The assess enterprise limitations task determines how components which are external to the solution could restrict value realization.
The solution may be used across various departments in the enterprise and there may be many connections and dependencies.
The solution may also depend on environmental factors which are external to the enterprise.
Examples of external enterprise limitations include culture, operations, technical components, stakeholder interests, or reporting structures.
In order to assess the external enterprise limitations, the business analyst has to identify the root cause of these limitation which would describe how these factors could limit value realization.
This external enterprise limitations assessment may be performed at any point during the solution life cycle such as during its development or on a completed solution prior to full implementation.
It may also happen on an existing solution that is currently working within an organization. In any case, the assessment activities are similar and require the same skills.
There are four elements which are used in the assess enterprise limitations task and they are:
1. Enterprise Culture Assessment : these are the beliefs, values, and norms shared by the members of an enterprise which could steer the actions taken by an enterprise.
The business analysts should perform cultural assessments for the following reasons:
- To identify if the stakeholders understand the need for the solution.
- To confirm if the stakeholders view the solution as a positive change and support that change.
- To confirm if any cultural changes are required to better realize value from a solution.
The enterprise culture assessment assesses the extent to which the culture can accept a solution.
If the assessment results states that there are cultural changes needed to assist with the success of the solution, the assessment is used to judge the enterprise’s ability and its willingness to adapt to these cultural changes.
The business analysts has to assess the internal and external stakeholders for the following reasons:
a. To measure an understanding and acceptance of the solution.
b. To assess the stakeholders understanding of the value and benefit which is to be realized from the solution.
c. To determine which communication activities are necessary to ensure an awareness and understanding of the solution.
2. Stakeholder Impact Analysis: the stakeholder impact analysis provides an understanding on how the solution could affect a particular stakeholder group.
When conducting stakeholder impact analysis, the business analysts should consider the following:
Functions: these are the processes which the stakeholder would use in the solution.
They include any inputs which the stakeholder would provide into the process, how the stakeholder uses the solution to execute the process, and what outputs the stakeholder would receive from the process.
Locations: these are the geographic locations of the stakeholders who would interact with the solution.
If the stakeholders are in numerous locations, it may impact their use of the solution and their ability to realize the value of the solution.
Concerns: these are the issues, risks, and overall concerns that the stakeholders might have with the solution.
These may include the use of the solution, the perceptions of the value of the solution, and the impact the solution has on a stakeholder’s ability to perform necessary functions.
3. Organizational Structure Changes: the business analysts should assess how the organization’s structure would be impacted by a solution.
The use of the solution and the ability of the stakeholders to adopt the change could be enabled or blocked by both formal and informal relationships among the stakeholders.
The enterprise’s reporting structure may also be too complex or too simple to allow the solution to perform effectively.
So assessing if the organizational hierarchy supports the solution is a key activity.
On occasion, informal relationships within an organization, for example alliances, friendships, or matrix-reporting, may impact the solution’s ability to deliver potential value.
4. Operational Assessment : The operational assessment is carried out to determine if an enterprise is able to effectively use a solution.
It also identifies which processes and tools in the enterprise are adequately furnished to benefit from the solution, and if the appropriate assets are in place to support the solution.
When conducting an operational assessment, the business analysts consider the following:
- Policies and procedures.
- Capabilities and processes that enable other capabilities.
- Skill and training needs.
- Human resources practices.
- Risk tolerance and management approaches.
- Tools and technology that support a solution.