How to Conduct Enterprise Analysis

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Enterprise Analysis is the art of picking the right projects to achieve organizational goals. The name is sosmewhat of a misnomer as it is not necessarily restricted to an analysis of the entire enterprise but can be initiated at any time a major change is pending. Many tools and techniques of everyday business analysis can be brought to bear on major initiatives with the caveat that they may need to be more industrial strength to deliver the needed results. The enterprise analysis process allows your organization to thrive in a changing world.

This 2-day course presents techniques that will help you discover and analyze business problems, capture the business need, develop and communicate the scope of the solution, conduct gap analysis, select the best approach to deliver the solution, and create a persuasive and financially sound business case.

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1. What is Enterprise Analysis

Enterprise Analysis Defined

Enterprise Analysis (KA 5)

Requirements a la BABOK®

Types of Requirements

The Business of Requirements

Enterprise Analysis Input/Output Diagram

Key Concepts in this Knowledge Area

Enterprise Analysis in Your World

Exercise: Risks and Rewards

2. Defining Business Goals, Objectives, Problems, and Needs

Assessing Business Goals and Objectives

What are Business Goals and Objectives?

Who Needs Business Goals and Objectives?

How are Business Goals and Objectives Expressed?

Examples of Business Goals and Objectives

Exercise: Vision to Business Goals

Exercise: Writing Business Goals

SMART Business Goals and Objectives

Exercise: Creating SMART Business Objectives

Understanding and Preparing Stakeholders

Identify Stakeholders

Using an Org chart

Stakeholder List

Stakeholder Analysis

Stakeholder Map: Show Communication Links

Stakeholder Analysis: Needs and Expectations

Stakeholder Analysis: Influence and Attitude

Force Field Analysis

Stakeholder Analysis: Complexity

Informal Stakeholder Analysis

Stakeholder Roles

Example of a RACI Matrix

Business Problem Definition and Analysis

Defining the Real Problem

Exercise: The Tunnel from the Twilight Zone

Exercise: Problem Identification

Aristotelian Problem/Symptom Reduction

Exercise: Aristotelian Problem Symptom Reduction

Rewriting a Problem Statement

Getting Written Problem Statements

Exercise: Writing Problem Statements

Exercise: Aristotelian Problem Symptom Reduction

From Problems to Requirements

Exercise: Getting Requirements from Problems

Past and Present Methods for Brainstorming

Brainstorming Sessions

Exercise: Brainstorming Alternatives

3. Finding and Closing Capability Gaps

Basic Gap Analysis Techniques

Enterprise Architecture Defined

Components of Enterprise Architecture

Enterprise Architecture Scope

Gap Analysis Defined

Exercise: What Factors Influence Capabilities?

Premise of Gap Analysis

Deliverables of Gap Analysis

Exercise: Distributing Capability Factors

Worksheet: What Fits Where?

SWOT Analysis Revisited

SWOT Analysis

What's Scope Got to Do with It

Discussion: What Is Scope?

What Does Scope Define?

Solution Scope

Project Scope

Scope Management and Change Control

Requirements Review and Approval

Example of a RACI Matrix

Who Approves Your Requirements?

Quality Assurance Activities

Requirements Issues and Conflicts

Exercise: Requirements Review

Scope Modeling

Creating a Context-level Process Model

Business Context Process Model Example

Exercise: Order Entry Department Scenario

Exercise: Order Entry Department Business Model

Exercise: Business to Context Level Diagram, Step 1

Context Level Process Model

Use Case Diagram Symbols and Rules

Use Case Diagram Conventions

Exercise: Drawing a Context Use Case Diagram

Advanced Use Case Diagrams

4. Solution Development Life Cycles and Organizational Capabilities

Early Project Estimation Techniques

Early Project Estimating

The SWAG Estimate

Exercise: SWAG

Consensus Estimating

Quest for Better Estimates

Exercise: Consensus & Quest

The Expert Estimator

Units of Estimating

Comparison Estimating

Exercise: Comparison Estimating

Requirements Impact Estimates

COCOMO II Cost Factors

Quest/SWAG and COCOMO Cost

Exercise: COCOMO Cost

Using “Points” for Estimating

Points as Sizing Parameters

User Requirement Sizing, the Initial Process

User Story Sizing, the Estimating Process

Reality Check

Iterations, Increments & Releases

Backing into Duration

Making Points

Successful-Project Profiles

Summary: Experience-Based Estimating

Potential Solution Approaches

Three Philosophical Statements

Problem/Symptom/Solution Analysis

Expanding Solution Alternatives

Improving Solution Coverage

Macro-level Solution Alternatives

Exercise: Evaluating Solution Alternatives

Conducting Feasibility Analysis

Is Your Solution Feasible?

