Enterprise Analysis

Classification: Restricted
Advanced Business Analysis Training
Enterprise Analysis

Agenda
2
• What is Enterprise Analysis?
• Strategic Planning
• Process and Elements
• Zachman Framework
• POLDAT
• Entity Analysis
• Business Architecture
• Key Stakeholders
• SWOT Analysis
• Cost-Benefit Analysis

What is Enterprise Analysis
Enterprise Analysis describes the Business
Analysis activities necessary to identify a
business need, problem, or opportunity,
define the nature of a solution that
satisfies the identified need, and justify the
investment necessary to deliver the
solution. Enterprise analysis outputs create
context to requirements analysis.

Tasks
1. Define Business Need
2. Assess Capability Gap
3. Define Solution Approach
4. Define Solution Scope
5. Define Business Case
4

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 godecision.
3. Endsafter the benefits of project outcomes
are measured and analyzed.

Dimensions of project
management
Managing project has2 dimensions:
1. Investing the most valuableprojects and
2. Planning, executing and controlling
project activities to attain thebusiness
value as early aspossible.

Overview
● Project play an essential role in the
survival of organizationstoday.
● Projects must be delivered with high
quality but also under intense security to
positively impact the bottomline.

Enterprise analysis activities linked
to Business planning events -1
Activity Owner Deliverables Role of aBA
Strategic Plan
Development
Executive
Team
Strategic plan
Document
Sr. BAs may be asked to: conduct
competitive analysis and
benchmark studies
Strategic goal
development
Executive
Team
Strategic goals,
themes and
measures
To facilitate strategic goalsetting
sessions
Business
architecture
development
Business
Analyst
Business
architecture
Using information from the
strategic plan and goals the BA
leads to the development and
maintenance of the current and
future state business architecture
Feasibility
studies
Business
analyst
Feasibility
study report
The BA collaborate with subject
matter experts and facilitates the
team to: Identify solution options
Examine the feasibility of each
option
Business case
Development
Business
analyst
Business case
document
The BA collaborate with subject
matter experts to scope the proposed
project, make time andcost estimates

Activity Owner Deliverables Role of aBA
New project
proposal
Busines
s
sponsor
Executive
presentation
decision
package
The BA collects the relevant
information about the proposed new
project and provides the executive
presentationSelecting and
prioritizing
new business
opportunities
Enterprise
governanc
e group
Project selection
Project priority
Project charter
Senior Bas may asked to help plan and
facilitate portfolio management
meetings and present the proposal for
new project
Launching
new projects
Project
manage
r
Project plans The BA supports the project manager
in initiating and planning the new
project
Managing
project for
value
Busines
s
analyst
Updated
business case at
key control gate
The BA works in partnership with the PM
to update the business case at key
checkpoint control gate reviews to
provide management with information
Tracking Project
benefits
Busines
s
Sponsor
Balanced
scorecard
report
The BA ensures metric and
measurements are in place, analyze and
reported to business sponsorto track
actual Vs.
Expected benefits

● 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 theorganizations.

Strategic Planning
● The Business Analyst needs to fully
understand the strategic planning process
and current enterprisestrategies.
● Strategic planningserves to establish the
future course of anenterprise.

Strategic Planning Needs
● Investigating current strategy.
● Assessing the current technologystructure
and strategies.
● Identifying ongoing businessissues.
● Remaining competitive, profitableand
efficient.

Strategic Goal Setting
● Scores of important strategic goals and
objectives are likely to be developedduring
the strategic planning cycle.
● Effective approach for strategicthemes
“building blocks ofstrategy”.
● To monitor the journey, executive teams are
often building corporate scorecards as an
outgrowth of the strategicplan.

Strategic Goals
● Financial Goals
● Customer Goals
● Internal Operations Goals
● Learning and InnovationGoals

The Business Analyst
Strategic 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.

The Business Analyst
Enterprise 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.

