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: http://www.welingkaronline.org/distance-learning/online-mba.html

1. Chapter 2
Enterprise Analysis

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. 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.

4. 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.

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. 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

7. 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
Managing 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 information
Tracking 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. Enterprise analysis activities linked
to 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. 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. Strategic Planning Needs
Investigating current strategy.
Assessing the current technology structure
and strategies.
Identifying ongoing business issues.
Remaining competitive, profitable and
efficient.

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. Strategic Goals
Financial Goals
Customer Goals
Internal Operations Goals
Learning and Innovation Goals

13. 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.

14. 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.

15. Enterprise Analysis Activities
Changing and maintaining the Business
Architecture.
Preparing the Business Case.
Preparing the Decision Package.

16. 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

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. 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

19. 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.

20. 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.

21. 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.

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

26. Predecessors to create and
maintain 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. 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. 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. 2. Plan the Business Architecture
Activities 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. 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 the architectural
components will be stored.

31. 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.

32. 3. Create or update the Architectural
Drawings 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. 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 architecture domains.
Ensure standards compliance for each of
the architecture components.

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. 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. 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.

37. Techniques to create and
maintain 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. 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
Business Entity Physical, Logistic Organization Business Business
model Relationship Dataflow Network chart with master Rules
business Diagram Diagram roles, skill schedule
owner’s sets, security
view issues
System Data model Essential Distributed Human Dependency Business
model Data Flow System interaction diagram Rule
Architect’ Diagram, Architecture architecture entity view model
s view Application life history
Architecture

39. Zachman’s Framework Matrix - 2
*** What How Where Who When Why
Technology Data Structure System User Control Business
Model architecture, chart architecture interface, flow rule design
Designer’s map to pseudo security diagram
view legacy code design
Component 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. POLDAT Framework – 1
This model develops documents, tables, matrices,
graphs, models and organizes them in the following
categories:
Process
Organization
Location
Data
Applications
Technology

41. POLDAT Framework – 2
This 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. 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. 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. 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. Techniques for Business
Architecture 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. Techniques for Business
Architecture 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. Business Architecture Tools
As the business and enterprise architecture
activities become more comprehensive, it is
helpful to use sophisticated modeling tools.

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. 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. Knowledge Requirements
Business 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. 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. Process and Elements
Determine requirements for the study.
Conduct a current state assessment.
Identify potential solutions.
Determine the feasibility of each option.

53. 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 a solution.

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

55. 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

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. 5. Determine the feasibility of
each 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. 6. Document and Communicate
the Results for the Study
Describe the results of the feasibility study
for each identifies alternative solution.

59. Key Stakeholders
Executive Management
Business Process Owners
Business Unit Managers
Subject Matter Experts.

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. 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. 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. Techniques
Conduct the current state assessment
Plan the feasibility study effort
Identify solution options
Assess the feasibility of each solution
option.

64. 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

65. 2.Techniques to Plan the
Feasibility 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. 3.Techniques to Identify Solution
Options
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. 4.Techniques to Conduct the Analysis
of 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. 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

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. 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

71. 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

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

73. Predecessor Activities
Strategic planning and goal setting
Business architecture development and
documentation.
Feasibility studies

74. Process and Elements for
Determining Project Scope - 1
Drafting the preliminary project scope
statements
Describing the project approach

75. 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

76. Key Stakeholders
Business executive sponsor of the proposed
business.
IT management
The portfolio management governance
group

77. Deliverables
Summary of activities
Strategic alignment
Assumptions and constraints
Initial project approach

78. 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.

79. 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 on the scope under
review.

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. 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. Skills
Financial analysis
Financial profit projection models
Use of technology tool to represent the
benefits and costs.

83. Predecessor Activities
Strategic Planning and goal setting
Business architecture framework
Proposed project scope definition

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. 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. 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. Key Stakeholders
Business executive sponsor o the proposed
project.
The portfolio management team
Deliverable from this effort is the Business
Case document.

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. 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. 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. 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. 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”

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 base
Proof of
Concept 3. Conduct 5. Prepare
market survey Business Case
4. Develop Approval to
Business Pan Go ahead

94. SWOT Analysis
Demonstrates how the organization will
maximize strengths and minimize
weaknesses relevant to the proposed
solutions.

95. Financial Valuation
Discounted cash flow
Net present value
Internal rate of return
Average rate of return
Pay back period

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

97. Activity Bases Costing
It is a technique that measures the
development and performance cost of
activities, resources and items.

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. 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. 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. 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. Key Stakeholders
Business executive sponsor of the proposed
project.
Business process owners and business
process subject matter experts
IT manager

103. Techniques
Brainstorming
Interviewing
Root cause identification
SWOT analysis

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. Knowledge requirements, Skills and
Predecessor 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. Process And Elements, Key
Stakeholders, 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. 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. 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. Launching New Projects
Once a project has been approved, a project
charter is prepared and a project manager
is assigned.

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. 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. 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. 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. 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. 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. End of Chapter 2
Enterprise Analysis

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