1 Project Set-up
With the tools first worksheet, you put in the data about the different alternatives you want to evaluate.
Define the name of the project, and set the number of calculation years in the drop-down menu. Common is 3, 5, and 7 years, but the organisation should have a policy about this, use that if you intend to compare with other alternative investments. However if not, consider improving the policy to follow the RBC policy and ensure the business change fully is implemented within the time span. For complex investments, where many processes and people are affected, it takes time. Interest rate - ask the finance department.
You got six alternative scopes to define, but be careful. Each alternative multiplies the analysis' time and effort. Conduct at strategic analysis first to ensure you only calculate what really is a choice you are prepared to take.
Define in short form the alternatives label/name, and write a longer definition and limitation of the scopes content. Remember, it is always the alternative's results under the full-time span you calculate, i.e., you might compare between a 'To-Be' alternative running for five years (plus implementation year 0) and an 'As-Is' alternative for the same number of years.
Optimise the scope
Also, following the methods phases, you start with evaluating if the alternatives have a decent chance to give Payback, or you need to separate the implementations into several, etc.