# Solution Evaluation Report: [Solution name]

> Report that measures the value a solution actually delivers against
> the benefits expected of it, explains the gaps through solution and
> enterprise limitations, and recommends actions to increase value. The
> structure follows the five tasks of the Solution Evaluation knowledge
> area (chapter 8) of IIBA's BABOK Guide version 3 (2015). Replace every
> `[bracketed]` value and every row marked *Example*.

<!--
Guidance: How to use this template
- Evaluate a solution that is in use, or a pilot or prototype that
  represents it. Agree the measures and the evaluation date in the
  business analysis plan before launch, not afterwards.
- Take the expected benefits from the business case or the benefits
  realisation plan, with their baselines and targets.
- Separate the two kinds of limitation: those inside the solution
  (section 4) and those in the organisation around it (section 5).
  Mixing them leads to fixing the software when the problem is training.
- Recommend options, including "do nothing" and "retire", with their
  expected effect on value.
-->

## Document control

<!-- Guidance: Identify the report, the solution and the evaluation period. -->

| Field | Value |
|---|---|
| Document ID | [SER-SOLUTION-001] |
| Solution | [Solution name and release] |
| Evaluation period | [YYYY-MM-DD to YYYY-MM-DD] |
| Version | [0.1] |
| Status | [Draft / Final] |
| Author | [@business-analyst] |
| Sponsor | [@sponsor] |
| Reviewers | [Product owner, operations lead, finance partner] |
| Last updated | YYYY-MM-DD |
| Related documents | [Business case], [Benefits realisation plan], [Business analysis plan] |

## 1. Summary

<!-- Guidance: Write this last. Three to five sentences: is the solution delivering the expected value, what is the main reason for any gap, and what do you recommend? -->

*Example:* Six months after launch, the Tarnwick Home Insurance claims
portal (fictional) handles 31% of first notices of loss against a target
of 40%, so it delivers 77.5% of the expected quarterly saving (27,156 of
35,040). Days to first payment fell from 9.0 to 6.5 against a target of
6.0. The main gap is in the enterprise, not the solution: contact centre
agents still take portal-eligible claims by phone. We recommend a
call-deflection message and agent guidance before any further portal
development.

## 2. Solution performance measures

<!-- Guidance: BABOK task 8.1 Measure Solution Performance. List each measure with its baseline, target, actual and data source. Questions: is the measure the one agreed before launch, is the data trustworthy, is the period long enough? Pitfall: picking new measures after launch because they look better. -->

| ID | Measure | Baseline | Target | Actual | Source |
|---|---|---|---|---|---|
| SM-01 *(Example)* | Share of first notices of loss made online | 0% | 40% | 31% | Claims system, quarter 2 |
| SM-02 *(Example)* | Online notices per quarter (12,000 total) | 0 | 4,800 | 3,720 | Claims system |
| SM-03 *(Example)* | Quarterly handling cost saved (7.30 per shifted notice) | 0 | 35,040 | 27,156 | Finance model |
| SM-04 *(Example)* | Average days to first payment | 9.0 | 6.0 | 6.5 | Payments system |
| SM-05 *(Example)* | Customer satisfaction with notification (1 to 5) | 3.6 | 4.2 | 4.0 | Post-claim survey |
| [SM-nn] | [Measure] | [Baseline] | [Target] | [Actual] | [Source] |

Cost basis *(Example)*: a phone notice takes 14 minutes at 0.60 per agent
minute (8.40); an online notice costs 1.10 to process, so each notice
moved online saves 7.30.

## 3. Analysis of performance

<!-- Guidance: BABOK task 8.2 Analyze Performance Measures. Compare actuals with targets, look at trends and variation, and say whether the gap matters. Questions: is the gap within normal variation, is the trend improving, are the measures consistent with each other? Pitfall: treating one month's figure as the result. -->

| Measure | Attainment | Trend | Assessment |
|---|---|---|---|
| SM-03 *(Example)* | 77.5% of target saving | Rising each month | Gap material: 7,884 per quarter, 31,536 per year |
| SM-04 *(Example)* | 83.3% of the targeted reduction (2.5 of 3.0 days) | Flat after month 3 | Gap small; caused by referred claims |
| SM-05 *(Example)* | 4.0 against 4.2 | Rising | Within survey margin; keep monitoring |

Attainment for SM-04 is the reduction achieved divided by the reduction
targeted: (9.0 - 6.5) / (9.0 - 6.0) = 83.3%. The annual saving at the
current share is 108,624 against 140,160 at target.

