When you found the gap between the base and the target architectures, the preparational work ist not yet done. Now, it is important to think about the way to get to the target architecture. But before we think about how to get there (i.e. the vehicle you could use) it is important to think about the risks (the brigants waiting along your path).
There are two steps to perform after you have specified the gaps. The first step is to analyse the threats in the context of your enterprise project (context analysis) and the second is to analyse the possible risks in your project (risk analysis). While the latter is a standard tool and part of any project management course, the first ist unfortunately not very common.
During the risk analysis every risk which could occur in the project is identified and classified according to its propability and the degree of damage it could create. Also, the risks are grouped in different categories like user acceptance, quality, resources, costs, time etc. Additionally, to each risk an action is assigned, which should be performed when the risk occurs.
The risk analysis is the basis for a continuous risk managament which is indispensable in your enterprise project.
During the project context analysis all factors are identified which could have influence (positive or negative) onto your enterprise project. Such factors are stakeholders, company internal regulations, company external regulations and laws, other projects or programs, organisational structures or workflows, etc. One can say, every factor inside and outside your company which might have an influence on the success of your project should be regarded.
The following figure shows a small section of a context analysis of our example company which
illustrates the relationships between the different entities in the project context as there are business roles and actors, business goals, drivers, business requirements and restrictions.
Note: In this figure, the type of relation between the entities is missing, especially between requirements, drivers, restrictions and goals. These relations can be complementary, conflicting, indifferent or excluding.
While risk analysis focuses on project internal threats, the context analysis also investigates chances, i.e. factors (like stakeholders or positive aspects of your project environment), which could be used as additional leverages to make your project successful.
Similar to risk analysis, to each factor in your context analysis actions should be assigned. These actions are then performed continuously throughout your project to control or even suppress the negative factors and utilise the positive ones.
A detailed project context analysis is a basis for a sustainable and continuous change management.