Phases 1-3

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we're going to go more in depth for each of the phases, specifically phases one through three.

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So in this video, we're going to talk about Phase one, Phase two and phase three of the implementation approach.

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Phase one addresses the drivers for change.

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This is where current change drivers should be identified.

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A change driver is an internal or external event or condition that serves as a stimulus for change.

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Such stimuli could be events, trends, performance shortfalls, software implementations and goals,

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etcetera. And those can all be changed drivers.

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Thes change drivers can foster a desire for change among executive management.

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The way in which to get executive buy in is through a business case

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in your business case, include the risk associated with implementation and how that risk will be managed throughout the life cycle.

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Preparing, maintaining and monitoring a business case is important to justify and support and ensure successful outcomes.

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From there, we can move on to phase two of the implementation

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in phase two will be looking at the current state of the enterprise, or where are we now

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in face to We want to align I t related objectives with enterprise strategies and risk

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from there will prioritize important enterprise goals and alignment goals and processes.

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For example, we will determine what I t related objectives exist and how it fits within the enterprises. Risk appetite.

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From there, we'll have a better idea of what enterprise schools, alignment, goals and processes are necessary to stay within the risk appetite.

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Identifying critical governance and management objectives will be done and face to when determining where the enterprise currently is

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Is that in its phases,

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that means we'll have to assess the current capabilities of the organization and where deficiencies exists.

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To do this, you have to know the current state of the enterprise

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face three is when the enterprise assesses where it wants to be.

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Setting the target for improvement will help the organization determine where it wants to be.

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Once that has been determined, a Gap analysis can be conducted toe, identify potential solutions to get the organization to where it wants to go

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from. Their projects should be prioritized.

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Long term projects should be broken down into manageable pieces, and certain projects should be taking precedence over others.

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So, for example, if the company is mainly focused on managing security, then security related projects will take a priority over other projects, like creating a customer oriented service platform.

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How do you think Phase one through three relate to one another and flow into one another?