1. 1 Chapter 4 Analyzing End-to-End Business Processes (cont.)

2. 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.]

3. 3 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).

4. 4 Risk Types: 3. Political Risks Political 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.

5. 5 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.]

6. 6 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

7. 7 Case Study D1: Business Use-Case Diagrams (Cont.) Timetable Only 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.

8. 8 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.]

9. 9 Case Study D1: Business Use-Case Diagrams (Cont.) Actors Workers List and describe stakeholders who act within the business in carrying out business use cases. Department/Position General Impact of Project Convener (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.

10. 10 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.] ActorGeneral 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.

11. 11 Case Study D1: Business Use-Case Diagrams (Cont.) Business Actors (Cont.) ActorGeneral Impact of Project Peace Committee An organization set up within a community and consisting of local members of the community, trained by the CPP to assist in dispute resolution. 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.

12. 12 Case Study D1: Business Use-Case Diagrams (Cont.) Business Actors (Cont.) ActorGeneral 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.

13. 13 Case Study D1: Business Use-Case Diagrams (Cont.) Other Systems List computer systems potentially impacted by this project. SystemGeneral 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.]

14. 14 The resulting Business Use Case Diagram