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®
BTTP / Enhanced Help and User Support (10.03)
Business Solution Design
Note to reader. The Business Solution
Design Document is in draft form and
will be finalised once the outline
Solution Design Proposal has been
produced.
Governance
Presented to: Senior User Forum Date of 19/04/2016
submission for
Approval:
Outcome: {Provide commentary on the decision }
Outcome {Provide commentary on the decision and if the special requests or caveats are attached to the
Conditions: decision}
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BUSINESS SOLUTION DESIGN
Contents
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Management Summary —
1.1. Business Problem
1.2. Drivers for Change
1.3. Summary of Findings
1.4. Recommendations
1.4.1. Impact or on ) Core Operating I Processes & Management & Support Services -
1. 5. Next Steps
1.6. Owner
2. Business Context
2.1. Background
2.2. Business Problem
2.2.1. Problem Statement
2.2.2. Current Operation Description
2.2.3. Current Mode of Operation Issues
2.2.4. Root Cause Analysis
2. 3. Scope Boundaries
2.3.1. In Scope
2.3.2. Out of Scope
2. 3.3. Scope Issues
2. 4, Problem Impact on Business
2.4.1. People
2.4.2. Process
2.4.3. Technology
2.5. Solution Constraints
2.6. Solution Acceptance Criteria
2.7. Key Stakeholder Needs
3. High Level Stakeholder & Detailed Requirements
4. Functional Use Cases
5. Recommended Option
5. 1. “Summary
5.2. Solution Outline
5.2.1. Pros and Cons -
5. 3. Timescale Outline
5.4. Budgetary Costs
5.4.1. Solution Implementation
5.4.2. Solution On-Going Service Delivery
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5.5. Key Risks & Issues 12
5.5.1. Risks 12
5.5.2. Issues 12
5.6. Next Steps 13
6. Considered Options 13
6.1. Overvie 13
6.2. Option <Name> 13
6.2.1. Summary 13
6.2.2. Solution Outline 13
6.2.3. Pros and Cons 13
6.2.4. Timescale Outline 14
6.2.5. Budgetary Costs 14
6.2.6. Key Risks & Issues 14
7. Appendix A - Glossary 15
8. Appendix B - Document History 15
8.1. Version History 15
9. Appendix C - Post Office Process Classification Framework 15
10. Document Control
10.1. Purpose
10.2. Reviewers 16
10.3. Referenced Documents 16
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Management Summary
1.1. Business Problem
On-line Help is currently not regarded as the first port of call for branches to resolve customer/product queries due to the clunkiness of the functionality
and the lack of a search engine. Branches default to ringing the NBSC. This results in:
1. A poor in-branch experience for customers as they wait for the postmaster to obtain the answer from the helpline.
2. Increase costs into Support Services as they manage high call volumes.
1.2. Drivers for Change
The Branch Technology Transformation Programme has made the decision to retain and evolve the existing Horizon functionality provided by Fujitsu.
Prior to this decision a procurement exercise was performed during which a number of requirements and improvement opportunities were captured and
shared with potential bidders. These, along with recommendations from Project Sparrow and the Branch Support Programme have formed the basis of the
driver for change and have been discussed in workshops with stakeholders and SME’s which has resulted in the requirements documentation being
produced (See Section 3).
The purpose of this document is to:-
e Ensure the business and programme stakeholders can:
o Clearly communicate to a technology service provider what the solution needs to do to satisfy the customer’s and business’ needs
co Provide input into the design phase with the supplier
e Define the scope of the work package
« Detail the business requirements.
1.3. Summary of Findings
The solution should provide:
+ An intuitive search engine that enables the in-branch user to quickly get to the information they need therefore building the trust of branches in the
content and encouraging self-service
+ Organise information in such a way that it facilitates the smooth running of branches in recognition that branches are busy and their primary focus
should be providing excellent service to our customers.
+ The ability to publish information instantly (subject to internal approval) to ensure help content is current
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+ Strengthened business processes which ensure help content is owned and managed.
