Building a Value Proposition model is the process of determining what benefit the end solution will bring to the business and its clients. The business analyst identifies key issues, strives to understand the current context of product use, and articulates the unique value that the implementation of the solution will provide. This requires data collection on current processes, identifying pains and gains, and calculating the potential impact for the business (e.g., revenue growth, cost reduction).
The analyst uses tools such as the Value Proposition Canvas, SWOT analysis, cost-benefit diagrams, and interviews with users and clients. They present reasoned calculations of potential effects in meetings to support business decision-making.
Key features:
Is it enough to simply compare costs before and after the system implementation?
No, it is important to consider not only direct costs and benefits but also indirect effects: work speed, customer satisfaction, data quality.
Should the business analyst calculate the exact ROI before starting the project?
No, at early stages, expert estimates of the range of effects are sufficient. A more accurate calculation can be made after detailing the requirements and architecture of the solution.
If the client is confident in the benefits of the solution, is it necessary to conduct a full value analysis?
Yes, even if the client insists on implementation, the analyst's task is to ensure that there is indeed value and to provide the rationale for the decision to all stakeholders.
Negative case: The system was implemented at the request of management without prior value analysis. Pros: Quick initial agreement, Cons: The solution turned out to be unused and did not pay off.
Positive case: The analyst demonstrated that automating the process would reduce the order processing cycle by 25% and increase customer satisfaction. Pros: Justified business case, real improvement in metrics. Cons: The analysis process took additional time.