A. run multiple pilots to gain valuable user feedback
B. ensure critical success factors and key performance indicators are validated and signed off by the customer prior to designing the solution
C. work alongside the customer to provide a high quality user adoption plan
D. ensure all risks are completely mitigated
A. The cost and benefits can only be estimated within a 20% range of accuracy
B. The features for a new release of the solution's main product are not yet finalized
C. The solution includes new products which the customer previously did not have interest in purchasing
D. The solution's core product will be discontinued before the customer's purchasing timeframe
A. Stakeholder List
B. Finance Options
C. Background
D. Purpose of Case
A. Critical success factors define what must happen in order for success to be achieved, whereas KPIs are measurements that help determine the level of performance actually attained.
B. Critical success factors define when to take each measurement, whereas KPIs determine how things should be measured.
C. Critical success factors and KPIs are essentially the same thing.
D. Critical success factors define how things should be measured, whereas KPIs determine when to take each measurement.
A. Anticipated dates for vendor releases of new product versions
B. Quarterly backup and upgrade schedules for installed hardware or software
C. The business case
D. Opportunities to bundle changes together with other work items on the IT organization's calendar
E. Managing implementation risks
A. Ask the customer to commit on a specific deployment schedule, so you can accurately identify the timing of rollout expenses
B. Only start thinking about the first draft once you have a full picture of deployment and transition costs
C. Include a baseline for major costs and benefits, as a starting point for deeper analysis
D. You should not include costs of services, because resources might not be available to deliver the project
A. Brainstorming about how process model governance could be improved
B. Review of current capability metrics
C. How capabilities are currently implemented in competitive organizations (measurement formulas)
D. A survey covering skills levels within the customer's IT organization
A. Diverse vocabulary to describe different situations
B. Mapping of issues to specific steps in a process flow diagram
C. Standard set of documentation
D. Structured approach to aligning business and IT
E. Case examples across industry verticals
A. It assists with understanding how technology relates to the products and services that the organization provides.
B. It allows the organization to focus more on its sales and marketing strategy.
C. It can uncover new or additional customer needs for which the organization may be able to innovate new products and services.
D. It can uncover inefficient processes which the organization may be able to make more efficient through the use of technology.
A. The increase in major technology innovations has led to a more siloed approach to technology purchasing
B. Customers have more purely technical problems than they have had previously
C. Customers want to focus less on business needs and more on business outcomes
D. Customers are more empowered and skeptical, changing the way they assess and purchase technology
