Customer:
DABCC.COM

Executor:
Douglas Brown, Owner

Project:
Deploying Citrix® MetaFrame® Access Suite

The Proof of Concept phase of the project is designed to determine the feasibility of the proposed MetaFrame Access Suite deployment to achieve the project vision. During the proof of concept process, a prototype of the MetaFrame Access Suite environment was created along with all the necessary applications, printers, etc. Applications have been thoroughly tested to ensure their functionality in the MetaFrame XP/Terminal Server terminal environment. For each item, the results were documented and the necessary adjustments were made. This document is the final report of the proof of concept procedures.

This document is divided into the following sections:

• Environment Specification
• Procedure for creating an environment
• Tests
• Test adjustments
• Conclusion

1. Environment specification

1.2. Hardware

1.3. Operating system environment

1.4. Login scripts

Logon_admins.cmd

1.5. Printing environment

1.6. Client Environment

2. Environment creation procedure

The Citrix MetaFrame Access Suite server and all other servers used during the proof of concept phase were configured according to D&D Consulting methodology, including security and server optimization. This is done in the event that, if the proof of concept is successful, the server environment will be the basis for production deployment of MetaFrame Access Suite in a production environment.

For details regarding the design of MetaFrame XP, MetaFrame Secure Access Manager, Web Interface, or Secure Gateway, see the documentation offered by D&D Consulting.

Below is a basic list of steps to create a MetaFrame XP server:

• Installing the server operating system, latest service pack and hotfixes
• Installing required services and removing unnecessary services
• Configuring network and domain server identification
• Changing the SNMP service so that the “public” community has “read and write” rights
• Configuring all server network adapters to 100 Mbps and Full Duplex
• Setting up local security on the Citrix server
• Activating the Terminal Services Licensing Server and TS CALs
• Installation of the latest Feature Release on Citrix MetaFrame XP and the latest service pack
• Setting up Citrix licensing on the server
• Install Citrix Installation Manager (if required)
• Install Citrix Resource Manager (if required)
• Setting up on the SpeedScreen server
• Setting up connections
• Setting up ICA Client Update Configuration
• Setting up on the optimization server
• Isolating the server using NTFS access rights and system policies
• Setting up printing on the server
• Installing and configuring applications
• Customizing SpeedScreen for Individual Applications
• Publishing applications
• Creating a Rescue Disk
• Installation of other components (MetaFrame Conferencing Manager, Web Interface, Secure Gateway, etc.)
• Checking the server and applications

2.2. Application installation procedure
Write detailed installation instructions for each application that will be tested during the proof of concept phase.

3.0. Tests

4.0 Test adjustments

5.0 Conclusion

After analyzing the test results and necessary adjustments, D&D Consulting and DABCC.COM determined that there were sufficient grounds to continue with the originally planned project.

Shaping the vision

Prototyping

Prototyping is a key requirements elicitation strategy in most modern methodologies (see Lecture 10 for more details). The software prototype is a “mirror” in which one can see a reflection of how the Contractor understood the Customer’s requirements. The process of identifying requirements through prototyping is more intense the more distorted the mirror is. The documentary method of identifying requirements is always inferior to live communication. Analyzing what is done in the form of user interfaces gives even greater effect. The right hemisphere channel of perception is activated, which, as is known, works an order of magnitude more efficiently for most people than the verbal one.

The RAD method is one of the most famous ways to quickly create prototypes 1) .

RAD is based on the following basic principles:

• Evolutionary prototyping;
• CASE tools as the main tool, including the capabilities of forward and reverse engineering and automatic code generation;
• Highly qualified specialists with good command of advanced tools;
• Interactive JAD method, which combines communication with online development;
• Strict time frames are an antidote to project “boundary creep”: if the team does not meet the deadline, the functionality is narrowed.

Work to establish the product vision and project boundaries usually begins at the earliest phase of the project, before large-scale consultations to identify detailed requirements, although in general the presence and sequence of these steps depends on the chosen methodology. In practice, these works are often combined. The requirements extraction rules discussed in Lecture 6 can also be used when creating a vision.

Analyzing the literature on the topic under consideration, we can identify the following widely used keywords: on the one hand - concept, vision, image, on the other - framework, boundaries, context.

In the first case, we are talking about a vision of what the system should be. High-level requirements (capabilities, properties) of the product and the most significant limitations are discussed. A number of authors, on the contrary, insist that the vision should be “unlimited by anything.”

The concept of vision is widely used in business analysis. If the company’s top management has an idea of ​​what key goals, market segments, product positions, and profits should be achieved, say, in 5 years, then the company has a long-term vision of itself in the market. The method of removing restrictions when developing a vision allows you to develop a new view of things, “rise above the situation,” plan for the future, starting not from current resources and limitations, but from strategic goals, using innovation, know-how, etc.

