SCOPE of the analysis becomes input to BUSINESS GOALS. This means that not necessarily all business goals need to be taken into account. But the business goals must be defined as measurable.
BUSINESS GOALS become input to BUSINESS FUNCTIONS. Business functions are in fact overall tasks or activities that are designed to support or realize the business goals.
BUSINESS FUNCTIONS become input to ORGANIZATION, RESPONSIBILITY and ROLES. BUSINESS FUNCTIONS become also input to INFORMATION SUPPLY PERFORMANCE. ORGANIZATION, RESPONSIBILITY (including external factors) and ROLES also become input to INFORMATION SUPPLY PERFORMANCE as well as to AMBITIONS.
The organization, groups of competences, is theoretically dissociated from the business functions, however, in practice the organizational structure is often one-to-one with the business functions. This often causes confusion in analyzing and reorganizing. The information supply performance is analyzed both from human and machine perspectives, to discover what works and what is needed or no longer needed. Ambitions should be, but are not always, compatible with what is really needed in order to realize the business goals.
Needless to say that reorganization always be preceded by defining the business processes, which in their turn be preceded by defining the business functions, to be preceded by defining the business goals.
INFORMATION SUPPLY PERFORMANCE as well as AMBITIONS become input to REQUIREMENTS. The requirements originate from the need for change and/or improvement. Please note that different or new is not always better and that nice-to-have not necessarily represent the real need.
REQUIREMENTS and AMBITIONS become input to FUTURE SITUATION. The future situation at this stage is defined conceptually and functionally, and independent from technology.
FUTURE SITUATION – together with the COMMON SYSTEMS MASTER plan (if present) – become input to INFORMATION TECHNOLOGY PLAN. Here we start talking about technology. It could happen that the future situation does not fit with the current overall plan, which, on the other hand is a nice opportunity for reviewing the overall plan.
INFORMATION TECHNOLOGY PLAN becomes input to SYSTEM OUTLINE, GLOBAL DESIGN and QUALITY TEST PLAN, from which the APPROACH gets selected. Now is the moment to see how the future situation would fit in the whole. If needed, a simulation tool could be employed for the user to increase reality.
APPROACH can be either PACKAGE EVALUATION & CUSTOMIZATION, or DETAIL DESIGN, which becomes input to DEVELOPMENT / INSTALLATION. This step is a point of decision whether to go for turn-key systems (usually the case with ERP and CRM) or for in-house development (often the case for web-sites).
DEVELOPMENT / INSTALLATION becomes input to QUALITY TEST, which in its turn becomes input to ACCEPTANCE & CLOSE-OUT. The acceptance covers both technological and functional aspects. After the close-out, the final implementation is declared operational.