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16 Cards in this Set

  • Front
  • Back
Clarifying needs and metrics
Centers on developing and communicating the business reason for initiating the project or endeavor, and weighing the associated time and expenditure against value of the project's specific outcomes.
Clarify the business needs
Mandates collecting opinions and perspectives from all the relevant stakeholders to describe both the tangible and intangible benefits to derive from the project
Techniques to clarify business needs
Observation
Brainstorming
Formal surveys
Personal interviews
Focus groups
How both current and future state of organization is to be measured
Financially quantifiable and non-financially quantifiable data.
Directly measurable types of information that either does or does not related to financial performance
Non-financially quantifiable data
Reduced processing times
Shorter sales cycles
Quicker information retrieval
Non-quantifiable or intangible data
Information about something that isn't directly measurable but clearly has value to the organization.
Examples of Non-quantifiable or intangible data
Customer satisfaction
Shorter time to market
Better employee morale
Qualifiable data
Measurements of "softer" issues like opinions and experiences
Involves user satisfaction ratings
Sustainable data
Can be communicated to and understood by unknown users, and unknown processing systems
Business case contains standard elements
Costs, for the hardware, software and hr required
Return on Investment, and how long until new solution is paid for out of the savings achieved
Budget, or the amount of money to be allocated in given periods of time and the source of that funding
Timeline, or accounting of how the project and associated expenditures are expected to unfold
Key stakeholders, people inside and outside the organization who are most likely to be affected by the new solution
Business benefits, ito costs savings, process efficiency, revenue opportunities
Scope, the reach of the new solution across technology stacks and operational departments
Risk analysis
Accounting of technical and non-technical risks that have been uncovered
Probability of those risks occurring
Impact on the project or organization if risks occur
Probable cost of this impact
Actions to take to avoid and/or minimize such an occurrence
Strategic goals
Goals that are macro and far-reaching e.g. enabling the ability to bring new products to market faster than the can be today.
Operational goals
More granular and may be centered on particular departments or business processes
Trade study, or trade-off study
Activity of identifying the most balanced technical solutions among a set of proposed viable solutions.
Viable solutions are judged by their satisfaction of a series of measures or cost functions that describe the desirable characteristics of a solution.
Trade studies fall in three categories
Controlled convergence - quick method to compare "primitive" design variables
Cost effectiveness - Links force structure implications to top-level requirements analysis
Comprehensive - considers all applicable decision criteria
Cost factors to consider
Technical training
Existing infrastructure
Software licensing and maintenance
User training