First, give conclusions that can be used for decision-making
Pilots are not usually of value as a single model, and may come from weak scene values, unclear tasks, inadequate data, non-use by users, disconnection of systems or unoperated. All pilot ratings are used with the same calibre, with separate decisions on cessation, patching, production or roll-out, and fixed quarterly resets.
What conditions need to be identified before judgement is made?
The same question may have different answers under different business, data and project phases. It is suggested that the following conditions be checked and that the common findings on the web be incorporated into their own projects.
Suggested order of advance
First, we'll be clear about the target and the border.
Create a scenery bill and distinguish between trial, PoC, production and state of cessation.
Validation Key Dependence
Retroactivity, quality, cost, manual intervention and operational results.
Development of assessable outcomes
Merge duplicate capacity and suspend projects that have been without long-term decision-making conditions.
Make sure you decide the next step with the real results.
Completing and operating and replicating effective scenes.
How do you understand it in the actual business?
Four departments procure knowledge question and answer tools, while maintaining four sets of documents and model accounts. After inventorying, two low-utilization projects can be discontinued and the passenger service and sales scenes moved into a unified knowledge, authority and measurement mechanism, both reducing the cost of duplication and continuing comparison.
The easiest pit to step on.
Keep all the pilots to look innovative.
Just the number of presentations or calls, not the results of the business
Repetition of knowledge, models and competencies in each sector
How should we end up receiving and confirming?
The governance results should include a scenario account, status, responsible person, value assumptions, indicators, costs and the next decision point.
When preparing to communicate with suppliers or internal teams, it is recommended that current processes, representative samples, existing systems, planning time and budget levels be brought. First, the unknown items are clearly marked, and then the decision is made to use diagnostics, PoC, fixed-range projects or ongoing research and development, which is usually more reliable than a direct demand for a price and duration without borders.