Enterprise Analysis Activities
● Changing and maintainingthe Business
Architecture.
● Preparing the Business Case.
● Preparing the Decision Package.

Enterprise Analysis Process
Enterprise Analysis Overview Inputs and Outputs for each activity
Creating and Maintaining
the Business Architecture
Conducting Feasibility
Studies
Deteruining
Project Scope
Preparing the
Business Case
Conducting the Initial
Risk Assessment
Preparing the
Decision Package
Strategic Plans/Goals/Objectives
Business Problems/Opportunity
Current state Business Goals
Architecture
Business ArchitectureArtifacts
Definition, BusinessArchitecture
Artifacts Business FeasibilityStudy
Alternative Solution & Recantation
Definition, BusinessArchitecture
Artifacts Business FeasibilityStudy
Proposed Project ScopeDefinition
Business Feasibility Study
Business CaseReport
Business Feasibility Study
BusinessCase Report, Initial Risk
Rating & Proposed Risk Response
Business Architecture Framework
Business Architecture Artifacts
Alignment of problem/opportunity
to the business, Gap AnalysisResult
Business Feasibility Study,Strategic
Alignment, Technical Alignment,
Alternatives Solution Ranking &
Recommendation
Strategic Fit, Business Objectives &
High Level, Requirement, Root
cause Analysis, Rationale foroption
selected, Project description &
Scope, Assumptions & Constraints,
Initial Approach & Resourcing
Major Project Milestones & Funding,
Requirements, Business Case
Report, Business CaseSummary
Presentation
Initial Risk Rating
Proposed Risk Responses
Collected Package of Enterprise
Activity Products, Enhanced
Business Case Report,
Recommendations,
Executive/Sponsor Briefing Material

Scaling Enterprise Analysis
Activities
● One of the tasks of the Business Analyst is
to determine how much rigorus needed in
conducting the Enterprise Analysis
Activities.

Project Sizing Grid
Project Type
Project Attribute
Small, Low
Risk SMALL
Low to
Moderate Risk
MIEDIUM
Significant,
High Risk
LARGEEstimates
Elapsed Time
6 Months 6 – 12 Months 12 – 24 Months
Timeframe Schedule is
Flexible
Schedule can
undergo minor
Variations, but
deadlines arefirm
Deadline isfixed
and cannot be
changed.
Schedule has no
room for flexibilityComplexity Easily Understood
problem and
solution. The
solution isreadily
achievable
Either difficult to
understand the
problem, the solution
isunclear or difficult to
achieve
Both problem and
solution are difficult
to define or
understand and the
solution is difficult to
achieve.Strategic
Importancee
Internal Interest
only
Some direct Business
impact and/or relates to
a low priority
Affects core service
delivery and/or direct
relates to key
initiativesLevel of
change
Impacts a
single business
unit
Impacts a number
of business units
Enterprise
impacts
Dependencies No measure
dependencies or
inter‐ related projects
Some measure
dependencies or
inter‐ related
projects, but
considered low risk
Major high risk
dependencies or
inter‐ related projects

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 toinvestment.

Guidelines for Enterprise
Analysis Activities – Table
Project Size Level of EnterpriseAnalysis
Significant,
High‐Risk Projects
Full set of Enterprise Analysis deliverables:
Business Architecture
Feasibility
Study
Business Case
Risk Rating
Decision
Package
Low‐to‐Moderate
Risk Projects
Modified set of Enterprise Analysis Deliverables:
Minimally a full set of Business Case and some of
Business Architectureactivities
Small,
Low‐Risk
Projects
Simplified Business Case and some Business
Architecture to provide acontext.

Relationship to Other
Knowledge Areas
Outputs from Enterprise Analysis will
become inputs to:
•Requirements Planning andManagement
Knowledge Area.
•Requirements Gathering KnowledgeArea
•Requirements Communication Knowledge
Area.

