如何向董事会介绍.pptVIP

* We touched on the ‘Four Ares’ earlier but mention it again with more detail here, because it is fundamental to Val IT. To get value, we must continuously ask the questions: Are we doing the right things? The strategic question: Are we doing them the right way? The architecture question; a term that is very fundamental to Val IT:  Are we getting them done well? The delivery question: Are we delivering the capabilities that are required from a technological point if view? The value question: Are we getting the benefits? Is there a clear understanding of the expected results? Is there clear accountability for realising the benefits? Do we have the relevant metrics in place? Do we have an effective benefits realisation process in place to  manage our investments over the full economic life cycle? * Another thing that is fundamental to Val IT is our use of terminology. We do not have to use these terms, but it is important to understand how Val IT uses them. We distinguish a project as being a structured set of activities that delivers a defined capability that is necessary but not sufficient to deliver business value. For example, implementing a CRM system is not going to give you business value. Implementing CRM as part of a programme, which is a structured group of projects, is both necessary and sufficient to deliver value. So changes to skills and reward systems, competences, etc., are all things that are part of a programme. This is the least understood and least adopted concept in this entire approach so far. As long as we continue to focus on technology projects and not on business programmes, we will not deliver the value. Finally, portfolio management is a suite of business programmes that optimises the business value across the entire enterprise. So projects deliver capability, programmes deliver business value and portfolios deliver overall enterprise value. This is fundamental to understand what Val IT is all about. Coca Col