This experience of forming a vision is largely transferable to the process of developing information systems: you need to “see” in the medium- and (or) long-term planning horizon how AIS will fit into the organizational processes of the enterprise, what key benefits it will provide, what problems it will resolve. When searching for new methods and means of enterprise management based on information technology, it is often necessary to “reshape” existing business processes; in essence, the implementation of AIS, which affects a significant percentage of the enterprise’s processes, inevitably leads to the restructuring of these processes in order to optimize the enterprise’s activities, achieve key efficiency factors, etc.

In the second case (framework, boundaries, context), issues such as the boundary of the system and the environment, the required resources to create the system, and timing are discussed. Having built an “unlimited vision,” sooner or later you have to return to such prosaic things as the budget, scheduling, personnel selection, and project milestones.

Is it always necessary to create a Concept document? Should vision and boundaries be separated?

Often the Customer realizes the need for automation as a way to solve accumulated problems. Having formulated a problem for himself, the Customer often sees a solution to it, with which he comes to the Contractor (“I need a website”, “I need a CRM system”, etc.). A qualified Contractor should not rush headlong to solve the problem as formulated by the Customer. According to the figurative expression of G. Kalyanov 1) automating processes “as is” is like paving the paths for cows to walk on.

There is an important metaphor in RUP notation: “Seeing the problem behind the problem.” The concept serves precisely to help the Customer identify exactly those system requirements that will help him optimize the operation of his enterprise in the long term.

Therefore, the stage of concept formation is important, but it places quite high demands on both the Customer and the Contractor: The Customer must allocate resources and be prepared for labor costs for a joint search for solutions; The contractor must have sufficient qualifications both in the field of IT and in the field of enterprise management so that the automation tool being developed is truly beneficial. All of the above does not in any way exclude the possibility of working without a concept: either we are talking about a small project, in the budget of which the concept development stage is simply unprofitable, or the Customer himself has sufficient qualifications to formulate the requirements for AIS, having a “concept in his head” and time for consultation Developer.

Some arguments for sharing vision and boundaries have been given above. In particular, the MSF process proposes to draw a clear boundary between these concepts. Ultimately, the question of “to separate or not to separate” is determined by the chosen methodology.

Let's consider the basic requirements for developing the concept laid down in domestic GOST, RUP and MSF methodologies.

Those who studied management at university, and even those who read books on this subject, know such concepts as “mission” and “vision”.

Ultrasmart words

To formulate a “mission” and “vision”, some companies hire consultants who walk around the organization with a smart look, survey employees and “crystallize” from their collective opinion something that then turns into what these two ultra-intelligent people probably mean words. Why ultra-intelligent? Yes, because not a single businessman out of several thousand who took part in my seminars (and among them were very educated and very influential, believe me), gave me a correct and precise definition of these concepts.

Some aspiring businessmen who had just graduated from a university or something like that rattled off the definition from a textbook, but when tested, demonstrated a complete lack of understanding of how to apply these concepts in practice. With all this, what stands behind these two words, their anatomy and idea, is the highest level of activity planning. People accepted this with the help of books, agreed, but, unfortunately, in the overwhelming majority of cases, this is where the process stopped.

I'm not saying that no one has a "mission" or "vision". Eat. But, Firstly, in units. A Secondly, half of them are formulated for show, and do not fulfill their purpose. They are not fulfilling their “mission”. So don’t think that everything around d’Artagnan is just wrong with you. You are not alone. And the reasons for this are extremely compelling. Here I recommend watching the video section "" to the website

Purpose and mission of the company

Real understanding of your real purpose is not just PR for you. (Some cynical consultants argue that “mission” and “vision” are just statements used solely for PR purposes in order to lure the public. Like this kind of manipulation: we will tell you a couple of magic words that will make you drool, and you will come with us like zombies. Fortunately, it doesn’t work like that). Misunderstanding of this topic is also expressed in dictionaries, so you don’t have to rummage through a search engine - I’ve already rummaged. The definitions are twenty percent accurate each; I give them as an example and not as the correct answer.

Like this kind of manipulation: we’ll tell you a couple of magic words that will make you drool, and you’ll come with us like a zombie

Modern economic dictionary:mission of the organization(Latin missio - parcel, order) - economic purpose, vocation, purpose of existence of an organization.

Dictionary of Economics and Finance: mission of the organization- the philosophy and purpose of the organization, the meaning of its existence in the market, the difference between the organization and other organizations. An organization's philosophy defines its culture and social values. The purpose of the organization is characterized by the goals and objectives for the implementation of which the organization carries out its activities. Usually the mission proclaims: - social obligations and civic responsibility to society;

Principles of attitude towards various public groups, the environment, etc.

