Solution Analysis template - Oregon



Solution Analysis forInsert project titleSubmitting Agency, Division, SectionDate:Version:About this templatePurpose of an Alternatives AnalysisThe purpose of the alternatives analysis is to…Using this templateEach section in the template includes guidance. Checklists are also provided throughout this template as appropriate. These should be removed once the section text is drafted. Blue text is sample text and should be updated and formatted to match the other text.Before submitting this document, be sure you:Validate project costs and sources of funding – checking the mathRemove guidance and checklist boxesUpdate footerObtain authorizing signaturesDELETE THIS PAGE PRIOR TO SUBMISSION EIS Solution Analysis Template 3/2020Table of Contents[If you want the Table of Contents to update automatically, do not edit or format the table itself while working on the document. To update the table after adding text or changing headings, right-click on the table below, then select “Update Fields” from the pop-up menu. Then choose either “Update entire table” (if you have added or removed section heads from the document) or “Update page numbers only.”To ensure that all headings appear automatically in the Table of Contents, headings in the document itself must receive the style designation Heading 1, Heading 2, etc.” (To see the table of pre-set styles, choose “Format,” (menu above), then “Styles and Formatting…”] TOC \o "1-5" About this template PAGEREF _Toc35349424 \h 2Purpose of an Alternatives Analysis PAGEREF _Toc35349425 \h 2Using this template PAGEREF _Toc35349426 \h 2Table of Contents PAGEREF _Toc35349427 \h 3Current State, Future State, and Gap Analysis PAGEREF _Toc35349428 \h 4Current State PAGEREF _Toc35349429 \h 4Future State PAGEREF _Toc35349430 \h 4Gap Analysis PAGEREF _Toc35349431 \h 4Market Research PAGEREF _Toc35349432 \h 4Solution Analysis PAGEREF _Toc35349433 \h 5Alternatives Identification and Description PAGEREF _Toc35349434 \h 5Selection Criteria PAGEREF _Toc35349435 \h 6Alternatives Assessment PAGEREF _Toc35349436 \h 8Alternative Recommendation PAGEREF _Toc35349437 \h 10Conclusions PAGEREF _Toc35349438 \h 10Appendixes and References PAGEREF _Toc35349439 \h 11Current State, Future State, and Gap AnalysisGuidanceThis section should demonstrate an understanding of the state of current business, will identify pain points and prevent current state issues from reoccurring. The complete analysis will compare and address the current state to the desired future state and identify the gaps of all business functions, processes, roles, systems and data. The outcomes of this analysis will provide data that can be used measurable business benefits. The full analysis should be a separate document and the below should summarize the analysis. ChecklistSummarize current state analysisSummarize future state analysisSummarize gap analysisInclude complete analysis in appendixCurrent State[text placeholder]Future State[text placeholder]Gap Analysis[text placeholder]Market ResearchGuidanceConduct a search of current solutions available on the market or used in other agencies, the enterprise, state, federal and local government organizations. The process may use a survey, phone calls, an official request for information (RFI), professional contacts, etc., and is to be documented along with the results of the search. This research is important to build knowledge and understand challenges and opportunities in similar initiatives as well as a foundation for cost and timeline estimates, planning and risk mitigation. Consider requesting lesson learned reports from similar implementations.ChecklistSummarize market or other state researchProcess used to conduct research with contacts identifiedDevelop key takeaways on product availability, cost estimates, lessons learned, alignment and timelines[text placeholder]Solution Analysis GuidancePerforming an analysis of possible solutions ensures that appropriate questions and concerns are addressed to support the investment direction recommendation.Alternatives Identification and DescriptionGuidanceIdentify at least two alternative business solutions – the current state or “status quo” alternative and a proposed alternative – but better analysis considers more than two. Include a description of the approaches for the identification of alternatives and an outline/description of each alternative considered (comparative information should not be included in the description). ChecklistClearly identify alternatives to be compared Include “status quo” or “business as usual” as an alternativeIdentify a third and fourth alternative, if possibleIdentify and describe other alternatives considered but not considered viableDescribe how the potential solutions are strategically appropriate for this business problem [text placeholder]Selection CriteriaGuidanceAlternatives must be equitably compared. Describe the methodology for the identification of alternatives, the selection criteria as well as a table comparing the cost, benefit and risk of each alternative. Identify and define a set of criteria for analyzing and scoring each alternative. Consider having your stakeholders vote on the most important selection criteria based on business and technical needs, using a survey tool (to weight the criteria). If the criteria is not weighted, remove that column from the table.ChecklistFor Budget criterion: Summarize the cost model. There are a number of financial templates to assist in building a cost model for each alternative. These templates can be accessed at: Case Document_Appendix.docIdentify relevant costs for the business case with a clear and comprehensive cost model (include the cost model in the appendix)Identify the important financial criteria or financial metrics, that will be analyzed for each alternativePresent a total cost of ownership (TCO) summary analysis for each considered alternative and an incremental TCO comparing each alternative with the status quo (typically five-year TCO)Use the same cost model for all alternativesInclude the full work in the appendix section of the documentFor Risks criterion: Describe the risks. The same risks should be assessed for each alternative. Consider the effects and magnitude of the alternative to existing business and technical architecture. Impacts may include: Modification/optimization/elimination of existing processes, procedures and systemsIntroduction of new processes and proceduresIntegration of processes and procedures within or across business unitsInterruption to serviceModification of organizational structureModification of transaction volumes or hours of system operation, maintenance and supportModification of service level agreements (SLAs)Development of technical staff skills and experience for operations and maintenanceAreas of consideration:Maturity and stability of the system or technology being consideredScope, size and complexity associated with implementing the alternativeLevel of system configuration or customization being consideredRoles and responsibilities of internal and contractor staff on the projectLevel of executive and staff support for the change being proposedAgency’s demonstrated ability to manage projects of this size and complexitySkills and experience needed to implement this approachAgency’s ability to manage internal and external (contractor) staffNumber of staff resources that must be committedNumber of users impactedNumber of systems impactedLevel of training that might be requiredLength of time the agency has to complete the project or implement this alternativeFor scoring, each criteria may have their own description for how a score is assessed. Be sure to keep the same scoring. For example, if you use a scoring system of 1, 2, and 3, each criteria should have the meaning for each alternative.