Which statements are correct about business system planning?

Various interpretations: What is enterprise IT planning? ZDNet CIO channel update time: February 26, 2009 Author: Source: CIO Times Network Keywords: strategic management information ITplanning Definition of enterprise information planning "IT planning" is the abbreviation of "information planning", which refers to the understanding of enterprise development strategy and evaluation of enterprise IT status, combined with industry information practice and understanding of the latest information technology development. This paper puts forward the vision, objectives and strategies of enterprise informatization construction, as well as the architecture design, selection and implementation strategies of specific information systems, so as to comprehensively and systematically guide enterprise informatization construction and meet the needs of enterprise sustainable development. Because informatization is closely related to information technology (IT), IT is usually called "IT planning". The most important driving force for the concept of IT planning comes from the characteristics and requirements of comprehensiveness, systematicness, innovation and sustainability of information construction. Informatization construction is a dynamic spiral process consisting of informatization planning and informatization implementation. In essence, planning can be from business strategy orientation to information strategy. Starting from the strategy of the organization, rather than from the needs of the system, we can avoid the dilemma of aimless construction. Starting from business change rather than technological change, it is beneficial to make full use of the existing resources of the organization to meet the key needs and avoid that the information system cannot effectively support the decision-making of the organization. Failure to adhere to these two principles will bring fatal short-sightedness and formal consequences to information construction. IT planning mainly includes IT assessment, IT strategic planning (ITSP), infrastructure planning, data planning (DP) and information system planning. ISP) and the design of IT organization and guarantee system, the relevant definitions are as follows: Evaluating the so-called enterprise IT evaluation is to examine the influence of the application of information technology on enterprise management from the purpose and strategy of introducing information technology. On the one hand, it comprehensively evaluates the whole process of existing informatization construction, deeply examines the current situation of enterprise informatization, determines the stage of informatization construction, and compares it with the established goals of enterprises to find out the problems existing in the process of informatization implementation and find out the gaps; On the other hand, it is necessary to continuously and comprehensively evaluate the effectiveness of an information system (such as ERP, CAD, CIMS, etc.). ) in order to constitute the three elements of enterprise informatization (people, information technology, organization and management) and how each element affects the effectiveness of the information system, and redefine the enterprise information system according to the new environment and new business faced by the enterprise and the new reality, and formulate a new informatization plan. The evaluation of enterprise information system efficiency (value) is the key to enterprise IT evaluation. Strategic planning Strategic planning refers to formulating and adjusting the guiding scheme of enterprise informatization according to the results of IT evaluation, and striving to do the most appropriate informatization work at the most appropriate scale and cost. First of all, according to the strategic needs of enterprises, the vision and mission of enterprise informatization, the development direction of enterprise informatization and the role that enterprise informatization should play in the process of realizing enterprise strategy are defined. The second is to draft the enterprise informatization guidance scheme, which represents the enterprise regulations that the information technology department should follow in management and implementation. It is the guarantee to effectively complete the information mission. Then, it is necessary to set the informatization goal, which is the task that enterprises should complete in order to realize their vision and mission in the next few years. Infrastructure planning Infrastructure planning refers to the design and planning of enterprise information infrastructure, including network, hardware equipment and basic software. Network planning includes data flow and constraint analysis, network selection, topology design, network security scheme, network construction scheme, etc. Hardware equipment planning includes the planning and configuration of servers, routers, switches, hubs, desktops, notebooks, printers, handheld devices, etc. Basic software planning includes the planning of operating system software, database software and other software. Data planning Data planning is to sort out and model the key information inside the enterprise, and integrate and integrate these information from three levels: data management foundation layer, basic application system layer and management decision integration layer, so as to establish the standardized data system of the enterprise and establish the logical and physical ways of data storage. Information system planning is the main work of information planning. The application architecture, technical architecture, functional architecture, selection, construction stage and preliminary budget of information system are planned in detail. Organization and guarantee system design Organization is the information management department within the enterprise, and IT organization design includes the design of its composition, division of labor, functions, assessment and employees' IT career. Safety system design includes IT project management system design, risk prevention/quality assurance system design, IT training system design, etc. According to a joint survey