EAProcess 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 BusinessArchitecture.
●The collective set of documents, modelsand
diagrams provide a context from which
change impacts can beassessed.

EAProcess 1:
● The enterprise Architecture consistsof five
architectures which in total comprise
Enterprise Architecture:
◦ Business Architecture
◦ Information Architecture
◦ Application Architecture
◦ Technology Architecture
◦ Security Architecture

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 usethem.

Business Architect’s Skill set areas
● Business strategy
● Business process engineering
● Business analysis
● Business modeling
● Business concepts

Predecessors to create and
maintain Business
● Predecessors activities include strategic
plans and goals, feasibility studies,
approved projects to seize new business
opportunities andfuture state business and
IT system documentation.

Process and elements
● Typical process stepsinclude:
1. Determine the scope of theBusiness
Architecture efforts
2. Plan the Business Architectureactivities
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
● Not Every business requires a full blown
Business Architecture, and those that do, do
not require all possibleviews.

2. Plan the Business Architecture
Activities Effort -1
● Determine appropriate framework and
approach.
● Determine the architectural documents and
drawings to be created orupdated.
● Select the appropriate resources onthe basis
of the business drivers for building the
architecture and the business entities under
review.

2. Plan the Business
Architecture Activities Effort -2
● Select the relevant business architectural
viewpoints.
● Identify appropriate tools and techniques to
be used to capture, modeling and analysis.
● Determine how thearchitectural
components will bestored.

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 thefollowing:
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
● Activities involved in completing the
architecture include thefollowing:
◦ Build the requirement traceability matrix to
ensure specific architectural components
exist that meet the business need.
◦ Prepare the Business ArchitectureReport.

4. Conduct a quality review& baseline
the 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 architecturedomains.
● Ensure standards compliance for each of
the architecture components.

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 endusers
◦ Government and regulatorybodies

4. Conduct a quality review &
Baseline the Business
Architecture -3
● The Deliverables:
◦ Strategic plans, goals andstrategic themes
◦ Business roles including knowledge and
skill requirements
◦ Gap analysis results

Techniques to create and
maintain business 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.

Techniques to create and
maintain business architecture -2
● The columns represents
the questions that must
be answered to design
a business entity:
◦ What (Data andentities)
◦ How (processor
function)
◦ Where (locationand
network)
◦ Who (people)
◦ When (time)
◦ Why (motivation)
● The rows of the
framework describe the
different perspectives of
the enterprise:
◦ Scope
◦ Business model
◦ System model
◦ Technology model
◦ Detailed representations

Zachman’s Framework Matrix -1
**
*
What How Where Who When Why
Objectives
/Scope
List of
things
Important
to the
enterprise
List of
Processes
the
enterprise
Performs
List of
locations
where the
enterprise
Operates
Units
List of List of
organizational business
events/
cycles
List of
business
goals/
Strategies
Business
model
business
owner’s
view
Entity Physical,
Relationship Dataflow
Diagram Diagram
Logistic
Network
Organization
chart with
roles, skill
sets, security
issues
Business
master
schedule
Business
Rules
System
model
Architect’
s view
Data model Essential
Data Flow
Diagram,
Application
Architecture
Distributed
System
Human
interaction
Architecture architecture
Dependency
diagram
entity view
life history
Business
Rule
model

Zachman’s Framework Matrix -2
**
*
What How Where Who When Why
Technology
Model
Designer’s
view
Data
architecture,
map to
legacy
Structure
chart
pseudo
code
System
architecture
User
interface,
security
design
Control
flow
diagram
Business
rule design
Component
Configurati
on Builder’s
view
Data design,
physical
storage
design
Detailed
program
design
Network
architecture
Screens
Security
architecture
Timing Rule
definitions specification
in program
logic

POLDAT Framework – 1
This model develops documents, tables, matrices,
graphs, models and organizes them in the
following categories:
●Process
●Organization
●Location
●Data
●Applications
●Technology

This model develops artifacts and organizes them
into following domains:
●Process: The business processes that flow value
from the organization to thecustomer.
●Organization: The organizationalentities that
that operate the business processes.
●Location: The location of the business units
and organizational entities.

