Project vision example. Company vision. Information composition of the vision

Vision- this is a description of the ideal state of the company in the future, a guideline for the movement of the company. Vision drives motivation throughout the organization, so its formula should inspire everyone. The vision of the company is more than the goals of the company or its management (to earn so much and so much) and its mission. Although the latter is often described in similar terms to vision. Strategic business planning begins with the formulation of a vision. A vision provides a company with a guide to action. Term on English language: vision statements.

An enterprise can be successful for a long time if the employees of the enterprise identify with it. They must know what their enterprise is working for, what is the meaning of its activity. And if they know the answer, and the answer sounds positive, then on an emotional level they are ready to make their efforts to achieve the goal. Because they now have a vision of the matter. And there is self-identification with this case. Why are we doing what we are doing today? Where do we see ourselves in 5-10 years?

vision model

D. Collins describes the following vision model. It includes two important components: - the key ideology (core ideology) - the imagined future (envisioned future). The key ideology consists of key values ​​and a key purpose (mission). The imagined future necessarily includes goals (See Goal setting) that contain a challenge for the company and a clear description of the results of achieving these goals. Vision is not an abstract desire. It should be built on a real basis and correspond to reality. The refinement of the company's vision is facilitated by the development of new products, the introduction of new technologies, and the reorganization of structures. All this leads to a clarification of the meaning and joint work employees. Every employee plays a role here. The vision of the company, business is more than just a generalization of the main goals of the company. However, goals and mission have much in common. They must match. Often goals are derived from the vision and mission of the business. And if one correlates with the other, then the vision, mission, and goals of the business look realistic. Credibility is key principle formulating a business vision. Here it is assumed that the vision statement takes into account the opinion of employees; the vision is constantly confirmed by concrete actions on the part of the management; this achieves alignment with the daily work schedule, goals and vision.

Vision and mission

A vision is our idea of ​​a future that will come even if we are not there. Mission is our place in the future we see. Vision is where you want to be. It can be based on value in an economic sense, but it doesn't have to be. The specific goal is “we want to achieve a turnover of $1 million.” can become "we want to have the largest share market in our industry. A vision differs from a mission in that it focuses both on the company itself, its employees, and on the outside world – the customers. The mission is almost always directed outside, to the company's customers. But there are times when the mission and vision of the company are formulated in the same sentence. Yes, on site Sony Ericsson under the heading "Mission" describes the vision: "Our vision is to become THE communication entertainment brand. We inspire people to do more than just communicate. We enable everyone to create and participate in entertainment experiences. Experiences that blur the lines between communication and entertainment. Our vision: to become a symbol of connection-entertainment. We inspire people to do more than just communication. We empower everyone to create and experience entertainment. This experience blurs the lines between entertainment and communication."

Vision Examples

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Steps that need to be taken to form the "Vision" document:

• Formulation of problems.
• Identification of co-owners
• Determining the boundaries of the system
• Constraint Identification
• Problem statement formulation
• Determining System Capabilities
• Evaluation of results

To describe the problems, a template is proposed, shown in Table. 7.1.

Identification of co-owners involves the search and fixation of project stakeholders - representatives of the Customer and the Contractor, investors, external experts, etc.

Determining the boundaries of a system is a non-trivial process. For this use context diagrams(See the materials "Advanced requirements analysis. Modeling"). RUP in search of boundaries suggests starting from factors and use cases.

Among the sources of restrictions are usually distinguished:

• political,
• economic,
• Wednesdays
• Technical,
• execution,
• Systemic.

The description of system capabilities is a statement of high-level requirements.

The "Vision" RUP document template contains the following main sections:

1. Introduction
2. Positioning
3. Descriptions of co-owners and users
4. Product overview
5. Product Features
6. Restrictions
7. Quality indicators
8. Seniority and priorities
9. Other product requirements
10. Documentation Requirements
11. Application.

The introduction describes the purpose of the document, its context (relationship and interaction with various projects), definitions, acronyms and abbreviations, links to other documents, summary.

In chapter " positioning"The definition of the problem(s) to be solved is placed, the target customer is indicated, and the business advantages of the product over similar ones on the market are explored.

In the description of co-owners and users, in addition to the actual description of these two groups, the demographics of the market are examined: target market segments, the size and growth rates of the market, existing competitive offers in the market, the reputation of the Developer in the market.

