How are new systems born? BY RUSS FINNEY new system? Answer is simple. Or internal conditions or external conditions, making the business to a large enough reason to generate adequate reasons. This change may come from new rules or calculation methods, and it is also possible to improve system technology capabilities in competitive revenue, or from business activities from all direct (but associated) now require a single unified approach. Regardless of the source, the driving force is change, and the change is required to take action. But is it not when these conditions are a system project? Answer is often negative. As long as you are easy to control, those closest to business activities will often reflect and process new needs and requirements. Only when a certain "comfort" is exceeded, business customers seek external help. But in this change cycle, the system builders can really be summoned and started to join in? A good answer is that a project is generated when the system that can handle business needs that has been recognized. This is a powerful facilitating factor that leads to a cost-effective funds and resources to create an ideal technical solution. However, it is aware that the appropriate process of action and determination of action is two distinct. The first decision is still simple, in fact it seems to be made on a daily basis. "This system is no longer satisfied with our requirements" or "we know how to automate this process" is muttered in the daily business! In many business activities, this process has never exceeded this. "There are too many choices" or "don't know the details to use" or "business details can not be sorted out" are reasonable reasons for extension. So what really leads to a project team? Usually, or stick to, or pain, or panic. Adhere to those who engage in business have a valuable point of view or plan to express truly improvements. This may come from one individual or an organization, may have the necessary decision / execution power to take independent actions, or may not. But no matter which case, individual or organization can launch a sufficiently wide support basis to generate a view. The situation of the painful business is far away, so that it is affected by side effects. People may work for a long time, and the business is losing customers, or the quality of the required operation information is insufficient. In any case, the risk that does not take action has exceeded the maintenance status on the specific gravity, and the behavior is considered necessary. At the end of the panic, the business situation reached the state of the crisis. The traffic is no longer controlled, the established rules make the current system lose their role, and a new product or service is proposed, or an important person left the company. Regardless of the situation, a solution is needed, while the time is the key. A good trend is to truly start to actively seek the number of companies from new system projects. The beginning of a new project may be the result of an existing long-term system plan, or from a series of high-level strategic information system program preparation. These production efforts are more preferred based on the company's long-term direction and goals, not due to projects that respond to the commercial crisis or technology trend. In this regard, an organization that tries to take active action should consider the following problems: "Concentrate on the company's key task" This makes the attention directly concentrated on the company's business, rather than technician's Ideal software list. Retrospective application, and classify each system based on its business performance and any expected future market impact. This facilitates optimization of existing investments of the current entire system underline. Standard business and technical strategic plans. A number of plans to be either existing in the currently exendant technical atmosphere cannot be successful. Any technical expenditure should depend on business needs, and changes in any business strategy should consider the need for technical support. Ensure that the true strategic direction makers invested in this process. Some companies only create a corporate layer model to assist long-term system programs. These will become a real outstanding planning resource when the current and future demand is easy to determine.
However, pay attention to these efforts are suitable in this case. The potential purpose of this model is running throughout the development process: providing a planned assistant. For analysts, the trap takes a year of model modeling and does not actually develop any operational system. Another thing to note is that when the model is completed, they are getting out. Once again, the efforts to maintain reasonable and concentrated are the key to providing the correct details of the standard for future system requirements.
How are New Systems Born? By Russ Finney The answer is simple. Conditions either within, or external to the business change at a dramatic enough level to warrant action. This change may be in the form of new regulations or accounting methods, it may be in the form of a perceived competitive advantage from enhanced system technological capabilities, or it may be in the form of a perpetuation of disjointed (but related) business processes which now require a single unified approach. Whatever the source, the driving force is change, and the change is demanding action. But does a systems project always spring up whenever these conditions exist? The answer more often than not is no. Those in the business who are the closest to the situation will usually react and cope with the new needs and Requirements as longing of control. it is when a certin "Comfort Level" is Exceeded That The Business Client May Seek Outside Help. But at What point in this change Cycle do the system builders actually get the call and become involved? A better answer may be that a project is born when a system no longer exists which can handle perceived business requirements. This is a powerful motivator which very well could result in a decision to expend the capital and the resources necessary to create the desired technological solution. However, the realization that action must be taken, versus actually determining the proper course of that action, are two truly distinct and different matters. The first decision is fairly easy, in fact IT is one what seems Be Made on a Daily Basis. "this system is no luck", or "we have got to somehow automate this process"
are words uttered in businesses every day! The second decision, choosing the appropriate solution, is the real show stopper. In a vast number of businesses, the process never gets beyond this point. "Just too many options exist", or the "technical know how is not available ", or" the business know how can not be marshaled at this time "are all valid reasons for delay. So what is it that actually causes a project team to be formed? Usually, it is either Perseverance, Pain , or Panic. Perseverance Someone within the business has an idea or a plan with merit which represents genuine improvement. It may be from an individual or a group, who may or may not possess the decision / implementation authority necessary to take independent action. But in any case, the individual or the group is able to develop a broad enough base of support to generate action on the idea. Pain The business situation is just far enough out of control that is having a negative effect. People may be working long it HO urs, the business may be losing customers, or the quality of required operational information may be inadequate. In any case, the risk of inaction begins to outweigh remaining within the current status quo and action is deemed necessary. Panic Finally, a business situation hits the critical state. Business volume can no longer be managed, a regulation is enacted which invalidates the current system, a new product or service is offered, or a key individual leaves the company. Whatever the circumstances, a solution is required, and time is Of the essence!
One positive trend is the number of companies which are actually becoming more proactive in chartering new systems projects. A new project may be started as a result of the implementation of a existing long-range systems plan, or as a recommendation from a series of high level strategic information systems planning sessions. These resulting system building efforts tend to be much more grounded in the long-term direction and goals of the company than projects which are born as a hasty reaction to a business crisis or technological fad. An organization which is attempting to be proactive in this regard should keep the following considerations in mind: ". Focus on the mission-critical objectives of the company" This keeps the attention centered squarely the business needs of the company rather than the software wish lists of the technicians. Review The Current Application Portfolio and Classify Each System Based ON It's Current Business Performance As Well as An Anticipated Future business impacts. This helps to maximize the existing investment in the current corporate systems infrastructure. Align business and technical strategic plans. In today's technology intensive environment, one plan can no longer successfully exist without the other. Any technology expenditures should depend on business needs, And Any Business Strategic Changes SHOULD Take Into Account The Required Technology Support. Insure That The Individuals Who Are The True "Strategiic Direction Setters"
