Published: 01 April 2024
作業明細書は、発注者と受注者の役割分担と責任、受注者の成果物や作業内容を定義する。CIOは、ビジネス・アプリケーション導入の品質を担保するよう、SOW作成に当たり4つの重要な領域に取り組む必要がある。
ERPや製品ライフサイクル管理 (PLM) などの主要なビジネス・アプリケーションを自ら導入し実行できるエンドユーザーは限られる。そのため、テクノロジ・サービス・プロバイダー (TSP) から導入支援を受けることが大半である。
多くの場合、作業明細書 (SOW) は、エンドユーザーでなくTSPが定義する。また、多くのエンドユーザーは、プロジェクト初期の予算を確保するために初期導入コストの見積もりを削減する。加えて、不十分なSOWはその後のプロジェクトの成功に影を落とす。
新しいシステムを十分に理解してプロジェクトを開始することは現実的ではない。そのため、データ連携、ユーザー受け入れテスト、トレーニングには、当初の想定より多くのサポートが必要になる。
プロジェクトの初期に定義したスケジュールの遵守にとらわれ過ぎる結果、テスト期間を短縮し、プロジェクト品質を低下させる。
ビジネス・アプリケーション導入 (ERPなど) でSOWを定義するCIOは、以下を行う。
実行責任者、説明責任者、サポート、協業先、報告先 (RASCI) マトリクスなどを活用してRASCIを明確に定義し、社内外関係者と確実に合意する。
データの移行やクレンジングに十分工数を割き、データ品質を最大限に高める。
TSPが提供する標準的なユーザー教育だけでなく、スキル定義や教育計画の実行を通じた人材育成を重視する。
業務要件の充足度を点検するために、十分なテスト期間を確保する。納期や本番稼動日の遵守を重視し過ぎない。
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