Closest to the truth Wikipedia, there is a correct definition (well, finally), but an incorrect explanation (technically inaccurate, making the implementation of the definition possible only for those who understand how to do it in practice. A person who is trying to understand the issue for the first time, trying to use this definition letter by letter, will experience insurmountable difficulties means it is inaccurate).

Wikipedia:

Mission- one of the fundamental concepts of strategic management. Different scientists have given different formulations of the mission, but in general two approaches to understanding the mission can be distinguished. In a broad sense mission is the philosophy and purpose, the meaning of existence of the organization.

Strategic management of the company

Mission- the philosophy of the organization defines the values ​​and principles according to which the organization intends to carry out its activities. Purpose defines the activities that an organization intends to carry out and what goals it intends to achieve. The philosophy of the organization is determined at the stage of formation of the organization and rarely changes, while the purpose can change in the process of changes in both the internal and external environment of the organization. In a narrow sense mission is the definition of what or for what reason an organization exists, i.e. the mission should reveal the meaning of the organization’s existence, which reveals the difference between this organization and similar ones.

Usually the mission is formulated in two versions. The short version of the mission is 1-2 short sentences - a brand slogan of the organization, aimed primarily at creating the image of the organization in society. The second - extended version of the mission is most often formulated for internal use and should detail all the necessary aspects of the mission, including:

1. the purpose of the organization's functioning,
2. area of ​​activity of the organization,
3. philosophy of the organization,
4. methods for achieving goals,
5. methods of interaction between the organization and society (social policy of the organization).

A correctly defined mission, although it always has a general philosophical meaning, nevertheless, necessarily carries something that makes it unique in its kind, characterizing exactly the organization in which it was developed.

End of quote.

What's wrong with this is the overcomplication of the concept. The definition itself is surprisingly accurate. But if you try to figure it out in dictionaries, what does it mean? organizational philosophy , but you won’t find the exact concept and will get confused. A methods can be so extensive that they will include all regulations and codes, which will clearly go beyond the scope of the mission, and will affect the next, separate (and very extensive) level of planning -

In general, the definition given in Wikipedia is working, it just needs to be thrown out of it philosophy and any mention of it, and methods. If you go no further than the Wikipedia definition of purpose, then you will formulate what can really be called a mission. Do you see how much confusion there is? And “mission” is still a simple word. There are more problems with “vision”. And that's why.

Right Vision

"Vision"- incorrect translation of the word vision. The translation of this word is not “vision”, but “dream”. This is how it is most often used in English. This is a synonym for the word dream. So " vision“is simply the goal of the organization in the form that its founder (goal setter) dreams of. In the “mission” there is a goal, in the “vision” there is a goal - how to figure it out? These goals are global.

Personally, I was helped to understand this issue by the texts of L. Ron Hubbard, written on the topic of goals about thirty to forty years before the topic of “mission and vision” generally became fashionable in management. Hubbard does not use the words "mission" and "vision", he uses the terms "goal" and "purpose", which in Russian translations of his works are designated as "goal" and "design". Since these are tools used at the same level of planning, and the definitions are very similar, then most likely we are talking about the same phenomenon.

According to Hubbard « target» - this is a large-scale object of aspiration, something that needs to be achieved in the strategic sense of the word. For example, “conquer Everest.” This concept is most likely equivalent to the word "vision". A goal has a specific moment of its implementation and a criterion such as feasibility. In essence, this is a global goal that can be achieved, after which a new global goal will need to be set. « Concept» - this is a “smaller goal that specifies actions”, as well as “intention” and “purpose”. Very similar to a “mission” as formulated on Wikipedia.

PR can use both. But such values ​​are not formulated for PR purposes - this would be a cynical deception, an attempt at manipulation, which, due to their falsity, will still not lead to anything good. “Our goal is communism!” was written on the roof of my parents' house in Samara in huge luminous letters. Today, most people know for certain the true goals of the rulers of those years. The communists used "mission" and "vision" for PR purposes, and nothing more. Unfortunately, their society died out. The same fate will befall any organization that lies to its employees and the public. The smaller the size of the organization, the faster extinction will occur.

The same fate will befall any organization that lies to its employees and the public.

I don’t care about acceptability, about the formulations accepted in society. What do you really want? If you are frank, completely honest with yourself and with people, you will get three effects. First: You will not have to change your “mission” and “vision” unless your worldview changes (other factors will not play a role). Second: you will be surprised to find that real like-minded people are joining you, and not “passengers”. AND third: The real goal will be realized. This is magic.

