1、eMediumXXXXXX Multimedia Timing Critical HighXXXXXX Courseware Video Conferencing Video Cache Remote Evaluations WPD: Network Requirements Work Product DescriptionPage 4 of 5 5 Development Approach 1. The first step to creating the Network Requirements WP is to clearly understand where the client is
2、 today, where the client is headed based on the business needs, and then determine the gap where current network capabilities do not meet future needs/requirements. This step is typically accomplished by doing the following: Determine hypothesis related to current or future state using the networkin
3、g methodology and the various applicable sections: business, IT, networking, competitive, regulatory, technology, etc. From this a data matrix can be developed showing the kinds of information needs to be collected and the best places to collect this information (interviews, existing data/documentat
4、ion, surveys, meeting attendance, observation) Create interview guides, survey questionnaires, observation plans, etc. to collect the data Much of this data may already be present from prior consulting steps. For example, current IT environment, business goals/vision, staffing/resource model, etc. m
5、ay exist in prior consulting steps. All this information then feeds into the determination of the Network Requirements 2. The second step to creating Network Requirements is to organize the collected data. This is typically done in network consulting engagements using the concept of profiles. Common
6、 profiles used include: user groups, locations, applications. Again, many of these already exist in other WPs and there are fields within these common WPs to reflect the specific needs for the collection of networking requirements. 3. Once the data has been organized and a feel for the overall needs
7、 of the enterprise (or whatever grouping within the enterprise this engagement scope covers a division, certain geography, new application, etc.) are starting to take shape, the common data elements are logically arranged into facts that reflect more global, as opposed to data specific, findings abo
8、ut the networking requirements. These findings can be grouped into many logical areas: Topology Availability/performance/capacity requirements Protocols/Standards Skill/Training needs Network Management process implications (e.g., to existing processes like the Help Desk) Cost/Phasing/Resource needs
9、 from a project viewpoint Existing or potentially new vendor implications 4. Once these logical groupings have taken place, it is now possible to create a Network Requirements deliverable that shows this logically organized set of requirements backed by the data collected in the earlier phases. 6 Va
10、lidation and Verification Networking requirements should be in consonance with the companys IT vision, accordingly, the following inputs are required: Business capabilities & structure Business process, application characteristics & performance levels IT Vision IT Strategy WPD: Network Requirements
11、Work Product DescriptionPage 5 of 5 7 Advice and Guidance It is very important to work with practitioners from earlier steps/other competencies since a great deal of information can be gained from these prior work efforts. Conversely, a great amount of time will also be saved by not re-doing intervi
12、ews or re-capturing data that has already been collected in an earlier step by a different set of practitioners. At worst, a small amount of re-verification of facts may need to be done by the networking practitioners on this part of the engagement. 8 References Refer to the Networking & Connectivit