+ Management information down to branch and user level which allows an understanding of how help is being used
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Business Process
On-Line Help
Content
Content
Approval
On-ne Help
Content
Content
Publication
On-Line Help f
Content
Authoring
On ine Help
Content
Format
On-Line Help ©
Content
Usage
Not in current solution
On-Line Help
Content
MI
Help Content Governance (authoring /approval)
» Ownership within the business of content is poor
* Foor nvuntenince of content impacts user
confidence in ts accuracy
-
lelp Content Publication Help Content Format elp
Cumbemone publishing « Cantent nol engaging or cesy to
process vie Fujits nevigats sted informatio
Newsfeed hee Be conten: diferent ation oy user B
content restricted to role/brarch enich functio
orca @ week publishing Ne rich riedia content anc
evele linuted formeting/levout optone
Cpegue vereion
controlling of content
MI/Audit
° No management
information or audit
trail on usage of
online help
* No feedback on
quality/content
Help Content Usage
Improved chd more fleribee * The introduction of
‘content types Gncuding pictures, tracking analytics by
hype nks) to create mich more ‘Drench end user will ely
User fnerdiy service to éstabist ease of use
Ability t have differentiated and Seerdh engine
tailored help content by user role functionality ensuring
and brench type answers can be found
Gucky
Introduction of FAs end
‘Hot Topics accessible vie
ehortast functions
‘enpures Ge most
popular information can
he easly found
Help Content Governance - authonng
(Car business owners resporsibie for the accuracy I*
(Of the content and oppiaval of any ciances
A coluhon that fecilitates te Gadnes: need for @
Fobist ond Fe0ble Gover sance oi content
Gass Ge borcency eneing to encite all areas ate
Updated with the cance
Slicker publishing
process which allows
content to be published
rect by FO.
All content to have
transparent version
control and change
traceability
Requirements
Misauat
Recording of user
shot viewed content
and for how fong
Audit Gail of wher
orling belp ©
accessed
User feedback should
help to continually
improve the service
On-Line eip
Content ee
Content
Approval
On-Line Help
Content
Publication
On-Line Help
Content
Format
On-Line Help
Content
Usece
Content
Authoring
On-Line Help
Content
ML
Internal Use Only TO Be Solution: End te Gad Management withia technical solution
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1.4, Recommendations
41.4.1. Impact on Core Operating Processes & Management & Support Services
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1.5. Next Steps
Enhanced User Help and Support is one of the Candidate Opportunities that the BTTP wish to take into Release 1. This outline document will be presented
to the Senior User Forum followed by the Solution Design Authority for assessment and shall be a part of the Summary for Approval pack.
1.6. Owner
This document is owned by Dawn Brooks who is responsible for approval of this document and all related feedback should be directed to them.
2. Business Context
There is an operational need to provide transactional and procedural information to support branches when completing their day to day tasks. It is
essential that branches have instant access to the information and answers can be quickly retrieved, especially if this is to complete a transaction whilst a
customer is waiting. The information must be kept up to date to ensure branches do not follow incorrect or out of date procedures, which may have a
financial impact on the branch.
2.1. Background
2.2. Business Problem
2.2.1. Problem Statement
On-line Help is currently not regarded as the first port of call for branches with customer/product queries due to the clunkiness of the functionality and the
lack of a search engine. Branches default to ringing NBSC resulting in a poor in-branch experience for customers as they wait for the postmaster to obtain
the answer from the helpline. This in turn drives cost into Support Services
2.2.2. Current Mode of Operation Issues
The following key issues have been identified within the current mode of operation:
(Please refer to the requirements documentation at Section 3 for full details)
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Prior
rip Impa
O1 Lack of search functionality As there is no easy way for EUHAS-001
users to search on-line help EUHAS-002
to find answers, they tend to
contact the NBSC for EUHAS-003
information. This not only EUHAS-004
increases costs at NBSC but EUHAS-005
also impacts on the customer
journey times.
