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Defining Business Needs and Solution Scope

Available Modalities:

  • e-Training
  • Public Classroom
  • On Site
  • Virtual Classroom
SHOW CREDIT DETAILS
Delivery Method PDU Total Technical PMP/PgMp Leadership Strategy PMI RMP PMI SP PMI ACP PfMP PMI PBA
Instructor-led training 22.5 5 0 17.5 0 0 0 5 5
Virtual instructor-led training 22.5 5 0 17.5 0 0 0 5 5
Delivery Method Instructor-led training Virtual instructor-led training
PDU Total 22.5 22.5
Technical PMP/PgMp 5 5
Leadership 0 0
Strategy 17.5 17.5
PMI RMP 0 0
PMI SP 0 0
PMI ACP 0 0
PfMP 5 5
PMI PBA 5 5
  • CDUs: 22.5
  • CEU's: 2.25
  • CPEs: 27
  • PDUs: 22.5
Synopsis

Defining the Business Needs and Solution Scope applies an approach to using business analysis skills at the “fuzzy front end” of a change initiative or even before!  

Prior to launching an initiative to affect any sort of organizational change, be very clear about the desired business outcomes, determine a solution scope, identify and assess all the viable options, scrutinize each of the options, and then make sure you understand all that is involved in the change initiative, including required costs, resources and risks.  

The business case establishes the framework for a successful change by revealing all of the potential pitfalls, and tells executives the whole story before the investment is made.  A good business case is honest, unbiased, objective and well-socialized; key stakeholders contribute and review before it is formally presented.  

The skills of business analysis can help many professionals identify the right types of solutions to solve their business challenges and build the business cases to justify those recommendations. Defining the Business Needs and Solution Scope is an intermediate to advanced course designed to provide the knowledge needed to begin working on identifying business needs and analyzing the benefits of various solution options to help limit the choices before work gets underway or even before the solution work is chartered. In particular, this course “precedes” the typical project-life cycle as it sets up the benefits, value and possibilities that the change may bring, which then become the focus of the initiation phase of a project to implement those changes and execute the strategy.  

This course can help anyone who needs to understand how effective projects and programs align with organizational strategy and confer benefits that solve business problems or who makes decisions or informs those who make decisions on which projects and programs to invest in.  

Learn
  • Explain how the concepts of business needs and value drive change initiatives
  • Describe the importance of business cases to solution recommendation
  • Use current state analysis to identify business needs, goals, and objectives
  • Relate the discipline of benefits management to solution recommendation
  • Utilize stakeholder and capability analysis to plan future states
  • Conduct feasibility assessments on solution alternatives
  • Develop and present business cases for or against potential solutions
 
Topics
  • Benefits Management
    • What is benefits management
    • What is a benefit
    • Roles in benefits management
    • Identify potential benefits and dis-benefits
    • Quantify the benefits
    • Portfolio level benefits
    • Identify stakeholders in benefits managements
    • Benefits mapping
    • Benefits realization plan
    • Planned and emergent benefits
     
  • Define the Current State
    • Define the current situation
    • Facts
    • Issues and concerns
    • Ask the right questions
    • Analyze the current state
    • Define the business need in terms of prioritized problems and opportunities
    • The Business Case: Communicating the Current State and Business Need
     
  • Define the Solution Scope
    • Future state vision
    • Identify and describe stakeholder needs
    • Required capabilities
    • Conditions and constraints about the solution
    • Link capabilities to goals
    • Refine the solution scope in terms of who, what, where, when, why and how
  • Driving Toward Business Value
    • Business value and business need
    • Value proposition
    • Types of business needs
    • Value stream, value chain
    • Who, what, where, when, why and how
     
  • Establish Business Goals and Objectives
    • Begin with the end in mind
    • Strategic vision and alignment
    • Prioritized business goals
    • Participants in business goal development
    • Types of goals
    • SMART business objectives
    • The balanced scorecard
    • Goal hierarchy
    • Goal prioritization
    • Approval of the business objectives
     
  • Financial Analysis
    • Cost-benefit and Financial Analysis
    • Patterns of planned business value
    • Estimate benefits
    • Estimate costs
    • Costs to acquire the solution
    • Costs to live with the solution
    • Financial analysis and indicators
     
  • Identify and Assess Alternatives
    • Identify alternative solutions
    • Determine the viable and non-viable alternatives
    • Analyze the feasibility of the viable alternatives
    • Organizational feasibility
    • Technical feasibility
    • Economic feasibility
    • Real options analysis
    • Identify alternative solution approaches
    • Describe the change strategy
    • Refine the future state
     
  • Putting the Business Case in Context
    • Approvals
    • Benefits Management
    • Making a No Decision
    • After approval
    • Revisiting the business case during development
     
  • Risk Analysis
    • Risks to business value
    • Identify risks
    • Business risks
    • Technology risks
    • Project risks
    • Risk theory
    • Risk management
    • Risk tolerance
    • Risk impact scale
    • Risk log
    • Allowance for risk contingency
     
  • The Business Case
    • Purpose of a business case
    • Content and structure of a business case
    • Participant roles in the business case
    • Characteristics of a good business case