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PL600: Perform solution envisioning and requirement analysis - Coggle…
PL600: Perform solution envisioning and requirement analysis
Identify Existing Solutions and Systems
Discovery
Enterprise architecture
Reliance on vendors
Attitude to change
Data Sources
Back office
Shadow IT
AD
Legacy
Quality
Data Migration
Who's responsibility
Mapping
Easily retrievable
Data scale
Useage
Timeframe for termination
High Level Business Processes
Must haves for day 1
Drives priorities
Becomes EPICs
Drives the essentials
Technical Debt
Capture Requirements
High Level
Epics
Must haves
Functional
As a
_ I want / need
then ___ to
Drive clarity
Acceptance criteria
Exceptions
Non - functional
Speed
Volume
Availability
Compliance
Frequency
Colour schemes
Design standards
Data residency / retention
Meet Org goal
Definition of done
Reduce Scope creep
Feasibility
Tshirt sizing
Sprint planning
Prioritisation
Minimal Viable Product
Scope Creep
Attendees
Mix of seniority
Focused vs generis
Fit Gap
Feasibility
Cost vs functionality
Design Principles
Regulations
Internal
External
Contradiciton with policies
D365 app
Which parts of Power Platform are best suited
Config vs create
App Source
Cost of license vs dev
Gap between requirement & component
Alternative Solution
PCF / Power Bi / Power App / Function / Web
Scope
what is Minimal Viable Product
Day 0 vs Day 30
Proof Of Concept
Initiate Solution Planning
Business Requirements
Discovery
Enterprise architecture & constraints
High level of as is process
Appetite for change
Stakeholders and detractors
Current Licensing
Business Process Changes
Staff Changes
Workshops
Business focused vs Functional
Group decision
Product Owner
Design Constraints
Dev capability
Config / Customise / Develop
Tech Debt
Rules
Configure vs extend
Tech Debt
No Code / Low Code
Solution Components
From Discovery, limitations and restrictions
Existing infrastrucure contraints
AWS / Azure / Google Cloud
On Prem
Security
Mobile / Desktop
Migration
Data cleanliness
Available tools
Documents
Data reduction
Identify Organisation Information & Metrics
Business Process
As Is
To Be
Impact on current processes - time etc
Risk Factors
How do they make money
Appetite for Risk
Target operation Model
Key measures for business
Strategic
Technology
Security
Legal
Identify business process automation opportunities
What processes rely on older technologies
Legacy systems for RPA
Approvals or manual paper trails
Review Key Success Criteria
What one thing would make this a success
Governance/Data management
Speed to done
Tactical vs Strategic solutions