● Data: The data and information that are the
currency of theorganization.
● Applications: The ITapplication.
● Technology: The enabling technology that
supports the operation of the processes and
applications.

Entity Analysis Case Studies
● India is fast emerging as a hot destination for
global automobile andaerospace 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.

VOIP PBXbox forNetworking
● 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
● Component Business Model: IBM’s
component business model is a simplified way
of looking as anorganization.
● Business Process Models: These models are
often referred to as Activity models.
● Class Models: These models describe static
information and relationships between
information.

Techniques for Business
Architecture Modeling – 2
● Use Case Model: These models describe
business processes or systemfunctions.
● 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.

Business Architecture Tools
● As the business and enterprise architecture
activities become more comprehensive, it is
helpful to use sophisticated modeling tools.

EAProcess 2:
Conducting Feasibility Studies
● Organizations are continually improving
their strategic planning and goal setting
process, accomplished by a deliberate
approach to strategy execution.

EAProcess 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.

Knowledge Requirements
Business AnalystNeeds to understand:
● Financial Analysis to evaluatethe viability
of potential solutions.
● A broad, not deep understanding of IT
infrastructure that supports thebusiness.

Skills
● Research and information analysisskills.
● Technical writing skills
Predecessor Activities to conduct feasibility
studies include:
● Strategic planning andgoal setting.
● Business architecture framework.

Process and Elements
● Determine requirements for thestudy.
● Conduct a current stateassessment.
● Identify potential solutions.
● Determine the feasibility of eachoption.

1. Determine Requirements
for the Study:
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 asolution.

2. Determine the Objectives, Scope and
Approach and plan the study effort
● Tasks:
◦ Establish specific, measurable objectives.
◦ Develop benefitcriteria.
◦ Define deliverables.
◦ Review all the information developed with the
sponsor.

3. Conduct a Current State
Assessment
● The study team conducts a limited amount
of internal analysis when initiating the
feasibility study.
● Elements:
◦ Strategy
◦ Business Area
◦ Process
◦ Competitive Arena

4. Identify Potential Solutions
● At this point, the study team conducts
external research activities to uncover
general information about theindustry.
● It is important to note that the list of
possible alternatives should includethe
option of doing nothing.

5. Determine the feasibility of
each Option
● For each potential solution, typicalanalysis
steps include thefollowing:
◦ Describe the solution option
◦ Identify methods to assess thealternatives
◦ Define assessment steps
◦ Undertake feasibility analysisfor each option

6. Document and Communicate
the Results for the Study
● Describe the results of the feasibilitystudy
for each identifies alternativesolution.

KeyStakeholders
● Executive Management
● Business Process Owners
● Business Unit Managers
● Subject Matter Experts.

Deliverables -1
● The deliverable is a feasibility Study Report
that includes environmental information,
both internal and external to the
organization that isrelevant to the business
problem or opportunity.

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

Deliverables -3
◦ Alternative solution ranking
• Ranking criteria
• Ranking scores
◦ Results – recommended solutions
◦ Appendixcontaining all supporting information
● Additional information that may be
included inthe final report includes:
◦ Availability of COTS.

Techniques
● Conduct the current stateassessment
● Plan the feasibility studyeffort
● Identify solution options
● Assess the feasibility of eachsolution
option.

