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1
Chapter 4
Analyzing End-to-End
Business Processes
(cont.)
2
Risk Analysis
[In this section of the BRD, you describe risks. A risk is anything that could impact the project. For each risk, you’ll note the likelihood of its occurrence, the cost to the project if it does occur, and the strategy for handling the risk. Strategies include:
• Avoid: Do something to eliminate the risk.• Mitigate: Do something to reduce damage if risk
materializes.• Transfer: Pass the risk up or out to another entity.• Accept: Do nothing about the risk. Accept the
consequences.]
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Risk Types:
1. Technological Risks New technology issues that could affect the project: To Be
Determined (TBD).
2. Skills Risks Risk of not getting staff with the required expertise for the
project:(TBD).
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Risk Types:
3. Political RisksPolitical forces that could derail or affect the project include the
following:• Cancellation of funding: Funding for this project is provided
by a foreign government and is granted only on an annual basis after yearly inspections of the organization and based on the government’s policy toward foreign aid.
• Likelihood: Medium.• Cost: Cancellation of the project.• Strategy:
Avoid: Through regular project reports to funders and lobbying of government ministers.
Mitigate: Search out “plan B” funders: University of Cape Town School of Governance.
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Case Study D1: Business Use-Case Diagrams (Cont.)
Business Case
[Describe the business rationale for this project. This section may contain estimates on cost/benefit, ROI (Return On Investment), payback (length of time for the project to pay for itself), market share benefits, and so on. Quantify each cost or benefit so that business objectives may be measured post-implementation The estimates at this stage are ballpark only. Revise estimates periodically as the project progresses.]
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Case Study D1: Business Use-Case Diagrams (Cont.)
Business Case (Cont.) Initial investment = 2 person-years @ US$50,000/yr = $100,000.
Hardware: Use existing PCs at office location. Annual cost : 1 new half-time position, IT maintenance staff =
US$25,000/yr Annual benefits : Reduce administration staff by 2 due to automatic
generation of reports to funders and increased efficiency of case tracking = US$60,000/yr
ROI (Return On Investment) = ([Annual benefit] – [Annual cost])/[Initial investment] = (60,000 – 25,000)/ 100,000 = 35%
Payback period = [Initial investment]/ ([Annual benefit] – [Annual cost]) = 100,000/(60,000-25,000) = 2.9 or approximately 3 years
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Case Study D1: Business Use-Case Diagrams (Cont.)
TimetableOnly a ballpark timetable can be provided at this stage.• Analysis: To begin 1 month after the project is approved to
go beyond Initiation.• Execution: To begin 3 months after the project is
approved.• Testing: Verification of requirements and planning of
requirements-based testing to begin during Execution. Actual tests of software to be run as modules become available.
• Close-Out: To begin 6 months to 1 year after project is approved. Close-out to take 1 month.
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Case Study D1: Business Use-Case Diagrams (Cont.)
Business Use Cases[Complete this section if the project involves changes to the workflow of end-
to-end business processes. Document each end-to-end business process affected by the project as a business use case. If necessary, describe existing workflow for the business use case as well as the new, proposed workflow.]
Business Use Cases[Business use-case diagrams describe stakeholder involvement in each
business use case.]
Business Use-Case Descriptions[Describe each business use case with text and/or an activity diagram. If
you are documenting with text, use an informal style or the use-case template, introduced later in this book, when system use cases are described.]
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Case Study D1: Business Use-Case Diagrams (Cont.)
Actors
• WorkersList and describe stakeholders who act within the business in
carrying out business use cases.
Department/Position General Impact of ProjectConvener (Member of the CPP). Will
use it to update cases and administer payments.
CPP General Admin (Member of the CPP). Will use it to perform administrative
functions, such as updating Peace Committees and members in the system.
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Case Study D1: Business Use-Case Diagrams (Cont.)
Business Actors[List and describe external parties, such as customers and partners, who
interact with the business.]
Actor General Impact of Project
Facilitator A member of the community trained to facilitate Peace Gatherings.
Monitor A member of the community assigned to monitor parties’ compliance with plan of action agreed to during Peace Gathering. Current manual process will remain
in place.
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Case Study D1: Business Use-Case Diagrams (Cont.)
Business Actors (Cont.)Actor General Impact of Project
Peace Committee An organization set up within a community and consisting of local members of
the community, trained by theCPP to assist in disputeresolution. Current manual process will remain in place. Will need to report to
head office about any changes to the organization, membership, etc.
Peace Committee Member A member of a Peace Committee. A local trained by the CPP to assist in
dispute resolution. The IT system will send notification of payment for services.
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Case Study D1: Business Use-Case Diagrams (Cont.)
Business Actors (Cont.)Actor General Impact of Project
Government Body Represents any government organization that receives reports from the new
system.Peace Committee Member .
Funder Source of CPP funding. The IT system will send analytical reports.
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Case Study D1: Business Use-Case Diagrams (Cont.)
Other SystemsList computer systems potentially impacted by this project.
System General Impact of Project
AP System Existing system for tracking accounts payable. This system must
remain in place.
Role Map[The role map describes the roles played by actors (users and external
systems) that interact with the IT system.]
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The resulting BusinessUse Case Diagram