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8.Solution Evaluation - Coggle Diagram

- - - - Do Nothing: is usually recommended when the value of a change is low relative to the effort required to make the change, or when the risks of change significantly outweigh the risks of remaining in the current state. It may also be impossible to make a change with the resources available or in the allotted time frame.
      - Organizational Change: is a process for managing attitudes about, perceptions of, and participation in the change related to the solution. Organizational change management generally refers to a process and set of tools for managing change at an organizational level.
        Possible recommendations that relate to organizational change include:
        
        automating or simplifying the work people perform.
        
        improving access to information.
      - Reduce Complexity of Interfaces: interfaces are needed whenever work is transferred between systems or between people. Reducing their complexity can improve understanding.
      - Eliminate Redundancy: different stakeholder groups may have common needs that can be met with a single solution, reducing the cost of implementation.
      - Avoid Waste: the aim of avoiding waste is to completely remove those activities that do not add value and minimize those activities that do not contribute to the final product directly.
      - Identify Additional Capabilities: solution options may offer capabilities to the organization above and beyond those identified in the requirements. I
      - Retire the Solution: it may be necessary to consider the replacement of a solution or solution component. This may occur because technology has reached the end of its life, services are being insourced or outsourced, or the solution is not fulfilling the goals for which it was created.
        Some additional factors that may impact the decision regarding the replacement or retirement of a solution include:
        
        ongoing cost versus initial investment: it is common for the existing solution to have increasing costs over time, while alternatives have a higher investment cost upfront but lower maintenance costs.
        
        opportunity cost: represents the potential value that could be realized by pursuing alternative courses of action.
        
        necessity: most solution components have a limited lifespan (due to obsolescence, changing market conditions, and other causes). After a certain point in the life cycle it will become impractical or impossible to maintain the existing component.
        
        sunk cost: describes the money and effort already committed to an initiative. The psychological impact of sunk costs may make it difficult for stakeholders to objectively assess the rationale for replacement or elimination, as they may feel reluctant to "waste" the effort or money already invested.
- - - - Business analysts also evaluate internal and external stakeholders to:
        
        gauge understanding and acceptance of the solution,
        
        assess perception of value and benefit from the solution, and
        
        determine what communication activities are needed to ensure awareness and understanding of the solution.
- - - - Volume or Sample Size: a volume or sample size appropriate for the initiative is selected. A sample size that is too small might skew the results and lead to inaccurate conclusions. Larger sample sizes may be more desirable, but may not be practical to obtain.
      - Frequency and Timing: the frequency and timing with which measurements are taken may have an effect on the outcome.
      - Currency: measurements taken more recently tend to be more representative than older data.
    - - Quantitative Measures: are numerical, countable, or finite, usually involving amounts, quantities, or rates.
      - Qualitative Measures: are subjective and can include attitudes, perceptions, and any other subjective response. Customers, users, and others involved in the operation of a solution have perceptions of how well the solution is meeting the need.