BABOK v3 Section 7.5 Summary - Define Design Options

Section 7.5 Define Design Options

BABOK V3's 7.5, Define Design Options combines V 2's Determine Solution Approach (5.3), Assess Proposed Solution (7.1), and Allocation Requirements (7.2).

The purpose is to define the solution approach, identify opportunities for business improvement, allocate requirements across the solution components, and to represent design options that will achieve the desired future state.

The inputs are validated and prioritized requirements, a change strategy (6.4), and a requirements architecture (7.4). Because three sections of V2 are combined in V3's 7.5, the list of requirements for three sections is much longer and more detailed than what is seen in V3 7.5.
Developing a change strategy means considering alternatives. The current state description and the desired future state are compared to develop feasible alternatives. A requirements architecture ensures that the requirements support each other, are relevant, and work together to achieve the desired future state. How the requirements interact is a major focus of this task.

Guidelines and tools listed for V3 7.5 include existing solutions, the future state description, traced requirements, and the solution scope.

Defining solution approaches may include creating a solution in-house, purchasing a solution, or some combination of each. Opportunities to improve the operation of the organization are identified and considered against constraints.

Requirements allocation involves mapping requirements to components and releases in order to maximize the solution's value. The timing of when a solution feature becomes available can greatly affect its value to the organization.

The techniques used for V3 7.5 include benchmarking and market analysis, brainstorming, document analysis, interviews, lessons learned, mind mapping, root cause analysis, surveys, vendor assessment, and workshops. The stakeholders include domain subject matter experts, implementation subject matter experts, operational support staff, project managers, and suppliers.

The ideal output is a description of one or more feasible solutions that provide alternatives for the organization to weigh and consider.