寫著寫著突然發生搞不太清楚那些vision或goal啊等等到底有什麼差別
於是上網找到了一篇文章在解釋Strategy, Vision, Goal, and Objective
留下來供將來參考
Strategy - "An elaborate and systematic plan of action"
The definition implies there is much more to it than just someone standing up and declaring our Strategy to be "Move to Linux". You can see straight away that just making a declaration isn't exactly elaborate let alone a plan of action; no, you have to back it up with some structure.
OK, let's try another one. What is a Vision?
Vision - "The power of imagination"
It's right out there at the start; you have to imagine what your future world is going to look like, think out of the box, brainstorm, whatever. Think about how you would like your world to be and record it. Visions are the "mission statements" of your Strategy. A Vision could be "Imagine all of our infrastructure was based on Linux"
Keep going now...... What is a Goal?
Goal - "The state of affairs that a plan is intended to achieve and that, when achieved, terminates behaviour intended to achieve it"
Wow, this is getting better now. Where do Goals fit in? Well, we set our Goals to align with our Vision. Staying with our Vision, we decide that possible Goals could be "Train all personel in Linux" or "Find Linux solutions for all our Middleware needs". Set clear Goals within your Vision and record them. Goals are milestones, significant events towards the Vision.
Right, one last one, What is an Objective?
Objective - "A specific point in a plan, a waypoint on our journey"
Objectives are a bit more specific than Goals, they are more near-term, and perhaps tactical. Objectives are specific, require skill, and are characterised in the actual tasks we carry out in pursuit of our goals.
In our grand IT Strategy, we make sure that Objectives are being met in our projects (check in reviews), perhaps even measure how far the Objectives are being met, to what percentage, so that we record progress towards our Goals.
Our IT Strategy should be a cohesive, all-encompassing plan and, because it may run for a very long time, we have to make sure that it's not too rigid. Long-running projects that were orginally Business-Aligned never end up that way. Our Strategy must allow for review so as to allow for changing business patterns and market forces.
So, the IT Strategy is composed of some Visions, each of which have Goals, each of which have Objectives. This structure is good, since Visions are less likely to change than Goals, which are equally less likely to change than our Objectives.
Every time you carry out or take part in a project, ask yourself "Does this align with our Strategy?", and see if anyone offers you documented statements and metrics to back it up.
The definition implies there is much more to it than just someone standing up and declaring our Strategy to be "Move to Linux". You can see straight away that just making a declaration isn't exactly elaborate let alone a plan of action; no, you have to back it up with some structure.
OK, let's try another one. What is a Vision?
Vision - "The power of imagination"
It's right out there at the start; you have to imagine what your future world is going to look like, think out of the box, brainstorm, whatever. Think about how you would like your world to be and record it. Visions are the "mission statements" of your Strategy. A Vision could be "Imagine all of our infrastructure was based on Linux"
Keep going now...... What is a Goal?
Goal - "The state of affairs that a plan is intended to achieve and that, when achieved, terminates behaviour intended to achieve it"
Wow, this is getting better now. Where do Goals fit in? Well, we set our Goals to align with our Vision. Staying with our Vision, we decide that possible Goals could be "Train all personel in Linux" or "Find Linux solutions for all our Middleware needs". Set clear Goals within your Vision and record them. Goals are milestones, significant events towards the Vision.
Right, one last one, What is an Objective?
Objective - "A specific point in a plan, a waypoint on our journey"
Objectives are a bit more specific than Goals, they are more near-term, and perhaps tactical. Objectives are specific, require skill, and are characterised in the actual tasks we carry out in pursuit of our goals.
In our grand IT Strategy, we make sure that Objectives are being met in our projects (check in reviews), perhaps even measure how far the Objectives are being met, to what percentage, so that we record progress towards our Goals.
Our IT Strategy should be a cohesive, all-encompassing plan and, because it may run for a very long time, we have to make sure that it's not too rigid. Long-running projects that were orginally Business-Aligned never end up that way. Our Strategy must allow for review so as to allow for changing business patterns and market forces.
So, the IT Strategy is composed of some Visions, each of which have Goals, each of which have Objectives. This structure is good, since Visions are less likely to change than Goals, which are equally less likely to change than our Objectives.
Every time you carry out or take part in a project, ask yourself "Does this align with our Strategy?", and see if anyone offers you documented statements and metrics to back it up.
原文出處：
0 意見:
張貼留言