OZWNZE
02 System limitations to the way The way in which the content EUHAS-006
Online Help Content is is structured/presented, EUHAS-008
Structured/Presented makes it difficult for users to
find the solution they are EUHAS-009
looking for. EUHAS-010
Users are unable to search for EUHAS-015
a topic but instead have togo EUHAS-022
through a series of menu EUHAS-023
buttons. It is not always clear
under which button, the EUHAS-024
content lies. EUHAS-026
The impact is on the customer EUHAS-048
journey time whilst the user EUHAS-051
frantically searches for 7
relevant information EUHAS-052
EUHAS-057
EUHAS-060
EUHAS-062
EUHAS-063
EUHAS-065
EUHAS-066
EUHAS-067
EUHAS-068
EUHAS-070
EUHAS-071
EUHAS-072
EUHAS-073
EUHAS-074
EUHAS-075
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ONZZZNOAINVA ZEHH ZEN ZTOAOHZOHV ZHHNND
wo
03
04
05
06
07
Branch users can only access
Online Help via the Horizon
system
Need to ensure that only
authorised users have access to
the data via Access Control
No link to the relevant Online
help content based on the
current screen/step in the
transaction
It is not possible for users to
download/print material in its
entirety
No robust Content Management
process
Internal Use Only
Provides users with more
options to access help and
means other devices can be
used to find answers leaving
the Horizon POS free for
serving customers.
POL operational instructions
are safeguarded
Integrated content
management process will
ensure appropriate quality
checks on content changes
and that it is delivered to
users in a timely manner
Slows down the speed by which
a branch can find the answer
which in turn increases
disruption to customers and
demand on Support Services
Prevents user frustration seen
with the current system
where workbooks can be
printed but have to be done a
page at atime
Currently there is little
governance around the
content and no way for users
to feedback on how
good/useful it is.
Integrated content
management process will
ensure appropriate quality
checks on content changes
and that it is delivered to
users in a timely manner
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EUHAS-007 M
EUHAS-011 I M
EUHAS-037
EUHAS-049 M
=
EUHAS-012
EUHAS-013
EUHAS-014.
EUHAS-058
EUHAS-059
EUHAS-061
EUHAS-080
EUHAS-016
EUHAS-017
EUHAS-018
EUHAS-019
EUHAS-020
EUHAS-021
EUHAS-025
EUHAS-028
EUHAS-029
EUHAS-030
EUHAS-031
EUHAS-032
EUHAS-033
EUHAS-034
EUHAS-035
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ZZZEZEZENZTAONVAAH ZHHVZHVZE
=
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08 Lack of Management
Information/Tracking Analytics
09 Need an easy way to migrate to
the new format
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No analysis of help usage to
drive improvements to
content and layout
Allows easy transition of
current help content across to
the new solution, but with the
flexibility to exclude where
content is to be rewritten
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EUHAS-036
EUHAS-038
EUHAS-039
EUHAS-040
EUHAS-041
EUHAS-042
EUHAS-044
EUHAS-045
EUHAS-046
EUHAS-047
EUHAS-055
EUHAS-076
EUHAS-077
EUHAS-078
EUHAS-079
EUHAS-081
EUHAS-082
EUHAS-083
EUHAS-085,
EUHAS-086
EUHAS-087
EUHAS-088
OZZZAONZTAONVHVHUHZTZHVNHNZHNNOZE
EUHAS-027
EUHAS-043
EUHAS-069
EUHAS-084
EUHAS-064
Zz z0ZE
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2.2.3. Root Cause Anafysis
BUSINESS SOLUTION DESIGN
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The following improvement opportunities were identified at the start of the BTTP programme. These were provided by various users within the business as
suggestions as to how branch messaging could be improved.
Reference Requirement
10_154
10_322
10_323
10_324
10_325
10_326
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Area
On-Line Help
On-Line Help
On-Line Help
On-Line Help
On-Line Help
On-Line Help
Remote Access
Help - Best feature
made too slow and
complicated.
Help Search
Help tips
Help content
Help page
bookmarking
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Details
Ability to access transactions screens to enable guidance to be provided to users
on specific problems
This has to be the easiest feature to use so that the best support is available.
Search is useless.
An area of the screen should be dedicated to tips/important information on the
relevant transaction, for instance country specific mail rules, transaction
requirements etc.