13、y Knowledge Network database for additional examples of client network requirements. 9 Estimating Considerations Since the Network Requirements WP is so highly dependent upon earlier work efforts as its input (i.e., definition of current IT environment, current IT processes, IT vision/strategy, orga
14、nization skills/training/resources, etc.), a fair amount of effortVideolandCrg. #: VID00601File: 9465d35b-e08c-4d20-9ae0-f2f8518e4c30.pdfImplementation StrategyStatus: DRAFT FOR REVIEWPrepared by: Sterling F. StoudenmireDate: 29-3月-96Updated by: 微软用户Date: 2012/6/9 18:36:00Print Date: 30-7月-20Print T
15、ime: 3:02Page 2 of 2applications will be maintaining their corresponding data bases in production: Employee Vendor Inventory General LedgerThe stores will have switched from maintaining isolated applications and files on their local PCs to using the above centralized data bases from their PCs. Some
16、items will continue to be received at individual stores, but most items will be received at a central location. Vendors have been notified to send their invoices to headquarters, not individual stores. Information concerning items received is posted directly to the Inventory data base. Receipt data
17、will be captured at the same time as inventory. After APA implementation, the existing inventory update program will be replaced by new programs that maintain the receipt data base.Invoice information is currently maintained in paper files, and checks are created manually. Check information is poste
18、d to the General Ledger manually when checks are prepared. After APA implementation, invoice data will be maintained on-line, and checks and General Ledger posting transactions will be generated by the application. 1.Implementation ApproachTo minimize data conversion, initiation of APA processing mu
19、st begin immediately after the last check run of an accounting period.There will be no parallel tests. Correct generation of initial checks and accounting entries will be validated by printing on plain paper prior to printing on actual check stock. 2.ConversionThe following data does not reside in e
20、xisting computer files in any consistent manner. Therefore it must be keyed in using the new APA on-line facilities before initiating other APA processing. Receipts - All receipts less than 3 months old must be loaded to the new data base. As receipt data is keyed in, it will be validated against Pu
21、rchase Orders and vendor data. Discrepancies must be corrected immediately. Paid status must be entered for each receipt as it is entered. This may be done during volume testing (see below). The program that is used to enter receipt data may be the same as will be used in production with minor tempo
22、rary patches. Invoices - Invoice data, like receipts data, are retained on-line for a period of 3 months after the invoice is closed. As with receipts, all invoices less than 3 months old must be loaded to the new data base and pay status must be entered for each invoice.Invoice and receipt data wil
23、l be manually entered into the new data base reflecting new vendor numbers. Once all data are entered, reports will be run to verify the data. The Finance Department (with help from the IS department and individual stores as necessary) will be responsible for checking out the conversion of data usin
24、g reporting and inquiry features of the new system. 3.ResourcesIS development staff will standby on site during initial check processing.Two part-time people will be contracted for one week in late October to assist Finance Department staff in conversion. The contractors will be used primarily to ke
