Published: 16 June 2023
人工智能（AI）既带来了巨大的机遇，也带来了难以量化的风险。企业架构（EA）和技术创新（TI）领导者可采用四步能力构建法，评估机遇和风险，从更具战略性的角度规划AI项目。
企业机构如果能够明确了解AI用例的优先性，并将其与业务成果相匹配，就更有可能成功实施AI项目。
在AI项目实施方面遇到困难的企业机构往往不了解AI的优势，无法衡量AI的业务价值。
许多企业机构仍处于AI采用的初期阶段，部署都是临时性的。因此，在最好的情况下，AI投资是战术性投资；但在最坏的情况下，AI投资就是冗余，会积累技术债务。
为帮助企业机构成功实施AI项目，企业架构（EA）/技术创新（TI）领导者应：
尽早参与决策流程，帮助业务和EA/TI领导者将AI用例与业务成果相匹配。
利用业务架构技术构建能力模型，有助于对每个AI用例的机会、业务成果、收益和风险进行量化。
利用能力模型，针对AI对项目优先级排序和规划支持的就绪度，对每项业务能力进行评级。
通过将AI能力和工具，与业务能力和目标业务成果挂钩，推荐AI用例。
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