[text placeholder]Table n – Example Alternatives Analysis CriteriaCriteriaDescription BudgetTCO including design, development, testing, training, migration, implementation, licensing, and operations and maintenance. Consider financial benefits in analysis. See checklist above for more information.BenefitsSolution meets non-financial business benefits (use the benefits identified in the Measurable Benefits section).RisksExpectation for overall solution risk is low (there may be multiple risks that each alternative would be scored against). See checklist above for more information.ScheduleSolution will be implemented in a timeframe that meets the business needsMaintainabilitySolution will not be difficult or costly to maintainSecurity Solution will conform to government and industry security standardsAccessibilitySolution should meet or exceed Oregon Accessibility Standards, Section 508 of the Rehabilitation Act of 1973 and Universal Design (accessible to people with a wide range of abilities, disabilities, and other characteristics)EDISolution will support a diverse and inclusive culture throughout state systems and processesScoring Guide[Use or update the scoring guide below.]ScoreDescription1Low (does not meet criteria)2Medium (somewhat meets criteria)3High (exceeds criteria)Alternatives AssessmentGuidanceEach alternative must be equitably compared to assess how it meets the investment objective. This section will identify the alternatives and the selection criteria.ChecklistFor Cost criterion: Summarize the cost model. There are a number of financial templates to assist in building a cost model for each alternative. These templates can be accessed at: Case Document_Appendix.docIdentify relevant costs for the business case with a clear and comprehensive cost model (include the cost model in the appendix)Identify the important financial criteria or financial metrics, that will be analyzed for each alternativePresent a total cost of ownership (TCO) summary analysis for each considered alternative and an incremental TCO comparing each alternative with the status quo (typically five-year TCO)Use the same cost model for all alternativesInclude the full work in the appendix section of the documentFor Risks criterion: Describe the risks. The same risks should be assessed for each alternative. Consider the effects and magnitude of the alternative to existing business and technical architecture. Impacts may include: Modification/optimization/elimination of existing processes, procedures and systemsIntroduction of new processes and proceduresIntegration of processes and procedures within or across business unitsInterruption to serviceModification of organizational structureModification of transaction volumes or hours of system operation, maintenance and supportModification of service level agreements (SLAs)Development of technical staff skills and experience for operations and maintenanceAlternative 1 – (insert alternative)CriteriaDescribe how the criteria meets, doesn’t meet, or exceeds the business need for this alternative.ScoreWeighted ScoreBudgetRisksBenefitsScheduleMaintainabilitySecurity AccessibilityEDI[insert other criteria identified]TotalSolution RankAlternative 2 – (insert alternative)CriteriaDescribe how the criteria meets, doesn’t meet, or exceeds the business need for this alternative.ScoreWeighted ScoreBudgetRisksBenefitsScheduleMaintainabilitySecurity AccessibilityEDI[insert other criteria identified]TotalSolution RankAlternative 3 – (insert alternative)CriteriaDescribe how the criteria meets, doesn’t meet, or exceeds the business need for this alternative.ScoreWeighted ScoreBudgetRisksBenefitsScheduleMaintainabilitySecurity AccessibilityEDI[insert other criteria identified]TotalSolution RankAlternative RecommendationGuidanceIdentify the preferred alternative concisely but completely for your recommended alternative. Support your reasoning with evidence from the preceding sections. ChecklistExplain, specifically, why the alternative is recommended over another or over the current state, in terms of contributions to business benefits, problems solved, financial outcomes, and risks and tie it to the above analysis.ConclusionsGuidanceDescribe next steps or implementation strategy and key considerations. Provide practical recommendations that recognize risks that should be managed or watched, as well as opportunities that might be pursued. Also consider methods for adequately staffing and supporting this investment. Address approach for project resources, including SMEs and leadership availability and capability.Address how the initiative will adhere to the Governor’s Office of Diversity, Equity, Inclusion/Affirmative Active missions and objectives, ensuring that Oregon’s government develops, maintains, and embeds a diverse and inclusive culture throughout state systems, institutions, and deliverables. Agency should address how the initiative will meet or exceed Oregon Accessibility Standards, Section 508 of the Rehabilitation Act of 1973 and Universal Design (Universal design is the process of creating products that are accessible to people with a wide range of abilities, disabilities, and other characteristics).Clearly explain the consequences of failure to act on/approve/fund the recommended alternative. This section should also point out any surprising or unexpected results of the analysis and discuss any findings that could be misinterpreted.ChecklistExplain next steps or implementation strategyExplain consequences of failure to actEnsure approach develops, maintains, and embeds a diverse and inclusive cultureExplain how Oregon Accessibility Standards, Section 508 of the Rehabilitation Act of 1973 and Universal Design will be attended to and met.Appendixes and ReferencesChecklistComplete current state, future state, and gap analysis Solution Analysis FinancialsLegislationStrategic PlanAgency Planning documentAny additional information referenced ................
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