Apple Telecom Uživatelský manuál stáhnout pdf (Strana 28)

26 | Study

Indirect cost savings are more difficult to evaluate, e.g. higher call center

efficiency is difficult to quantify in advance. To avoid defining target values

that turn out to be too ambitious, it is helpful to cooperate with the vendors

and use their contacts with other companies. Operators can estimate realis-

tic savings in open benchmarking and in discussions with competitors that

have introduced comparable systems.

Evaluating the revenue contribution to the business case is much more

difficult. On one hand, additional revenues are a major driver to the case,

on the other, predicting exact numbers for future revenues is difficult. We

therefore recommend assuming very conservative revenues. Sometimes it

even makes sense to evaluate revenue effects but not to integrate them into

the business case. Such effects include reduced times for resolving business

issues or faster responses to changes in the market.

The business case must include old and new IT operations in parallel for

a period of one to two years, as there may be issues in the ramp-up phase.

Parallel operations enable the transition to proceed smoothly.

In large IT projects, it is essential to get your priorities right. This is why

the executive board should be permanently involved. What's more, tight

cost control is required to meet the business case targets. All the players

and stakeholders involved should align their interests in regular meetings.

To keep all involved highly motivated, everybody should be made aware

of milestones reached. Initial campaign successes based on the new system

should be celebrated together.

1 2 ... 23 24 25 26 27 28 29 30 31 32

Žádné komentáře

Apple Telecom Uživatelský manuál Strana 28