如果您是越来越多的开明的战略变革倡导者之一，或者在计划中陷入困境，或者在日常级别或更执行层面上管理一项战略计划，那么这里就是某些想法可能会给您带来迹象，如果事情进展顺利，或者情况不那么乐观，如何正确地纠正船。
当我审查了有关CMDB系统部署，服务目录部署以及端到端应用程序和服务管理策略的IT咨询指南时，对我来说是最大的一件事，这可能是失败的原因。
In other words, most strategic IT initiatives have common grounds for failure, and by implication, common grounds for success. And the sad truth is that most of them don’t succeed to live up to their initial high expectations. According to one of our consulting sources: “More than 75% of IT projects fail, either by providing too little functionality or overrunning cost and time estimates.”
这并不奇怪，实际上不一定是反对“战略性大计划”与“战术手术”努力的论点。一方面，大多数战略目标不仅包括技术挑战，而且通常需要改进IT过程，甚至需要进行组织习惯和界限。这些最后是最棘手的，但是要退位到旧习惯，这是一种工作效率较低的工作方式，因为它正在经历急需的，缓慢燃烧的革命，朝着更加与服务保持一致的模型。you’re one of the growing number of enlightened advocates for strategic change, or caught up in the middle of an initiative, or managing a strategic initiative at a day-to-day level, or on a more executive level, then here are some ideas that might give you an indication if things are going well or badly - or if things aren’t so rosy, how to right the ship:
• Develop sufficiently detailed requirements. Big plans may require a little dreaming, but they also require a lot of hard work and attention to detail. Vague mandates from on high – sometimes communicated primarily through e-mail – are almost guarantees for failure. Detailed plans should step back enough from the “dream” to parse out tangible, first-phase goals and a long-term structure for achieving success. Developing these plans usually requires attention to most of the recommendations below. And good plans should include good metrics that appropriately gauge the progress of the initiative. Whether or not these are ROI-specific or not may depend on the initiative and where you are in its deployment.
• Pay attention to process. It’s great to see that IT is paying a lot more than lip service to how people work, and macro-economic conditions are only likely to reinforce the need for efficiency and collaboration. However, many strategic efforts get launched in a kind of Wild West manner, with a focus on process going in parallel or sadly ignored. Conversely, a “by-the-book ITIL initiative” can fail just as easily if it isn’t coupled with flexibility and dialog. As stands repeating, ITIL is a departure point, not a bible.
•确保您有执行支持。完成一些功课后，该计划预算（请参阅下一个子弹）并获得可靠的执行人员买入。这听起来可能很明显，但是经常“大计划”在中期的级别上有种子，从来没有真正得到关键高管的支持。某些原因 - 好吧，以下是EMA客户的两个引号：
“重大的IT计划是有风险的，经常在这条线上享有声誉。”
“The last big project like this failed because the CTO left during the project.” Sadly, executive churn, is one of the leading reasons for big plans to go awry.
• Get commitment for a budget that transcends the project level. This is particularly important once an IT-wide strategic initiative gets beyond initial planning into first-phase or second-phase deployment. Truly strategic objectives need to be treated as part of the ongoing IT budget and will get stalled in iterative project-funding debates which tend to minimize their enabling value and trivialize them into tactical, ephemeral expeditions.
•获得员工买入。沟通和对话遍布“大梦想”的成功核心。但是许多IT专业人员在某种程度上具有抵抗力。这只是人性的天性，尤其是在高压IT环境中，在反应性模式下日常生活。以下是EMA客户的四个引号，强调了这一点：
“We live in the moment. We are very operations-oriented.”
“大多数团体不尊重其他团体的所作所为。”
“我们是战术上的，以行动为导向的人，（CMDB /服务目录 /填充空白）太战略了。”
“告诉我这不是一个笨蛋。”
• Manage expectations. As hard as it is to sell a “dream” or a “strategy” to tactically obsessed worker bees and harried executives, once you get their enthusiasm up, you’ve set yourself up for a fall if you don’t actively manage expectations. In my CMDB System visitations, I’ve seen a number of deployments trying to get beyond “stakeholder consumer enthusiasm” to “stakeholder active participation” – to help support the effort. In other words, you can experience a kind of Sorcerer’s Apprentice frustration once you get buy-in and enthusiasm to consume the benefits of what you’re doing, but very little active support to help you carry it out.
•遵循。如果您还没有弄清楚，战略计划需要迭代沟通，计划以及持续的创造力和资金水平。在与高管沟通方面的跟进可能尤其重要 - 因为EMA咨询估计，大多数高管对新计划的关注大约六个月。这是我们客户的一些相关报价。
“我们真的很糟糕，擅长进行基础设施的新工具的后续培训和培训。”
“我们的优先事项不断变化。”
“我们缺乏政治意愿，不愿实现这一目标。”
我知道这似乎是一个繁重的担忧清单，即使很短。即使这只是思考如何实施“梦想”的开始点，以在网络运营，基础架构管理，数据中心，应用程序管理或任何碰巧的地方进行真正的重大改进。雷竞技电脑网站但是不要放弃。尽管我们周围有一些财务崩溃，并且在某种程度上，如果您想促进更好，更有效的方法，即使他们确实需要大量的初始投资，潮流仍与您同在。