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 IT迁移与实施概论 |
The Action block is the third and final phase of your e-strategy
planning process. The purpose of this block is twofold. First, transform
your previous two phases into practical and "tangible" plan,
so that you can see exactly how to fulfill your vision. Second, view your
vision through a financial perspective and check the feasibility of your
final strategic plan. Another important aspect of the Action phase is to provide a check-and-balance mechanism for your strategic plan. Often, when we are engaged in high-level planning, we let our minds and imagination float free—which is a necessary part of strategic planning. However, at some point in the process we need to impose a layer of reality to ensure that our proposed enterprise has feasibility in terms of business resources and expected revenues. The Action block consists of three major sections: ·Activities (priority, stages and cost) ·Personnel (responsibility, accountability and measurement) ·Financials (revenues, capital and income) |
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| IT迁移与实施模型 |
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| 效率矩阵 |
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| McFrlan模型 |
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| 例子：灾备损失成本 |
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| 例子：灾备恢复成本 |
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| 例子：灾备平衡点成本 |
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| IT迁移实施调查提纲 |
1.Status of the critical path: a.Where is the project investment on the critical path? b.If it is behind schedule, by how much? c.Is there a strong project plan for recovery, and what steps are being taken to recover? 2.Milestone hit rate: a.What is the total number of milestones planned vs. the total number actually met? b.What is the milestone hit rate since the last control review or since the most recent IRB review? 3.Deliverables hit rate: a.What is the number of deliverables provided to date vs. the number planned? 4.Issues: a.Have there been issues that had a major effect on the investment? b.Are issues logged and evaluated, and resolutions documented? 5.Actual cost-to-date vs. estimated cost-to-date: a.What is the total cost-to-date vs. the esti-mated cost-to-date? b.Is Earned Value Management used to measure actual resources expended against planned resources expended and to estimate future performance of projects? c.Are causes of cost variances tracked and addressed? 6.Actual resources vs. planned resources: a.Are there more or fewer FTEs working vs. number of FTEs planned? b.Has there been significant, unplanned turnover among the core team, Project Manager or Sponsor? 7.Have high-probability and high-impact risks been tracked and adequately addressed? 8.Has contractor reporting been adequate? a.Does the contractor report by WBS? i.Task progress ii.Deliverables iii.Planned activities iv.Expenditures b.Are the reports assessed and action taken? |
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