Zeyto Academy · Core · Module 22
Discovery, fit-gap and the Business Blueprint
Run discovery, gather testable requirements, map as-is and to-be, do an honest fit-gap against Zeyto, estimate, and write the Business Blueprint and SOW.
You will be able to
- Run discovery workshops and capture real process, pain points and exceptions
- Write testable, prioritised, traceable requirements
- Map as-is and to-be processes and quantify the benefit
- Classify requirements against Zeyto as standard, configuration, process change, workaround or custom request
- Scope and estimate an ERP project with three-point estimates and contingency
- Produce a Business Blueprint, obtain sign-off and write a proposal or statement of work
Running discovery workshops
- Ask for real documents before the workshop and invite the people who do the work.
- Ask people to show last week's real example, then probe exceptions.
- Do not design or promise in the room. Send notes within one working day.
Requirements gathering
- A requirement is testable; a wish is not.
- Dig from the solution the client names to the underlying need.
- Give every requirement an ID, a priority, a fit-gap class and an acceptance test.
As-is and to-be process mapping
- Map what happens today, with handoffs and workarounds, before designing what will happen.
- Start from Zeyto's standard flow and change the process before the software.
- Quantify the pain so the benefit is visible to the sponsor.
Fit-gap analysis against Zeyto
- Classify every requirement and test it in Zeyto before calling it standard.
- Most lines are configuration; real gaps must be named early.
- Each gap needs a decision and an owner. Never promise a date for a custom request.
Scoping and estimating effort
- Write what is in scope and, just as clearly, what is out.
- Estimate by activity with three points, add contingency, then convert to price and calendar.
- Data migration and client decision speed are the usual causes of overruns.
The Business Blueprint and sign-off
- The blueprint is the signed design that all tests and changes are measured against.
- Review it in a workshop, collect comments in one list and agree a review period.
- Silence is not sign-off, and later changes go through change control.
Writing a proposal and statement of work
- A SOW states scope, deliverables, exclusions, assumptions, price and change control.
- Tie payments to accepted deliverables.
- Precision in scope words prevents most disputes.
Running discovery workshops: key table
| Session | Who attends | Topics | Output |
|---|---|---|---|
| 1 Sales and pricing (half day) | Sales manager, two reps, sales admin, accountant | Quotes, orders, discounts, credit, delivery, returns | As-is sales process, pain points, requirement list |
| 2 Purchasing and stock (half day) | Purchasing manager, storekeeper, accountant | Ordering, receiving, units, warehouses, stock counts | As-is purchase and stock process |
| 3 Finance and VAT (half day) | Accountant, finance manager | Chart of accounts, VAT, cheques, bank, month-end | Accounting needs, opening balance approach |
| 4 Management and IT (2 hours) | Owner, IT contact | Reports, approvals, users, devices, backups | Report list, roles, infrastructure notes |
Requirements gathering: key table
| ID | Requirement | Priority | Source | Fit-gap | Acceptance test |
|---|---|---|---|---|---|
| R-01 | Sales invoices over AED 50,000 must be approved by the general manager before posting | Must | Owner | Configuration: Approval Rules | Invoice of AED 60,000 waits for approval; AED 40,000 posts |
| R-04 | Warn or stop sales to a customer over their credit limit | Should | Accountant | Configuration: Credit Control | Test customer with AED 10,000 limit and AED 12,000 invoice is warned or refused |
| R-07 | Invoices print in English and Arabic | Must | Sales manager | Configuration: print format and templates | Print preview shows Arabic version |
| R-09 | Reps sell from the field with no signal and sync later | Must | Sales manager | Standard: Field Sales | Offline sale appears after Send now |
| R-12 | Owner sees yesterday's sales each morning | Should | Owner | Configuration: Daily Owner Report | Report arrives by e-mail at the set time |
As-is and to-be process mapping: key table
| Step | As-is | Pain | To-be in Zeyto |
|---|---|---|---|
| Receive order | WhatsApp message copied to a paper pad | Lost or misread orders | Sales admin enters a Sales Order (from a Quotation where used) |
| Check stock | Storekeeper looks at an Excel sheet | Stale quantities | Stock seen per warehouse in Zeyto before promising a date |
| Deliver | Paper slip signed by the customer | Unbilled deliveries | Delivery Note made from the Sales Order; invoice follows from it |
| Invoice | Typed in a word-processor template | VAT errors, no link to stock | Sales Invoice pulled from the Delivery Note; VAT per line by tax code |
| Collect | Notebook of who owes what | No ageing, late chasing | Receipts allocated to invoices; ageing report reviewed weekly |
Scoping and estimating effort: key table
| Activity | Days |
|---|---|
| Discovery and blueprint | 4 |
| Configuration (O 4, M 6, P 8 gives 6.0) | 6 |
| Data migration and reconciliation | 5 |
| Testing and UAT support | 3 |
| Training (4 sessions) | 4 |
| Go-live and hypercare | 4 |
| Project management | 2 |
| Subtotal | 28 |
| Contingency 15% | 4.2 |
| Total | 32.2 |