Study During this step, the Business Analyst  enlists the assistance of an experienced  project manager. Techniques include: ◦ Standard Project Management Techniques ◦ Work Breakdown Structure (WBS) 
  66. 66. 3.Techniques to Identify SolutionOptions 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 
  67. 67. 4.Techniques to Conduct the Analysisof the Feasibility of each Option During this step, the Business Analyst  involves all members of the study team.  Techniques include: ◦ Market Surveys ◦ Technology Feasibility Assessment ◦ Risk identification ◦ Benchmarking Analysis
  68. 68. 4.Techniques to Conduct the Analysisof 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
  69. 69. EA Process 3:It is likely that the Business Analysis will not only enlist the assistance of a senior project manager.Defining the proposed project scope include:◦ Describing business objective◦ Determining expected deliverables at a high levels  in terms of products, service or other outcomes
  70. 70. Knowledge Requirements - 1a) 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
  71. 71. Knowledge Requirements - 2b) 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
  72. 72. Skills Planning, estimating and scheduling Scope definition and decomposition Communication skills:° Written Communication° Presenting
  73. 73. Predecessor Activities Strategic planning and goal setting Business architecture development and  documentation. Feasibility studies
  74. 74. Process and Elements forDetermining Project Scope - 1 Drafting the preliminary project scope  statements Describing the project approach
  75. 75. Process and Elements for Determining Project Scope - 21. Drafting the preliminary project scope statements 2. Developing a high‐level work breakdown  structure3. Developing cost and time estimates4. Describing the project approach
  76. 76. Key Stakeholders Business executive sponsor of the proposed  business. IT management The portfolio management governance  group
  77. 77. Deliverables Summary of activities Strategic alignment Assumptions and constraints Initial project approach
  78. 78. TechniquesScope Definition and Decomposition 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.
  79. 79. Context/Business DomainModels This provides a visual model of the scope of  the project. Context diagrams are used  early in the  project to get agreement on the scope under  review.
  80. 80. EA Process 4:Preparing the Business Case The Business Case will ultimately be  submitted to management  The Business case describes the justification  for the project in terms of value to be added  to the business
  81. 81. Knowledge Requirements 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.
  82. 82. Skills Financial analysis Financial profit projection models Use of technology tool to represent the  benefits and costs.
  83. 83. Predecessor Activities Strategic Planning and goal setting Business architecture framework Proposed project scope definition
  84. 84. Process and Elements - 1 Identify and Quantify the Benefits Identify and Quantify the Costs Prepare the Business Case Determine the Measurement Process for the  Costs and Benefits
  85. 85. Process and Elements - 2 Identify and Quantify the Benefits: Measure the benefits of the recommended  solution in terms in terms of qualitative and  quantitative gains to the enterprises. 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
  86. 86. Process and Elements - 3 Prepare the Business Case: Develop the Business Case at the level of  sufficient detail  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.
  87. 87. Key Stakeholders Business executive sponsor o the proposed  project. The portfolio management team Deliverable from this effort is the Business  Case document.
  88. 88. Contents of Business Case Table - 1 Executive Summary Introduction and summary° Project Rationale for Preferred option° Potential Technology Impact Analysis Approach° Financial Metrics° Privacy Impact Assessment
  89. 89. Contents of Business Case Table - 2 Key Solution Criterion ° Weighting ° Constraints and Limitations Preferred Alternatives (Insert Title) ° Business benefits ° Other Issues• Risk Management Plan• Conclusion and Recommendations
  90. 90. Business Case Key Point Must view software as a business Must use business measure to  improvements. Reduce Avoid/Cut Time to Market Cost Productivity Quality Making the leap forward involves  overcoming the resistance to change
  91. 91. Business Related Questions Will this proposal save money, cut costs,  increase productivity, speed development  or improve quality? Have you looked at the tax and financial  implementations of proposals? Who are the stakeholders and are they  supportive of the proposal?
  92. 92. Business Process FrameworkProcess 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”
  93. 93. Business Planning Process 1. Prepare  Idea or proposal 7. Get ready  White paper to execute 2. Demonstrate  6. Sell the idea and  Technical Feasibility develop support baseProof of Concept 3. Conduct  5. Prepare  market survey Business Case 4. Develop  Approval to  Business Pan Go ahead
  94. 94. SWOT Analysis Demonstrates how the organization will  maximize strengths and minimize  weaknesses relevant to the proposed  solutions.