25、y in data. One individual from each store will be assigned to the project for 8 hours per week through August to:help reconcile data from different storeshelp check out test resultshelp verify data loadingreceive training on the system4.TrainingThe store representatives on the project will be traine
26、d to use the inquiry and reporting features of the new system. An APA User Guide will be provided and used as part of the training material. This training will be accomplished in one four-hour session plus follow-up assistance as needed as they begin to use the systemThe UK IT and Business Process O
27、utsourcing Report A definitive view of the datacentre and business process outsourcing market. 2HI Europe Background The UK IT and Business Process Outsourcing Report is now in its 13th edition and builds on 12 years of continuous tracking and analysis of the IT outsourcing market. This industry sta
28、ndard report is an invaluable aid to companies with outsourcing-related interests, providing information that includes detailed market sizing, rank- ingsofleadingsupplierswithin specific markets and in-depth supplier profiles, as well databases covering nearly 900 current major outsourcing contracts
29、 and almost 600 concluded contracts. This information enables companies to effectively plan and target their outsourcing activities, based on the most detailed and reliable information available. The primary focus of the report is the keyIToutsourcingmarkets Datacentre FM (management of a customers
30、mainframe/midrange/server operations) and Business Process Outsourcing (management of a cus- tomers IT related business functions e.g. accounts, payroll). Where applica- ble, supplier profiles also contain detailsofknownApplications Management, Desktop FM and Network FM contracts. The report enables
31、 you to:0 Identify the markets with the greatest opportunities and potential for growth0 Assess leading suppliers market share, resources and revenues Identify competitors (or possible partners) strengths and weaknesses Track contracts approaching renewal andprepareinformedcompetitivebids Keep abrea
32、st of developments in Datacentre FM and Business Process Outsourcing markets Report Highlights Detailed market sizing and forecasting segmenting the IT Datacentre and Business Process Outsourcing markets separately Ranking and analysis of leading suppliers by type of outsourcing service and by verti
33、cal market In-depth supplier profiles, including revenues, detailed customer information and commentary on company positioning/performance* Database of nearly 900 major outsourcing contracts Report Contents 1. Market Sizing and Forecasting The research methodology incorporates our long established,
34、and continuously updated, outsourcing user database, putting us in a unique position to reliably size, segment and forecast the UK Datacentre FM and BPO market. This allows us to provide detailed market sizing according to: Datacentre FM and BPO market growth Mega versus non-mega contract market gro
35、wth Key vertical markets by value and number of contracts Type of organisation that uses outsourcing and type of business process that is outsourced Trends in contract length and value 100% 50% 0% 19982000-20011999-20001998-1999 % Growth 2001-20021999200020012002 Growth Rates in Datacentre FM and BP
36、O Non-Mega-Contract Market Values Non-Mega-Contracts Growth Rates (Value) %of Total Non-Mega-Contract Market Value Accounted for by DFM and BPO Contracts *Details as available information subject to availability. Research Approach A comprehensive research programme ensures the greatest possible accu