1.Techniques to Conduct the
Current 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

2.Techniques to Plan
the Feasibility Study
● During this step, the Business Analyst
enlists the assistance of anexperienced
project manager. Techniques include:
◦ Standard Project Management Techniques
◦ Work BreakdownStructure (WBS)

3.Techniques to Identify Solution
Options
facilitates a creative session to identifyas
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
involves all members of the study team.
Techniques include:
◦ Market Surveys
◦ Technology FeasibilityAssessment
◦ Risk identification
◦ Benchmarking Analysis

4.Techniques to Conduct the Analysis
of the Feasibility of each Option
◦ Technology AdvancementAnalysis
◦ Early CostVs. Benefit Analysis
◦ COTS Packagecompare/contrast Analysis
◦ Analytic Hierarchy Process(AHP)
◦ Decision Analysis
◦ Decision Tables
◦ Probability Analysis

EAProcess 3:
● It is likely that the Business Analysis will not
only enlist the assistance of a senior project
manager.
● Defining the proposed project scopeinclude:
◦ 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 limitedto:
◦ Business process re‐engineering conceptsand
techniques.
◦ Capability Maturity frameworks
◦ International standards
◦ Knowledge of general managementdisciplines

Knowledge Requirements -2
b ) A basic understanding of the Project
Management Institute ProjectManagement
Body of Knowledge (PMBOK), including:
◦ Project life cycle
◦ Project management knowledge areas
◦ Projects, subprojects, programs and portfolios
◦ Functional departments within theenterprise

Skills
● Planning, estimating and scheduling
● Scope definition and decomposition
● Communication skills:
° Written Communication
° Presenting

Predecessor Activities
● Strategic planning andgoal setting
● Business architecture developmentand
documentation.
● Feasibility studies

Process and Elements for
Determining Project Scope -1
● Drafting the preliminary projectscope
statements
● Describing the projectapproach

Process and Elements for
Determining Project Scope -2
1. Drafting the preliminary project scope
statements
2. Developing a high‐level workbreakdown
structure
3. Developing cost andtime estimates
4. Describing the projectapproach

KeyStakeholders
● Business executive sponsorof the
proposed business.
● IT management
● The portfolio management
governance group

Deliverables
● Summary ofactivities
● Strategic alignment
● Assumptions and constraints
● Initial projectapproach

Techniques
Scope 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.

Context/Business Domain
Models
● This provides a visual model of the scope of
the project.
● Context diagrams are used early in the
project to get agreement onthe scope under
review.

EAProcess 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

● Business case authors need:
° An understanding of accounting practices
° Knowledge of howto translate the proposed
° Financial analysis to forecast theeconomic
impacts of the proposed newproject.

Skills
● Financial analysis
● Financial profit projectionmodels
● Use of technology tool to represent the
benefits and costs.

Predecessor Activities
● Strategic Planning and goal setting
● Business architecture framework
● Proposed project scopedefinition

Process and Elements -1
● Identify and Quantifythe Benefits
● Identify and Quantifythe Costs
● Prepare the Business Case
● Determine the MeasurementProcess for the
Costs and Benefits

● Identify and Quantify the Benefits:
Measure the benefits of the recommended
solution in terms in terms of qualitative and
quantitative gains to theenterprises.
● Identify and Quantify the Costs:
° Estimate the total net cost of thesolution.
° It is difficult to prepare cost estimates for
IT projects during pre‐project

● Prepare the Business Case:
Develop the Business Case at the level of
sufficient detail
● Determine the Measurement Process forthe
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 theorganization
today.

KeyStakeholders
● Business executive sponsoro the proposed
project.
● The portfolio management team
● Deliverable from this effort is the Business
Case document.