by the British Economic Intelligence Bureau, IBM Consulting and Accenture Consulting, 96% of large companies and 75% of small and medium-sized enterprises in western countries have made their own IT plans, while domestic enterprises rarely make IT plans, which also reflects that the IT application level of Chinese enterprises still lags far behind western countries. This gap is definitely not a technical gap. Domestic enterprises can buy the best servers and the best software packages, and our IT talents can also master the most advanced computer and network technologies. The key to the gap between our enterprises lies in IT planning and management. By analyzing the informatization development of most enterprises in China, we can find the following characteristics: there is no comprehensive enterprise informatization strategy; Lack of sensitivity to new technologies, some IT investment projects have not yet ended, and the technologies used are outdated; Informatization construction is spontaneous, focusing on departments and ignoring integrity; Pay attention to the local and ignore the overall situation; Focus on the region and ignore the world; Pay more attention to internal than external; Pay more attention to data than information; Pay more attention to trading than intelligence. There are not too few enterprise information systems, but too many. The data is scattered and fragmented, so it is difficult to form comprehensive and highly concentrated business intelligence that leaders care about in time. Many enterprises feel confused, confused and disappointed, and think that IT investment is a black hole. Investigate its root cause, the enterprise information construction is blind, the planning is weak, and its position in the enterprise is not high. Moreover, when faced with IT planning, enterprises in China often fall into some misunderstandings, which mainly fall into three categories: Myth 1: Small and medium-sized enterprises, especially small enterprises, do not need IT planning. People who hold this view believe that small and medium-sized enterprises have few personnel, simple business processes and extensive management, and do not need IT planning at all, just a few key systems. However, IT planning should not be divided into big companies and small companies. Not only large companies need IT planning, but also small companies don't need it. If the IT planning of a small company is done well, it is likely to promote the development of the company faster, and the company may also develop into a large company. In fact, the size of the company is not important, the key is to see how much it has invested. There are many new companies in Silicon Valley. Although these companies are small in scale, they have invested heavily in IT technology because of the support of venture capital. Moreover, the planning and construction of these infrastructures will play a positive role in the further development of the company and achieve a higher return on investment. Myth 2: Good network architecture and hardware deployment are equal to IT planning. Traditionally, people always regard "seeing is believing" as an indicator to measure their achievements. A large number of mechanical equipment and network products are in front of everyone, and they are very advanced and have a very good layout. Some people think that any car can run on the expressway with network and equipment, and some software systems can be used casually in the next step. This view is also relatively limited. In fact, the planning of network and hardware is only a part of IT planning, not the most important part. Because the development level of hardware equipment has been ahead of software, it is more important to plan the software system and its architecture within the enterprise. Myth 3: Going to ERP is equivalent to completing IT planning. Many enterprises believe that ERP can solve all IT problems. This deliberately exaggerates the role of ERP and confuses the process of IT business. In fact, enterprise IT strategy has more contents than ERP, not just ERP. Some enterprises with simple business may only need OA (Automation Office) to solve their IT problems, while others only need SCM (Supply Chain Management). This requires a specific analysis of the actual situation of the enterprise and the formulation of its own IT planning for the specific problems of the enterprise. In a word, most enterprises in our country don't know enough about IT planning, and many enterprises are eager to launch information projects, which leads to the failure or stagnation of enterprise information projects or many sequelae. There are many information islands in enterprises, and system integration is extra work that needs to be done, which leads to extra investment. Therefore, IT is necessary to strengthen the training of enterprise personnel, especially enterprise owners and information center personnel, so that they can fully realize the importance and necessity of IT planning. The Necessity and Important Role of Planning According to the normal process, enterprises engaged in information construction need to go through three stages: management consultation, IT planning and information construction. IT planning is an essential job. Enterprise informatization construction has long cycle, large investment and strong uncertainty. Only IT planning can grasp the process of informatization construction as a whole. It can be compared to the foundation of a building, which is the foundation of the building of "enterprise informatization". Without it, the building of enterprise informatization will be built on the beach, and the consequences can be imagined. If an enterprise does not make IT planning, it will have the following adverse consequences: numerous legacy systems, numerous information islands, difficulties in information sharing, and heavy workload of system integration, resulting in high system maintenance costs, low returns, high risk of repeated investment, high frequency of software and hardware upgrades, low return on investment, and stagnant systems that do not adapt to new business, resulting in waste of information construction. May lead to failure. Let's take