Identifying High Risk Requirements

Exercise: Reducing the High Risk Requirements

Risk Requirements Reduction Techniques

Comparing Alternative Solutions

Paired Comparison Analysis

Decision Analysis Techniques

Decision Analysis Defined

Decision-making Approaches

Exercise: What Are You Deciding?

Decision Analysis Toolkit

Decision Trees

Exercise: Decision Tables

Worksheet: Decision Table Actions

Force Field Analysis

5. Defining and Documenting Project Scope

Business Problem Definition and Analysis

Defining the Real Problem

Exercise: The Tunnel from the Twilight Zone

Exercise: Problem Identification

Aristotelian Problem/Symptom Reduction

Exercise: Aristotelian Problem Symptom Reduction

Rewriting a Problem Statement

Getting Written Problem Statements

Exercise: Writing Problem Statements

Exercise: Aristotelian Problem Symptom Reduction

From Problems to Requirements

Exercise: Getting Requirements from Problems

Defining and Presenting Problem and Solution Scope

Visual Tools

Problem Definition

Exercise: Problem Analysis

Process Model for Problem Analysis

Exercise: Requirements Analysis

Exercise: Depicting Solution Scope

Event/Response Symbols and Conventions

Event/Response Example Diagram

Exercise: Creating Event/Response Models

Creating Vision Statements

System Vision

WasteTheWaist “Vision Statement” from CEO

Exercise: From Vision to Requirement Statements

Vision Statement Evaluation

Exercise: Structured Vision Statement

6. User Stories and Business Analysis

What Are User Stories

User Stories: “First Rules"

User Stories: Defined by Example

Exercise: Defining User Stories

Major Components of User Stories

Exercise: Great Jobs Website

When Are User Stories Written?

When are user stories written

Who Writes User Stories

User Roles

Exercise: User Roles

Exercise: Organize the Roles

Adding Role Details

Rewriting the Roles “Second Rules"

Exercise: Role Details

Exercise: Combining Roles and Stories

How Do You Get to User Stories

Standard Techniques

Story Writing Workshops

WasteTheWaist “Vision Statement” from CEO

Exercise: Story Writing Workshop

How Do You Manage User Stories?

Business Focused User Stories

Value and User Goals

Story Value

Exercise: Story Value

Value Measurement-Right Sized

Complex User Stories

Exercise: Are Your Stories the Right Size?

Dependency

Exercise: Dependent Stories

User Story Sizing: The Initial Process

User Story Sizing: The Estimating Process

User Story Sizing: The Estimating Process

Exercise: Story Point Estimates

Good and Not-So-Good User Stories

Properties of a Good Story

Properties of a Bad Story

Not All Things Are Stories

Summary

7. Developing a Persuasive Business Case

What is a Business Case?

Business Case Defined

Purpose of a Business Case

Exercise: A Simple Problem

Developing a Persuasive Argument

Components of a Business Case

SWOT Strategies

What Does a Business Case Contain

SWOT Analysis

Exercise: Aligning Project and Organizational Goals

Worksheet: Organizational Alignment

Cost/Benefit Analysis

Symptoms of Solved Problems Are Benefits

Categories of Benefits

Blue Pacific Vision Statement

Worksheet: Blue Pacific Airways Project Benefits

Early Project Estimating

The SWAG Estimate

What to Estimate

Cost/Benefit Analysis Factors

Net Cash Flow Example

Simple Return on Investment (ROI)

Simple Payback Calculation

Internal Rate of Return (IRR)

Financial Performance Metrics: A Research Assignment

Vendor Assessment Criteria

Vendor Selection Criteria

A Simple Approach to Risk Analysis

How Can You Manage Risk?

Dimensions of Risk

Technology Risks Quantified

Exercise: Project Risk Evaluation

PASS = Project Audit Support Services

8. Putting it all Together

Course Closing

Discussion: Course Review

Exercise: Lessons Learned

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• Determine the business need for change
• Analyze business goals and objectives using SMART criteria
• Use Onion Diagrams and RACI matricis to facilitate stakeholder interactions
• Identify potential business problems and opportunities
• Discuss and compare a variety of brainstorming approaches
• Apply SWOT and Gap Analysis to select the most feasible business solution approach
• Distinguish between project, problem, and solution scope
• List 5 different estimation techniques for effort and duration forecasting
• Identify potential business problems and opportunities
• Apply basic problem and opportunity definition techniques
• List the components of a user story
• Explain the strengths and weaknesses of User stories
• Identify the appropriate time to use user stories
• Explain the pros and cons of alternative ways to manage user stories
• List techniques for gathering user stories
• Describe what makes a "good" user story
• Assemble the components for a business case
• Quantify requirements risks

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