Horizon Help is hopeless, merely typing out paper manual onto a computer does
not provide a useful help system. Replace with something similar to the many
wiki available online (you do not have to allow everyone to alter it) and use the
structure as a guide i.e. pages, the way they are linked and information is
presented.
Bookmarking of horizon help pages to allow clerks to return to a particular page
easily.
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Source
Managed Services Team
Mails - Pricing and
Acceptance
Branch User Forum -
Bhavna Desai (Relief
Spmr)
Branch User Forum -
Bhavna Desai (Relief
Spmr)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
10_327
10_328
10_329
10_479
10_480
10_481
10_666
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On-Line Help
~ On-Line Help
On-Line Help
On-Line Help
On-Line Help
On-Line Help
On-Line Help
Help prioritisation of
calls
Help navigation
Help Search
Horizon on-line help -
correcting errors
Horizon on-line help -
live chat link
Horizon on-line help -
split screen
Link to security Ops
Manual
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Ticket based/email help system for non urgent enquires direct through horizon.
Helpline Page — Requires overall updating and made more ‘user friendly’ (certain
processes need to be checked internally, for accuracy before transference of
data) A bookmarking facility would be helpful to aid easier navigation. In respect
of dangerous good procedure the information could be presented in an improved
format (on similar lines to RMDG3 Business booklet, which for instance uses a
table to show exceptions to the rule; in respect of electronic items containing
lithium batteries.)
On-line help is too long winded — can’t find what you are looking for e.g. stock
codes or answers to difficult mails questions. Need a search facility similar to
Google
Not very helpful!!
*needs more info about how to put things right rather than how to do the
transaction. If I make a mistake there is nothing that shows me how to correct it.
Not user friendly
*could be vastly improved with instant messaging or direct link to a helpline
advisor
Currently cannot read instructions and carry out the transaction
* need to be able to see both at the same time.
A security button on the main screen of the application which is an electronic link
to the Security Operations manual as well as other related communications
should exist so that branch staff have the availability of the information that they
need to reduce the risk of fraudulent activity.
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Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Branch User Forum -
Karen Goldthorpe
(Manor PO, Sheffield)
Angie Gambetta (Clay
Cross PO)
FSC Issues Log
FSC Issues Log
FSC Issues Log
Security and Fraud
meeting with Chris Hardy
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10_691 On-Line Help — Subspace Online Are there any plans to put Subspace online onto Online help/horizon so that it Anita Bravata
can be viewed in branch? Branch User Forum Co-
Branch feedback shows a reluctance to view as have to use own PC in own time, ordination Manager
needs to be accessible in branch.
2.3. Scope Boundaries
This document will detail the requirements associated with Online Help. Please note there will be a separate Business Specification Design Document which
will detail the requirements associated with Branch Messaging.
2.3.1. In Scope
The following aspects are in scope for Online Help:
= Content Management
= Look and Feel
. Accessibility
. Ownership
Each section of the new help solution will have a business owner, who will be responsible for creating and maintaining the content on an on-going basis to
ensure it remains up to date.
2.3.2. Out of Scope
This document will focus on the requirements for Online Help, other methods of getting important information to branches are not in scope therefore the
following areas are excluded from the solution.
+ Branch Messaging
+ Grapevine text blasts and other communications
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2.4, Problem Impact on Business
The following issues exist with Online Help today:
The help solution is not content driven i.e. if a user is having problems with a specific transaction / part of the system, the help is not completely
tailored to the problem the user is having. The current help solution isn’t contextualised sensitive help — i.e. you can’t search by key words - you
end up at a main menu from which you then have to select the correct topic.
There is no clear business owner for each of the sections of Online Help today (Changes not necessarily made to the exact request of the Product
Manager)
Branches don't use it because it's not user friendly
Unable to report on how help is used (to support with on-going training)
Not one version of the truth - various systems hold different information (Knowledge Base, Horizon Help)
Cannot view help / horizon at the same time
The current solution is not intuitive
Help is not updated consistently, many sections of help haven't been updated for 12 months plus
No instantaneous publishing (requirement for real-time content management)
Can only change once a week, can only change a certain number of cases/characters/pages
The current browser doesn’t scroll. (We are only allowed text and images in the content pages (no scripting); the lack of scripting on the web pages
greatly hinders the development of a better user experience such as improvements to site navigation and organisation of content.)