Contents of Business Case
Table -1
● Executive Summary
● Introduction and summary
° Project Rationale for Preferredoption
° Potential Technology ImpactAnalysis
● Approach
° Financial Metrics
° Privacy ImpactAssessment

Contents of Business Case
Table -2
● Key SolutionCriterion
° Weighting
° Constraints and Limitations
● Preferred Alternatives (InsertTitle)
° Business benefits
° Other Issues
• Risk Management Plan
• Conclusion and Recommendations

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 tochange

● 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 theproposal?
Business Related Questions

Business Process Framework
Process Framework The Business Case process proceeds in parallel and
interfaces with the software developmentprocess
“Principles, Rules, and Tools for Business Case Development”
Business Planning Process
Trade‐off and Analysis Process
Software Development Process
Analytical
Methods
Models Guidelines for
Decision‐making

Business Planning Process
1. Prepare
White
paper
2. Demonstrate
Technical
Feasibility
3. Conduct
market
survey
4. Develop
Business
Pan
7. Get
ready to
execute
6. Sell the idea
and develop
support base
5. Prepare
Business
Case
Approval
to Go
ahead
Idea or
proposal
Proof
of
Concept

● Demonstrates how the organizationwill
maximize strengths and minimize
weaknesses relevant to the proposed
solutions.
SWOT Analysis

● Discounted cash flow
● Net presentvalue
● Internal rate of return
● Average rate ofreturn
● Pay back period
Financial Valuation

● This seeks to compare the costs of
implementing a solution againstthe
benefits gained from it.
Cost-Benefit Analysis

● It is a technique that measures the
development and performancecost of
activities, resources and items.
Activity Bases Costing

Conducting the Initial RiskAssessment
● Project risk is an uncertain event or
condition that has a positive or negative
effect on at least one projectobjective.
EAProcess 5:

● Knowledge requirements forperforming
Risk assessment
° Financial analysis and profit protection models
● Skills required
° Facilitation, Risk Identification
● Predecessor activities include allthe
enterprise analysis activities
and Skills, Predecessor
Activities

● Identifying projectRisks
● Assessing risk probability and impact
● Planning risk responses
● Assessing organizational readinessand
calculating an overall riskrating

● Identify Risks: Identify and analyzing Business
risks, financial risks, technicalrisks.
● 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.

● Business executive sponsorof the
proposed project.
● Business process owners and
business process subject matter
experts
● IT manager
KeyStakeholders

● Brainstorming
● Interviewing
● Root cause identification
● SWOT analysis
Techniques

Preparing the Decision Package
● Purpose of this activity is to provide an
actionable set of information regardingthe
proposed new project to theorganizational
decision makers
EAProcess 6:

● Knowledge requires in the following area:
° Portfolio management
° Project selection and prioritization
● Skills required are:
° Written communication skills
° Executive benefiting preparationskills
● Predecessor activities include allthe
Enterprise Analysis activities.
Knowledge requirements, Skills
and Predecessor Activities

● Process and Elements of preparing the
Decision Package:
° The Business Analyst complies all relevant
information from the Enterprise Analysis Activities
● Key Stakeholdersincludes:
° The portfolio managementteam
● Deliverables include:
° Executive Briefing
● Techniques include:
° Executive level communication technique
° Data representation techniques
Process And Elements, Key
Stakeholders, Deliverables

● 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 productdevelopment activities
° Information technology enhancements
Selecting and Prioritizing
Projects -1

● To select and prioritize the best change
initiatives, executives need information
largely provided through the efforts of the
Business Analyst.
° Participate inproject reviews for ongoing
management oversight.
Selecting and Prioritizing
Projects -2

● Once a project has been approved, a project
charter is prepared and a project manager
is assigned.
Launching New Projects

● 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 ofthe project and
the recommendation for the futurefunding.
Managing Projects for Value

● Once projects solutions areimplemented,
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.
Taking Project Benefits

● 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 planningserves to establish the
future course of anenterprise.
● The BA must also understand the strategic
goals andpriorities of the enterprise.
KeyPoints -1

● 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 andshare
information about theenterprise.
● A feasibility study addresses either a business
problem to be resolved or to a business
opportunity to beseized.
KeyPoints -2

● Techniques to plan and conduct the feasibility
studies includes 1) Conduct the current state
statement, 2) Plan the feasibility studyeffort, 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.
KeyPoints -3

● 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.
KeyPoints -4

Thank You!

Enterprise Analysis

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