37、racy and depth of market data, entailing primary research (supplier and end- user interviews) and secondary research. Meanwhile, a monthly HI Europe publication Contract Watch continuously monitors contract sign- ings and developments in the outsourcing industry, ensuring that we are aware of the la
38、test market develop- ments. By combining these varied methodologies and sources of informa- tion, we are able to provide details on more than 90% (HI Europe estimate) of all major Datacentre FM and Business Process Outsourcing contracts currently in existence. 3HI Europe 2. Analysis of Suppliers Thr
39、ough analysis of suppliers contracts, we are able to identify the suppliers that are currently market leaders and identify those that are expanding their market share. This analysis will enable you to identify: The leading players across outsourcing service type and in each vertical market. Supplier
40、 rankings are accompanied by analysis of 教育 TK105检查软件包流程（必要的话 建模） 输出：WK912软件包业务流程规格 说明书（业务流程模型） 4.2建立 基于未来 业务系统 能力的软 件包 4.3定义未来 业务流程 4.1初始 化未来业 务系统设 计 4.2建立 基于未 来业务 系统能 力的软 件包 4.6建模 并评估 未来的 业务系 统设计 4.7完成 未来的 业务系 统 设计 4.5定义未来 IT体系结构 4.4定义未来 组织和控制 系统 IBM 软件包驱动的业务变革方法论 阶段未来业务设计建模 活动 AK-026 TK117在考虑软件包的
41、能力的基础上， 回顾在第二阶段定义的未来需求 输出：WK915对业务流程“，重要” “， 标准” “，大燃炉”“的分类的修改 TK118定义未来 的业务流程到 4级 输出：WK919所有能够证实到达4级的范 围内业务流程 TK119定义未来处理业务流程的工作角 色 输出：WK924工作角色（JLOVCs） TK120定义支持业务流程的未来的 IT系 统 输出：WK928IT需求规格说明书 4.3定义 未来业 务流程 4.3定义未来 业务流程 4.1初始 化未来业 务系统设 计 4.2建立 基于未 来业务 系统能 力的软 件包 4.6建模 并评估 未来的 业务系 统设计 4.7完成 未来的 业务
42、系 统 设计 4.5定义未来 IT体系结构 4.4定义未来 组织和控制 系统 IBM 软件包驱动的业务变革方法论 阶段未来业务设计建模 活动AK-025 TK109检查未来的组织和控制系统 的需求 输出：WK930批准的对于组织和控 制系统的需求 TK112设计新的组织结构 输出：WK934未来的组织结构 TK110确定客户业务和软件包体系 结构 输出：WK940软件包组织的体系结 构 TK113确认人员变更 输出： WK944员工技巧差距分析 TK114确认企业文化的改 变 输出：WK947企业文化 所需改变的状态 TK115确定未来的报告需 求 输出：WK952未来的报 告需求 4.4定义
43、 未来组 织和控 制系统 4.3定义未来 业务流程 4.1初始 化未来业 务系统设 计 4.2建立 基于未 来业务 系统能 力的软 件包 4.6建模 并评估 未来的 业务系 统设计 4.7完成 未来的 业务系 统 设计 4.5定义未来 IT体系结构 4.4定义未来 组织和控制 系统 IBM 软件包驱动的业务变革方法论 阶段未来业务设计建模 活动 AK-027 TT255分析基础设施需求 TT483开发能力需求 TT258定义基础设施框架 TK122评估并提供资料证实将要 对目前基础设施进行的的变更 TT259检查基础结构框架 TT025开发基础结构规格说明书 TT045选择模块 TT702评估
44、供应商选择需求 TT046定义模块配置 TT047计划模块的获取和安 装 TT341检测基础设施设计 TT034确定接口需求 TK123明确 IT基础结构成 本和利益评估 4.5定义未来 IT 的基础 设施、体系 结构和系统 4.3定义未来 业务流程 4.1初始 化未来业 务系统设 计 4.2建立 基于未 来业务 系统能 力的软 件包 4.6建模 并评估 未来的 业务系 统设计 4.7完成 未来的 业务系 统 设计 4.5定义未来 IT体系结构 4.4定义未来 组织和控制 系统 IBM 软件包驱动的业务变革方法论 阶段未来业务设计建模 活动 AK-029 TK-128建立未来的业务系统模型 输
45、出：WK-956业务系统模型 TK-129回顾和评估未来的业务系统 模型 输出：WK-958修订的业务系统设计 文档 TT-100-解决软件包数据缺陷 输出：WP-226-软件包数据缺陷解决方 案 TK-133-确定涉及到软件包调整和其他 开发需求的成本估算 输出：WP-226-软件包相关的成本 TK-130-评估支持未来的业务系统设计 的非 IT的成本和利益 输出：WP-226-非IT的成本和利益分析 4.6建模并 评估未来 的业务系 统设计 TK-131建立未来的业务系统 利益 输出：WK-956业务系统模 型 TK-132定义并映射软件包的 详细数据需求 输出：WP-225软件包数据映
46、射 4.3定义未来 业务流程 4.1初始 化未来业 务系统设 计 4.2建立 基于未 来业务 系统能 力的软 件包 4.6建模 并评估 未来的 业务系 统设计 4.7完成 未来的 业务系 统 设计 4.5定义未来 IT体系结构 4.4定义未来 组织和控制 系统 IBM 软件包驱动的业务变革方法论 阶段未来业务设计建模 活动 AK-030 TK-134合并所有的成本/利益 评估 输出：WK-964合并的成本/利 益分析 TK-135合并设计规格说明书 输出：WK-966最终的业务系 统设计文档 TK-136同指导委员会审核设计 并确定投资方针 输出：WK-967用户对业务系 统设计建议的书面赞成
47、文件 4.7完成来 的业务系 统设计 4.3定义未来 业务流程 4.1初始 化未来业 务系统设 计 4.2建立 基于未 来业务 系统能 力的软 件包 4.6建模 并评估 未来的 业务系 统设计 4.7完成 未来的 业务系 统 设计 4.5定义未来 IT体系结构 4.4定义未来 组织和控制 系统 IBM 软件包驱动的业务变革PEBT方法论 定位于采用软件包的业务需求 软件包选择软件包驱动的业务重设计 1 确立变 革项目 报告 2 确定未 来需求 报告 3 选择软 件包 报告 4 建立未来 业务设计 模型 报告 5 计划业务 变革实施 方案 报告 计划 IBM PEBT方法论-阶段5业务变革实施计
48、划 5 交付件 5.1 实施初始 化准备 5.2 定义实施 策略 5.3 建立变 革管理和培 训的策略 5.4 评估用 户开发需 求和策略 5.5 确定业 务变革实 施计划 计划业务 变革实施 方案 IBM PEBT方法论阶段5业务变 革实施计划活动AK-031 TK-001-确认项目范围和目标 输出：WK-A02-阶段范围和目标 TK-002-了解迄今为止相关的已有分析和 项目输出 输出：WK-A09了解迄今为止相关的已 有分析和项目输出 TK-003-识别关键用户问题 输出：对关键用户问题的评估 TK-004-商定项目实施途径 WK-A03-必需的活动评估 TT-111-研制工作计划和程序 输出： WK-003-工作计划和程序 WKC-009-工作分解结构 WKC-010-工作进度表 WKC-011-人员配备计划 WKC-012-团队组织图 TK-004-分配资源和资产 输出： WK-374-分配的资源 WKC-575-人力资源 WKC-576-项目
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