a look at the results of IT planning at different levels: good planning+good development = excellent system good planning+poor development = good system poor planning+good development = poor system poor planning+poor development = chaotic system unplanned+good development = available but difficult * * * Enjoy system unplanned+poor development = unavailable system From the above conclusions, it can be seen that it is very necessary for enterprises to carry out IT planning, which can objectively solve the above problems, and at the same time, As we all know, "informatization is actually the same as other problems in enterprise management. A scheme that realizes knowledge without many innovations is far better than a scheme with many innovations, but it is too late to implement it after realizing knowledge. " We have participated in the discussion of such a situation case, the topic is "Who is against informatization?" In fact, this topic is very common and can be seen by many enterprises. Even if the top management has made up their minds on informatization, they will still hear all kinds of opposing voices, which may come from the middle level, branches all over the country and channel partners. There are many kinds of objections: (1) Prudence advocates caution because of the high failure rate of informatization construction; (2) Timing theorists believe that informatization should be long-term, but at present, the business development time is tight, the informatization foundation is poor, and the opportunity is not mature; (3) Skeptics believe that informatization can't solve the problems of enterprises, but it wastes people and money; (4) Some people worry that informatization will break the existing management pattern distribution; Worried that other departments are responsible for information work and sing the main theme, which is not conducive to their outstanding performance, and so on. It can be found that these voices are common and reasonable in the initial stage of informatization construction, and most of them are due to insufficient communication, insufficient understanding, unresolved conceptual problems, and ignorance of the guiding ideology, working principles, key success factors and key application fields of informatization construction. Actually, the board can't just hit those opponents. The problems involved in informatization construction are obviously nonlinear, and can even be described as "a mess": whether the strategy is clear, whether the process is straightened out, the sensitivity of the organizational structure, the status quo of the information island, the attitude/quality of the application personnel, the evaluation criteria of technology selection and so on. How to coordinate these aspects is the role that "IT planning" will play. Specifically, according to the IT planning methodology, it is to gradually clarify the general direction of enterprise management promotion and information application, objectively analyze the current position, rationally analyze the gap between now and the future, then formulate strategies, clarify principles, give the route, and then clarify the time sequence relationship and dependency relationship between various information construction projects, and implement the milestones of various information construction projects. At the same time, there is change management from beginning to end, learning the best practices of benchmarking management in the same industry and different industries. The key to this process is a process of constantly collecting opinions, argumentation and discussion. The main theme is: "communication, communication and communication again." "In practice, many enterprises have realized the role of IT planning in solving the above objective and subjective problems. According to a joint survey conducted by the British Bureau of Economic Intelligence, IBM Consulting and Accenture Consulting, 95% of the large companies with annual income exceeding $654.38 billion have carried out IT planning. Among the medium-sized companies with annual income of1~ 65438+99 million dollars, 9 1.3% have carried out IT planning; 76.654.38+0% of the small companies with annual income below $654.38+0 billion have made IT planning. Of course, for domestic enterprises, this ratio needs to be continuously improved. Planning Principles Enterprises should follow certain principles in IT planning: First, enterprise IT planning should be incorporated into its own development strategy and fully integrated with future business development and management development. Only in this way can we truly guide the development of enterprise informatization and ensure the overall development direction of enterprises. Secondly, it planning should focus on scalability, adapt to the rapid development of IT technology, and adapt to the constant changes of enterprise management mode and business model. In today's world, technology is changing with each passing day, and IT technology, enterprise management mode and business are also changing constantly, which will lead to the original IT planning not adapting to the new situation. Therefore, when making IT planning, we should carefully analyze the influence between the enterprise's strategy and IT support, reasonably predict the deviation that environmental changes may bring to the enterprise's strategy, and leave appropriate planning room, and do pragmatic traction from business strategy to information strategy, rather than pursuing big and comprehensive. IT planning should not become a rigid framework of enterprise informatization, and enterprises should be able to constantly adjust IT planning according to the new situation. Thirdly, IT planning should be comprehensive, thorough and reasonable to guide enterprise informatization. Finally, IT planning should be suitable for the scale development of enterprises. Because different enterprise scales may have different requirements in IT planning. Therefore, when planning, we must proceed from the reality of the enterprise, combine the domestic and international situation and the development status of the enterprise, and formulate IT planning suitable for the development of the enterprise.