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Chapter 4

Analyzing End-to-End

Business Processes

(cont.)

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Risk Analysis

[In this section of the BRD, you describe risks. A risk is anything

that could impact the project. For each risk, youll 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 annualbasis after yearly inspections of the organization and based

on the governments 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 planB 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 containestimates 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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Business Case (Cont.) I ni tial 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 benefi ts: 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 I nvestment) = ([Annual benefit] [Annual

cost])/[Initial investment] = (60,000 25,000)/ 100,000 = 35%

Payback per iod= [Initial investment]/ ([Annual benefit] [Annual

cost]) = 100,000/(60,000-25,000) = 2.9 or approximately 3 years

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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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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. Ifyou 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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Actors

WorkersList 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 Committeesand members in the system.

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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 monitorparties

compliance with plan of action

agreed to during Peace Gathering.

Current manual process will remain

in place.

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Business Actors (Cont.)Actor General Impact of Project

Peace Committee An organization set up within a community

and consisting of local members ofthe 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.

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Business Actors (Cont.)Actor General Impact of Project

Government Body Represents any government organization

that receives reports from the newsystem.

Peace Committee Member .

Funder Source of CPP funding. The IT system will

send analytical reports.

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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 externalsystems) that interact with the IT system.]

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The resulting Business

Use Case Diagram

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