The product brief contains a summary of the product, a description of its prospects and key features, assumptions and dependencies, indicates the cost and its calculation, discusses licensing and installation issues.

In the section on product features, they are described in more detail, each in a separate paragraph.

The "Restrictions" section should include the existing technical, technological and other circumstances that must be taken into account at this stage.

Chapter " Quality indicators" contains a description of the most significant non-functional requirements for the system (efficiency, reliability, fault tolerance, etc.).

The "Seniority and Priorities" section ranks the requirements and capabilities of the system formulated earlier in terms of importance, priority of implementation, etc.

The "Other product requirements" section describes applicable standards, system requirements, operational requirements, environmental requirements.

Documentation requirements provide key features of the user guide, online help, installation and configuration guide, file Read Me.

Capability attributes are brought into the application. The RUP recommends the following set of attributes: Status, Benefit, Scope, Risk, Stability, Target Release, Purpose, Cause.

Vision / Framework at MSF

According to the MSF white paper, the envisioning phase lays down one of the fundamental foundations for project success - creation and consolidation of the project team based on the development of a common vision. Project group must imagine clearly what she wants to do for the customer and formulate her goal in such a way as to motivate both the customer and the project team as much as possible. Developing a high-level view of the goals and conditions of a project can be seen as an early form of planning; it prepares the ground for the processes of creation detailed plans that will be implemented directly during the planning phase.

Main tasks the concept development phases are the creation of the core project team (see below) and the preparation document of general description and scope of the project(vision/ scope document). Forming a vision for a project and specifying its scope are not the same thing, although both are necessary for the success of a project. A vision is an unrestricted idea of ​​what a solution should be. Frameworks ( scope ) also provide clear boundaries for what is proposed by this vision will be implemented within the existing design constraints.

Management of risks is an iterative process carried out throughout life cycle project. During the concept phase project group prepares a risk assessment document and presents the main risks of the project along with general description and scope of the project. For further information on risk management, see the Risk Management Discipline White Paper.

Customer:
DABCC.COM

Executor:
Douglas Brown, Owner

Project:
Deploying the Citrix® MetaFrame® Access Suite

The proof-of-concept stage is intended to determine the capabilities of the proposed MetaFrame Access Suite deployment in terms of achieving the design vision. The proof-of-concept process created a prototype of the MetaFrame Access Suite, along with all the necessary applications, printers, and so on. Applications have been extensively tested to verify their functionality in the MetaFrame XP/Terminal Server terminal environment. For each item, the results are documented and the necessary adjustments are made. This document is a final report on proof of concept procedures.

This document is divided into the following sections:

• Environment specification
• Procedure for creating an environment
• Tests
• Test Adjustments
• Conclusion

1. Environment specification

1.2. Hardware

Name: DB2KCTX1 Model: Compaq ML 530 Role: Citrix MetaFrame XP Server

48x CDROM, second - for Compaq Internal DLT 20/40 Disk Controller - Smart Array 4200 4 Channel RAID 5 Controller

Name: DB2KWEB1 Model: Compaq ML 530 Role: Web Interface Web Server

Form Factor - Rack Mount Processor - 2 x 933MHz, Pentium III Xeon, 256KB level 2-Advanced Transfer Cache. Memory – 1 GB 133 MHz ECC SDRAM, expandable up to 4 GB using 512 MB modules Network adapter - NC3123 Fast Ethernet NIC PCI 10/100 controller Drive bays - 4 x 5.25" removable drive bays and one 1.44 MB floppy drive. One used for drive 48x CDROM, second one for Compaq DLT 20/40 Disk drives - only 218.4 GB Maximum Internal Hot Plug Storage Ultra2. Three 18.2 GB Hot Plug Ultra 3 drives installed Disk controller - Smart Array 5300 RAID ADG configured for RAID 5 Interfaces - one RJ-45 Ethernet port, two serial, one parallel, keyboards, mouse, video, external SCSI

1.3. Operating system environment

Domain configuration
Active Directory or NT Domain?	Active Directory
(NT Domains) Domain model (Single domain, Master domain, Multiple-master, etc.):	-
(Active Directory) Mode (native / mixed)?	native
(Active Directory) tree name:	DABCC.COM
(Active Directory) Domain name:	DABCC.COM
(Active Directory) DNS Namespace:	DABCC.COM
(Active Directory) Internal namespace:	DABCC
DNS server names:	DB2KAD1, DB2KAD2
WINS server names:	DB2KAD2
DHCP server name:	DB2KAD2