  95. 95. Financial Valuation Discounted cash flow Net present value Internal rate of return Average rate of return Pay back period
  96. 96. Cost-Benefit Analysis This seeks to compare the costs of  implementing a solution against the  benefits gained from it.
  97. 97. Activity Bases Costing It is a technique that measures the  development and performance cost of  activities, resources and items.
  98. 98. EA Process 5:Conducting the Initial Risk Assessment Project risk is an uncertain event or  condition that has a positive or negative  effect on at least one project objective.
  99. 99. Knowledge Requirements and Skills,Predecessor Activities Knowledge requirements for performing  Risk assessment° Financial analysis and profit protection models Skills required° Facilitation, Risk Identification Predecessor activities include all the  enterprise analysis activities 
  100. 100. Process and Elements - 1 Identifying project Risks Assessing risk probability and impact Planning risk responses Assessing organizational readiness and  calculating an overall risk rating
  101. 101. Process and Elements - 2 Identify Risks: Identify and analyzing Business  risks, financial risks, technical risks. Assess Risks: This involves analyzing the  probability of the risk occurring and the impact if  the risk does occur. Plan Risk Responses: For high impact risks,  identifying risk mitigation strategy and  contingency response plans. Assess Organizational Readiness: Assess the  overall organizational readiness for the  magnitude  of the change embodied in the proposed new  project.
  102. 102. Key Stakeholders Business executive sponsor of the proposed  project. Business process owners and business  process subject matter experts IT manager
  103. 103. Techniques Brainstorming Interviewing Root cause identification SWOT analysis
  104. 104. EA Process 6:Preparing the Decision Package Purpose of this activity is to provide an  actionable set of information regarding the  proposed new project to the organizational  decision makers
  105. 105. Knowledge requirements, Skills andPredecessor Activities Knowledge requires in the following area:° Portfolio management° Project selection and prioritization Skills required are:° Written communication skills° Executive benefiting preparation skills Predecessor activities include all the  Enterprise Analysis activities.
  106. 106. Process And Elements, KeyStakeholders, Deliverables Process and Elements of preparing the  Decision Package:° The Business Analyst complies all relevant  information from the Enterprise Analysis Activities Key Stakeholders includes:° The portfolio management team Deliverables include:° Executive Briefing Techniques include:° Executive level communication technique° Data representation techniques
  107. 107. Selecting and Prioritizing Projects - 1 The completed Decision  Package is used  by the sponsor of the proposed project to  represent the proposal to the portfolio  management governance group. Potential opportunities include:° Research initiatives° New product development activities° Information technology enhancements
  108. 108. Selecting and Prioritizing Projects - 2 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.
  109. 109. Launching New Projects Once a project has been approved, a project  charter is prepared and a project manager  is assigned.
  110. 110. Managing Projects for Value The Business Analyst plays a critical role in  the project control gate review process. 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.
  111. 111. Taking Project Benefits Once projects solutions are implemented,  the project team usually disbanded and  reassigned to new projects. Ideally, the measures of success were  identified during the pre‐project business  planning activities and documented in the   business case.
  112. 112. Key Points - 1 Enterprise analysis is the area of the  business analysis that describes the  Business Analysis activities that take place  for the organization. Enterprise analysis include strategic plan  development, strategic goal development  etc. Strategic planning serves to establish the  future course of an enterprise. The BA must also understand the strategic  goals and priorities of the enterprise.
  113. 113. Key Points - 2 The business architecture is a set of documents  that defines an organization’s current and  future capabilities. Techniques for Business Architecture  Modeling include component Business models,  Business Process Models, etc. Business Architecture Tools exist to help  architects model, store manage and share  information about the enterprise. A feasibility study addresses either a business  problem to be resolved or to a business  opportunity to be seized.
  114. 114. Key Points - 3 Techniques to plan and conduct the feasibility  studies includes 1) Conduct the current state  statement, 2) Plan the feasibility study effort, etc. The purpose of the task determining project  scope is to define the project to conceptualize  and design the recommended solution in enough  detail. 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. Project risk is an uncertain event of condition  that has a positive or negative effect on at least  one project objective.
  115. 115. Key Points - 4 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. 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. Once a project has been approved, a project  charter is prepared and a project manager is  assigned. 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.
  116. 116. End of Chapter 2Enterprise Analysis
  117. 117. “Like” us on Facebook:  p // /http://www.facebook.com/welearnindia “Follow” us on Twitter:http://twitter.com/WeLearnIndiahttp://twitter com/WeLearnIndiaWatch informative videos on Youtube: http://www.youtube.com/WelingkarDLP