Title: Top 10 IT User Story Backlog for Value Creation through Economic Value Added (EVA)
User Story 1:
Precondition: The organization lacks a comprehensive system to measure and track Economic Value Added (EVA).
Post condition: Implementation of an EVA system that enables accurate measurement and tracking of value creation.
Potential business benefit: Improved decision-making based on a clear understanding of value creation.
Processes impacted: Financial reporting, strategic planning, and performance evaluation.
User Story description: As a financial manager, I want to implement an EVA system to measure and track value creation accurately. This will enable us to make informed decisions and align our strategies with value creation goals.
Key Roles Involved: Financial manager, IT specialist, senior management.
Data Objects description: Financial data, performance metrics, cost of capital.
Key metrics involved: EVA, net operating profit after taxes (NOPAT), weighted average cost of capital (WACC).
User Story 2:
Precondition: The organization lacks a centralized data repository for financial information.
Post condition: Implementation of a centralized data repository for financial information.
Potential business benefit: Improved data accuracy, accessibility, and analysis for value creation.
Processes impacted: Financial reporting, budgeting, and forecasting.
User Story description: As a financial analyst, I want a centralized data repository to access and analyze financial information easily. This will enable us to make accurate financial decisions and identify opportunities for value creation.
Key Roles Involved: Financial analyst, IT specialist, data management team.
Data Objects description: Financial statements, budget data, historical financial data.
Key metrics involved: EVA, revenue growth rate, cost of goods sold (COGS).
User Story 3:
Precondition: The organization lacks a real-time financial performance monitoring system.
Post condition: Implementation of a real-time financial performance monitoring system.
Potential business benefit: Timely identification of value creation opportunities and risks.
Processes impacted: Performance evaluation, strategic planning, and decision-making.
User Story description: As a senior executive, I want a real-time financial performance monitoring system to track our progress towards value creation goals. This will enable us to identify and address issues promptly and optimize our decision-making processes.
Key Roles Involved: Senior executive, IT specialist, performance management team.
Data Objects description: Key performance indicators (KPIs), financial data, market data.
Key metrics involved: EVA, return on investment (ROI), market share.
User Story 4:
Precondition: The organization lacks a system to measure and analyze the impact of investments on value creation.
Post condition: Implementation of an investment analysis system to assess the impact on value creation.
Potential business benefit: Improved investment decision-making based on value creation potential.
Processes impacted: Capital budgeting, investment evaluation, and performance monitoring.
User Story description: As a capital budgeting manager, I want an investment analysis system to evaluate the impact of investments on value creation. This will enable us to prioritize investments based on their potential to create value.
Key Roles Involved: Capital budgeting manager, IT specialist, finance team.
Data Objects description: Investment proposals, financial data, market data.
Key metrics involved: EVA, return on investment (ROI), payback period.
User Story 5:
Precondition: The organization lacks a system to identify and allocate costs accurately for value creation analysis.
Post condition: Implementation of a cost allocation system for accurate value creation analysis.
Potential business benefit: Enhanced cost control and identification of value creation opportunities.
Processes impacted: Cost accounting, performance evaluation, and decision-making.
User Story description: As a cost accountant, I want a cost allocation system to accurately allocate costs for value creation analysis. This will enable us to identify cost-saving opportunities and optimize our value creation efforts.
Key Roles Involved: Cost accountant, IT specialist, finance team.
Data Objects description: Cost data, financial data, performance metrics.
Key metrics involved: EVA, cost per unit, cost of goods sold (COGS).
User Story 6:
Precondition: The organization lacks a system to measure and analyze the impact of pricing strategies on value creation.
Post condition: Implementation of a pricing analysis system to assess the impact on value creation.
Potential business benefit: Optimized pricing strategies to maximize value creation.
Processes impacted: Pricing strategy, revenue management, and performance evaluation.
User Story description: As a pricing manager, I want a pricing analysis system to evaluate the impact of pricing strategies on value creation. This will enable us to set optimal prices that maximize value for both the organization and customers.
Key Roles Involved: Pricing manager, IT specialist, sales team.
Data Objects description: Pricing data, sales data, financial data.
Key metrics involved: EVA, price elasticity, revenue growth rate.
User Story 7:
Precondition: The organization lacks a system to track and analyze customer value creation.
Post condition: Implementation of a customer value analysis system to track and analyze value creation.
Potential business benefit: Improved customer satisfaction and loyalty through personalized value creation.
Processes impacted: Customer relationship management, marketing, and product development.
User Story description: As a marketing manager, I want a customer value analysis system to track and analyze value creation for each customer segment. This will enable us to personalize our offerings and enhance customer satisfaction and loyalty.
Key Roles Involved: Marketing manager, IT specialist, customer service team.
Data Objects description: Customer data, sales data, survey data.
Key metrics involved: EVA per customer segment, customer lifetime value (CLV), customer satisfaction score.
User Story 8:
Precondition: The organization lacks a system to measure and analyze the impact of employee engagement on value creation.
Post condition: Implementation of an employee engagement analysis system to assess the impact on value creation.
Potential business benefit: Increased employee productivity and value creation.
Processes impacted: Human resources management, performance evaluation, and talent development.
User Story description: As an HR manager, I want an employee engagement analysis system to measure and analyze the impact of employee engagement on value creation. This will enable us to identify areas for improvement and implement initiatives that enhance employee productivity and value creation.
Key Roles Involved: HR manager, IT specialist, senior management.
Data Objects description: Employee engagement data, performance data, financial data.
Key metrics involved: EVA, employee turnover rate, employee satisfaction score.
User Story 9:
Precondition: The organization lacks a system to measure and analyze the impact of sustainability initiatives on value creation.
Post condition: Implementation of a sustainability analysis system to assess the impact on value creation.
Potential business benefit: Enhanced corporate reputation and value creation through sustainable practices.
Processes impacted: Sustainability management, corporate social responsibility, and strategic planning.
User Story description: As a sustainability manager, I want a sustainability analysis system to measure and analyze the impact of sustainability initiatives on value creation. This will enable us to align our sustainability efforts with value creation goals and enhance our corporate reputation.
Key Roles Involved: Sustainability manager, IT specialist, senior management.
Data Objects description: Sustainability data, financial data, market data.
Key metrics involved: EVA, carbon footprint, brand reputation score.
User Story 10:
Precondition: The organization lacks a system to measure and analyze the impact of innovation on value creation.
Post condition: Implementation of an innovation analysis system to assess the impact on value creation.
Potential business benefit: Increased competitiveness and value creation through innovation.
Processes impacted: Research and development, product management, and strategic planning.
User Story description: As an innovation manager, I want an innovation analysis system to measure and analyze the impact of innovation on value creation. This will enable us to prioritize innovation initiatives that have the highest potential for value creation and maintain a competitive edge.
Key Roles Involved: Innovation manager, IT specialist, R&D team.
Data Objects description: Innovation data, financial data, market data.
Key metrics involved: EVA, new product revenue, time to market.
Note: The above user stories are for illustrative purposes and may need to be tailored to fit specific organizational requirements.