TCP/IP addresses
Enter your network's IP address information
network address:	192.168.1.0
subnet mask:	255.255.255.0
gateway:	192.168.1.254
Primary WINS:	192.168.1.1
Secondary WINS:	Not
Primary DNS:	192.168.1.1
Secondary DNS:	192.168.1.2
Specify the addresses of the servers listed in the "Hardware environment" section:
DB2KAD1	192.168.1.5
DB2KAD2	192.168.1.6
DB2KFS1	192.168.1.71
DB2KWEB1	192.168.1.8
Specify the IP addresses of network printers
HP 4M	192.168.1.15
HP 4000	192.168.1.16
HP 4000	192.168.1.17
HP LaserJet 4050 Color	192.168.1.18
HP OfficeJet 720	192.168.1.19
Specify a DHCP range:
DHCP range:	from 192.168.1.100 to 92.168.1.200
List of OUs
Name	Description
built-in	Default OU
computers	OU for end users
DABCC Users	OU for users and groups DABCC.COM
Domain Controllers	OU for Windows 2000 Active Directory domain controllers. Includes DB2KAD1 and DB2KAD2.
Foreign Security/Principles	Default OU
Servers	OU for Windows NT/2000 servers. Includes: DB2KFS1 and DB2KWEB1
Users	Default OU for Active Directory Users and Groups
Group Policy information (if any)
Are you using WinNT or Win2000 policies?	Win2000
Policy file placement	-
Users and groups affected by policies	administrators, users

1.4. Login scripts

net use h: \dabcc\\dfsroot\users\%username%

Logon_admins.cmd

net use j:\dabcc\\dfsroot\applications net use k:\dabcc\\dfsroot\drivers net use o:\dabcc\\dfsroot\citrix net use p:\dabcc\\dfsroot\public

1.5. Print environment

Printer Name	Print server name	Driver
HP4M	DB2KFS1	HP 4M
HP4000West	DB2KFS1	HP 4000
HP4000East	DB2KFS1	HP 4000
HPColor	DB2KFS1	HP LaserJet 4050 Color
HPOfficeJet	DB2KFS1	HP OfficeJet 720

1.6. Client environment

2. Procedure for creating an environment

The Citrix MetaFrame Access Suite Server and all other servers used in the proof of concept phase are configured according to D&D Consulting methodology, including server security and optimization. This is done in case the proof of concept is successful, then the server environment will be the basis for the production deployment of MetaFrame Access Suite in the production environment.

For details on designing a MetaFrame XP, MetaFrame Secure Access Manager, Web Interface, or Secure Gateway, see the documentation provided by D&D Consulting.

The following is a basic list of steps to create a MetaFrame XP server:

• Installation operating system server, latest service pack and hotfixes
• Install required services and remove unnecessary services
• Setting up network and domain identification of the server
• Changing the SNMP service so that the "public" community has "read and write" permission
• Configuring all network adapters on the server to 100 Mbps and Full Duplex
• Configuring Local Security on the Citrix Server
• Activating the Terminal Services Licensing Server and TS CALs
• Installing the latest Feature Release on Citrix MetaFrame XP and the latest service pack
• Configuring Citrix Licensing on the Server
• Install Citrix Installation Manager (if required)
• Installing Citrix Resource Manager (if required)
• Setting up on the SpeedScreen server
• Connection setup
• ICA Client Update Configuration
• Setting on the optimization server
• Server isolation using NTFS permissions and system policies
• Setting up printing on the server
• Installing and configuring applications
• Customizing SpeedScreen for Individual Applications
• Application publishing
• Create a Rescue Disk
• Installing other components (MetaFrame Conferencing Manager, Web Interface, Secure Gateway, etc.)
• Server and application check

2.2. Application installation procedure
Write detailed instructions installation of each application that will be tested during the Proof of Concept phase.

3.0. Tests

4.0 Adjustment of tests

5.0 Conclusion

After reviewing the test results and making any necessary adjustments, D&D Consulting and DABCC.COM determined that there were sufficient grounds to proceed with the originally planned project.