Whenever changes are made to help content today they are not version controlled.
In order to view help within Horizon today, you have to abandon any transaction that you are currently doing and start the transaction again, once
you have exited help. This not only wastes time for the counter colleague but more importantly the customer.
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2.4.1, People
Counter Colleague:
¢ Not able to easily find the relevant information.
e Frustration at not being able to serve customers in a timely manner.
e Possible financial impact if out of date/inaccurate information is used to help them complete a transaction.
e No mechanism to feedback comments on the content or how useful it was in helping them.
Network Business Support Centre advisors:
e Cannot meet the SLA targets for answering calls due to high call volumes.
e Advise the branch to complete the transaction incorrectly due to out of date/inaccurate information.
Communications Team: -
e Can only update the content once a week.
e Noclear ownership of the content so usually go the person requesting the change to sense check and approve the content, which may or may not
be the product owner.
Product Manager:
* No clear ownership of the content
* Some information on Online Help has not been updated since it was originally generated in 2009
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2.4.2, Process
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End to End process for Updating Online Help Content
nication
Team
Fujitsu Services Product Owner comms
POL Core Team,
Ngsc
PO Branch
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Peete eet
Preeteihe feauied
—
—
ay
Request to uadate/
change/add content
Breceved
Aiaaee nent ee)
.
He ertreutites
Ohire Hep
ieee e te Fatt
Services
fee eck
performed on ihe
cottert fo ercure:
—
‘Ores a week,
Uae bor: pe
warsian ofthe: ontent to every ‘Cases that have
Orie Hes content — bee arencea/
doe haed
Uppte Nboe
Krowledgebase wit
alltneda ges
Brand users
lato ae
—
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2.4.3. Technology
2.5. Solution Constraints
Constraints on the required solution are: to be completed at next stage
Constraint Description
Timescale
Resource availability
Budget
Legislation or Regulatory needs
Technology framework/strategy
Company Standards
Security
Safety
2.6. Solution Acceptance Criteria
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The following key success factors represent measurable criteria that will be used to evaluate the recommended solutions to determine a solution will be
acceptable to the business.
Id Description Measured by
SOL-1
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Id Description Measured by
2.7. Key Stakeholder Needs
The key solution needs from the perspective of key Stakeholders are:
Stakeholder Name Role Key Needs/Features of solution
Angela Van Den Bogard Support Services
Kevin Seller Network
Paul Swanton "Internal Communications
Beau Burton Training Lead
Shirley Hailstones Project Sparrow Recommendations
Kath Alexander Project Sparrow Recommendations
Sharon Rai / SME
Pau Blackmore SME
Mark Horne SME
Kendra Dickinson SME
Sandra McBride SME
Shaun Turner Business Readiness Lead
Gayle Peacock Product Owner
Angela James Product Owner
Jonathan Knox Product Owner
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3. High Level Stakeholder & Detailed Requirements
detined with the foil
Th
ne § { the required attr
iste
es the detaited functional and non-functional ements that
were used to evaiuate the
is sectioy
f be req:
<Insert completed Business Requirements here>
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4. Functional Use Cases
This section defines the functional requirements in terms of the system actors and outline use case/functional descriptions.
2 ph d A us Jes of related interactions
High level ‘Use C the more det
andatory t
i.
Use Case
Templatev1.0100915
ompleted in accoré
<Insert completed ‘Use Case’ document here>
5. Recommended Option
fi details of the rec
5.1. Summary
»*TemI
e Guidance ~ please rea
OWwOrk Bi
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<Insert Summary>
5.2. Solution Outline
wey ples
$ ANY SCOPE BOUT
the
<Insert Context Diagram, Frame Diagram, High level business process(s), customer journey flows and describe scope boundaries>
5.2.1. Pros and Cons
This option has the following advantages and disadvantages in relation to solving the business problem and delivery against the high level business
requirements.