## 4. Solution limitations

<!-- Guidance: BABOK task 8.3 Assess Solution Limitations. Find the causes inside the solution: defects, missing functions, usability, performance, data. Use root cause analysis and user feedback. Pitfall: listing every defect; keep those that reduce the value measured in section 2. -->

| ID | Limitation | Evidence | Effect on value | Measure affected |
|---|---|---|---|---|
| SL-01 *(Example)* | Customers cannot save a half-completed notice | 18% of started notices abandoned at the photo step | Lost online notices | SM-01, SM-02 |
| SL-02 *(Example)* | Referred claims wait for a manual queue check | Referrals wait a median of 1 day before allocation | Slower first payment | SM-04 |
| [SL-nn] | [Limitation] | [Evidence] | [Effect] | [SM-nn] |

## 5. Enterprise limitations

<!-- Guidance: BABOK task 8.4 Assess Enterprise Limitations. Find causes outside the solution: culture, operations, skills, incentives, other systems, stakeholder impact. Pitfall: blaming users; ask what in the organisation makes them behave that way. -->

| ID | Limitation | Evidence | Effect on value |
|---|---|---|---|
| EL-01 *(Example)* | Contact centre agents are measured on calls resolved, so they complete portal-eligible notices by phone | Call sample: 6 in 10 callers had an active policy and a simple claim | Fewer online notices (SM-01) |
| EL-02 *(Example)* | Policy documents and renewal letters do not mention the portal | Document review | Low awareness |
| [EL-nn] | [Limitation] | [Evidence] | [Effect] |

## 6. Recommendations

<!-- Guidance: BABOK task 8.5 Recommend Actions to Increase Solution Value. Give options with expected effect, cost and owner, and recommend one. Include doing nothing, and retiring or replacing the solution when value is low. Pitfall: recommending new features when the limitation is in the enterprise. -->

| ID | Option | Addresses | Expected effect | Cost and effort | Owner |
|---|---|---|---|---|---|
| RC-01 *(Example)* | Call-deflection message and agent guidance to offer the portal | EL-01 | Online share towards 40% | Low | Claims operations manager |
| RC-02 *(Example)* | Save and resume for notices | SL-01 | Fewer abandoned notices | Medium: one iteration | Product owner |
| RC-03 *(Example)* | Automatic allocation of referred claims | SL-02 | About one day faster first payment for referred claims | Medium | Claims IT lead |
| RC-04 *(Example)* | Do nothing | | Saving stays near 27,156 per quarter | None | Sponsor |
| [RC-nn] | [Option] | [IDs] | [Effect] | [Cost] | [@owner] |

**Recommendation:** [Option IDs and order], because [reason]. Next
evaluation: [date], using the same measures.

## 7. Approval and follow-up

<!-- Guidance: Record the sponsor's decision and link the follow-up to the benefits realisation plan (`project/benefits-realization-plan`) so the actions are tracked. -->

| Role | Name | Decision | Date |
|---|---|---|---|
| Sponsor | [@name] | [Accept recommendations / Accept in part / Reject] | YYYY-MM-DD |
| Product owner | [@name] | [Decision] | YYYY-MM-DD |

## Standard and licence note

Structure aligned with the five tasks of the Solution Evaluation
knowledge area (chapter 8: 8.1 Measure Solution Performance, 8.2 Analyze
Performance Measures, 8.3 Assess Solution Limitations, 8.4 Assess
Enterprise Limitations, 8.5 Recommend Actions to Increase Solution
Value) of *A Guide to the Business Analysis Body of Knowledge* (BABOK
Guide) version 3, International Institute of Business Analysis (IIBA),
2015. Only the task names and numbers are used; this template is
original text written for this collection, and the example figures are
fictional. Check for a newer edition before use. Official text: IIBA,
purchase or member access at
https://www.iiba.org/career-resources/a-business-analysis-professionals-foundation-for-success/babok/.
Related templates: `requirements/business-analysis-plan`,
`business/kpi-scorecard`, `business/business-case`. Template licence:
MIT.