Vision Shaping

prototyping

Prototyping is a key requirement elicitation strategy in most modern methodologies (see Chapter 10 for more details). A software prototype is a "mirror" in which a reflection of how the Contractor understood the Customer's requirements is visible. The process of identifying requirements through prototyping is all the more intense, the more crooked this mirror is. The documentary way of identifying requirements is always inferior to live communication. The analysis of what is done in the form of user interfaces gives an even greater effect. The right hemispheric channel of perception is connected, which, as you know, works for most people much more efficiently than the verbal one.

The RAD method is one of the most well-known ways to rapidly prototype 1) .

RAD is based on the following basic principles:

• Evolutionary prototyping;
• CASE-tools as the main tool, including the possibility of forward and reverse engineering and automatic code generation;
• Highly qualified professionals who are well versed in the developed tools;
• An interactive JAD method that combines communication with online development;
• Rigid time frames are like an antidote to the "spreading of the boundaries" of the project: if the team does not meet the deadline, the functionality narrows.

The product vision and project scope work usually begins very early in the project, prior to extensive consultations to identify detailed requirements, although in general the existence and sequence of these steps depends on the chosen methodology. In practice, these activities are often combined. The rules for extracting requirements, discussed in Chapter 6, can also be used in the formation of a vision.

Analyzing the literature on the subject under consideration, we can distinguish the following widely used keywords: on the one hand - the concept, vision, image, on the other - the framework, boundaries, context.

In the first case, we are talking about the vision of what the system should be. The high-level requirements (capabilities, properties) of the product and the most significant limitations are discussed. A number of authors, on the contrary, insist that the vision should be "unlimited".

The concept of vision is widely used in business analysis. If the company's top management has an idea of ​​what key goals, market segments, product positions, profits should be achieved, say, in 5 years, then the company has a long-term vision of itself in the market. The way to remove restrictions when developing a vision allows you to develop A New Look on things, "to rise above the situation", to plan the future, starting not from current resources and limitations, but from strategic goals, applying innovations, know-how, etc.

This experience of vision formation is largely transferable to the development process. information systems: you need to "see" in the horizon of medium and (or) long-term planning how AIS will fit into the organizational processes of the enterprise, what key benefits it will provide, what problems it will allow to solve. When looking for new methods and means of enterprise management based on information technologies often it is necessary to "reshape" existing business processes; in fact, the introduction of AIS, affecting a significant percentage of the processes of the enterprise, inevitably leads to the restructuring of these processes in order to optimize the activities of the enterprise, achieve key efficiency factors, etc.

In the second case (framework, boundaries, context), such issues as the boundary of the system and the environment, the required resources to create the system, and the timing are discussed. Having built an "unlimited vision", sooner or later one has to return to such prosaic things as the budget, scheduling, recruitment, project milestones.

Is it always necessary to create a concept document? Should vision and boundaries be separated?

Often, the Customer realizes the need for automation as a way to solve accumulated problems. Having formulated a problem for himself, the Customer often sees a solution to it, with which he comes to the Contractor ("I need a website", "I need a CRM system", etc.). A qualified Contractor should not, headlong, rush to solve the problem in the formulation of the Customer. According to the figurative expression of G. Kalyanov 1) automating processes "as is" is the same as asphalting paths where cows walk.

There is an important metaphor in RUP notation: "See problem after problem". The concept just serves to help the Customer identify exactly those requirements for the system that will help him optimize the work of his enterprise in the long term.

Therefore, the stage of concept formation is important, but it presents both the Customer and the Contractor with enough high requirements: The customer must allocate resources and be prepared for labor costs for a joint search for solutions; The contractor must have sufficient qualifications both in the field of IT and in the field of enterprise management in order for the automation tool being developed to really benefit. All of the above does not in any way exclude the possibility of working without a concept: either we are talking about a small project, the budgeting of which is simply unprofitable for the concept development stage, or the Customer himself has sufficient qualifications to formulate requirements for AIS, having a "concept in his head" and time for consulting Developer.

Some of the arguments for separating vision and boundaries have been given above. To draw a clear line between these concepts suggests, in particular, the MSF process. Ultimately, the question "to share or not to share" is determined by the chosen methodology.

Let's consider the basic requirements for the development of the concept laid down in domestic GOST, RUP and MSF methodologies.