5.2.1.1, Sofution Pros
This solution has the following advantages:
5.2.1.2. Solution Cons
This solution has the following disadvantages:
5.3. Timescale Outline
8. Provide an outlin
arise key activities
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<Insert Implementation Plan and Summary>
5.4, Budgetary Costs
<Insert Budgetary Costs>
5.4.1. Solution Implementation
The estimated costs for implementing this solution will be <> given the following assumptions <>.
5.4.2. Solution On-Going Service Delivery
The estimated year on-year costs for using this solution will be <> given the following assumptions <>.
5.5. Key Risks & Issues
5.5.4. Risks
mpact Likelihood I Recommended
(4, M,L) I mitigation
Id Description
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5.5.2. Issues
Id Des Impact
5.6. Next Steps
<Please list next steps>
6. Considered Options
This section provides a summary of other potential options considered.
6.1. Overview
The study considered the following options and their relative pros and cons:
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6.2. Option <Name>
4*Temph
2 read an
<Please describe>
6.2.1. Summary
mplate Gui
<Please describe>
6.2.2. Solution Outline
<Insert Context Diagram, Frame Diagram, High level business process(s), customer journey flows and describe scope boundaries>
6.2.3. Pros and Cons
This option has the following advantages and disadvantages in relation to solving the business problem and delivery against the high level business
requirements.
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6.2.3.1, Solution Pros
This solution has the following advantages:
6.2.3.2. Solution Cons
This solution has the following disadvantages:
6.2.4, Timescale Outline
The estimated timescales for implementing this solution will be <> given the following dependencies <> and assumptions <>.
6.2.5. Budgetary Costs
6.2.5.1. Solution Implementation
The estimated costs for implementing this solution will be <> given the following assumptions <>.
6.2.5.2, Solution On-Going Service Delivery
The estimated year on-year costs for using this solution will be <> given the following assumptions <>.
6.2.6. Key Risks & Issues
The following key risks and issues are associated with this option.
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Description Likelihood I Severity I Recommended mitigation Status
1-5 1-25 (Open,
Closed,
I Deleted)
ROL With enhanced HELP, it will only have 3 5 15 There should be focus on the project transaction journeys as part Open
some impact on the calls into NBSC of the evolvement of Horizon which would help mitigate against
this risk.
and will not tackle the problem why
the branch is ringing in in the first
place.
RO2 There may be cultural issues adapting 2 3 6 Effective training of any new help solution to help mitigate Open
to a new online help solution as they against this risk.
has been such a reliance on NBSC
helping the branch colleagues out in
the past.
RO3 Information remains out of date. 5 5 25 As part of the move to the new help solution, all current help Open
content will be re-written by the product owners and Risk 04
below will help to mitigate the content going out of date.
RO4 No Ownership of help content. 3 5 15 Each section of help on the new solution will have a dedicated Open
business owner who will be responsible for ensuring the content
remains up to date. New Operational procedures will be put in
place to ensure this happens.
ROS Fujitsu, may not be able to deliver the 5 2 10 Once this BSD has been signed off by the Senior Sign-Off
improvements required to either the stakeholders there will be a session organised with Fujitsu to
. a : discuss our requirements.
help functionality or the transaction a
processes, or the risk that the
development costs are not
justified/benefits can’t be quantified
Key:
Impact
Likelihood
Severity (Impact x Likelihood =)
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Id Description Impact Likelihood Recommended
(H, M, L) mitigation
7. Appendix A - Glossary
This section lists all terms used in this document.
a) Meaning
8. Appendix B - Document History
This section records the version history of this document.
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8.1. Version History
BUSINESS SOLUTION DESIGN
Date Change Details Author
08.04.2016 Draft version created Jane E Smith
0.2 11.04.2016 Information added to section 2 Jane E Smith
0.3 13.04.2016 E2E solution and publishing Visio diagrams added Jane E Smith
V1.0 15.04.2016 Final version for submission to SUF Jane E Smith
9. Appendix C - Post Office Process Classification Framework
<To be advised>
10. Document Control
10.1. Purpose
This document presents the findings of the study into <>.
10.2. Reviewers
Name Job Title Date Completed
Sign off
Peer Review
Reviewers
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10.3. Referenced Documents
Date Document Ref. Location
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