There is such a serious catch in all this that many will be shocked before they even begin. Two points become clear. Firstly, people really do not know their own goals and cannot formulate them. And these are not toys, but a very painful condition, which a strong person strives to get rid of, but cannot. Secondly, the true goals that drive a person are often buried under a pile of rubbish, such as “buy a new jeep,” so you can’t figure it out without outside help. Well, there always remain those 2.5% of people whose real goals are destructive. But such people are a minority, and the world moves forward not because of them, but in spite of them.

A difficult subject, isn't it? However, no. This is just an appearance. And those who understand it experience such enormous relief that their business often automatically increases significantly. First, order in the head, then in business - and off we go.

Someone will figure it out on their own. I take my hat off to him.

Vadim Malchikov,

founder of the Central Training Company

Every leader periodically has the need to stop and look around, rethink what is happening, analyze the results of activities, and plan for the future.

As a rule, this happens when the company's goals or management methods used previously become irrelevant in the new environment. There is a need to make changes.

Many people think that changes need to start by defining the desired future. But, moving along this path, you can only “draw” a beautiful dream, and not realistic goals. Goals developed in isolation from reality are like castles built on sand.

“Vision without action is a dream. Action without vision is a nightmare."

Japanese proverb

ORGANIZATIONAL DIAGNOSTICS

In order to formulate ambitious but realistic long-term goals and a plan for achieving them, it is first necessary to assess the “health” of the organization.

A comprehensive analysis of all the problems facing the organization and the opportunities for improvement is critical to the long-term success of senior management's efforts to develop the company.

The data collected during the diagnostic process makes it possible to identify those aspects of the company's work that require improvement, and also allows you to develop an action plan that eliminates not only the symptoms, but also the underlying causes of the identified problems.

DEVELOPING MISSION AND VISION

The mission explains the main purpose of the enterprise's existence. A vision also defines the purpose of the organization, but focuses on objectives and aspirations. It is designed to inspire. The vision is timeless: even if an organization changes its strategy, the vision should remain the same.

Mission is a business concept that reflects the purpose of a business, its main goal. In contrast to the vision, the mission characterizes only the “present” of the organization: the type, scale of activity, differences from competitors, leaving the prospects for business development without attention. The mission details the status of the enterprise and provides guidance for the development of goals and strategies at various organizational levels.

The mission is what the company exists for, and the vision is the future image of the company. Without defining the direction of business development, it is impossible to explain the essence of the activity.

The mission explains the essence of the activity, the specifics of the business and the path of development of the company - everything that distinguishes this company from others in this industry.

Sometimes companies mistakenly define their mission as making a profit. However, profit is the goal and result of the company's activities. The fact that a company seeks to make a profit says nothing about where and how profits are generated. If a company declares its goal to be profitable, it still needs to explain how it achieves this goal. This explanation is the company's mission.

As a rule, people formulate a mission and vision at the stage of creating an organization. However, this does not prevent you from creating a separate mission for each project, department or initiative.

Mission formulation helps to solve the following management problems:

• First, the mission forces managers to systematically engage in a comprehensive analysis of the strengths and weaknesses of the organization and its competitors, opportunities and threats, which increases the validity of the strategic decisions made.
• Secondly, in the case of large companies, the mission contributes to the integration of local organizational units into one whole, motivation of staff and more effective interaction between managers and subordinates at various levels.
• Thirdly, a good mission helps to project a rational and positive image of the company onto business partners, shareholders, investors, on whom the fate of the enterprise depends in various forms and degrees.

The mission statement contains a description of three elements:

1. Buyer needs, i.e. something that needs to be satisfied.
2. Buyer groups, i.e. who will be the target of the service.
3. Actions, technology and knowledge, i.e. How a company creates and delivers customer value and meets the needs of its customers.

Mission examples:

• Bristol-Myers Squibb Company (Pharmaceuticals) – “Discover, develop and deliver innovative medicines that help patients overcome serious diseases.”
• ConocoPhillips (Gas/Power) – “Our mission is to advance all civilization.”
• Nike (Sporting Goods) – “Bringing inspiration and innovation to every athlete in the world.”
• Dow Chemical Company (chemicals) – “Innovate at the intersection of chemistry, biology and physics.”

How to formulate a mission?

Step 1: Find an idea that will lead you to victory.

First, define your winning strategy and unique selling proposition. Generally speaking, this is an approach to work that sets your company apart from competitors, the reason why clients will come to you.

Step 2: Clarify the goal.

Next, you need to make a list of tasks that need to be completed to achieve your goal. For example, if your winning strategy is to create innovative products in a specific industry, define a set of steps to implement it. If your idea is to provide a high level of customer service, then identify key indicators of customer satisfaction. You should not look at specific numbers; it is important to have a general idea of ​​the criteria for success.

Next, consolidate winning ideas and solutions into a common but measurable goal. Write a brief mission statement that expresses your ideas, objectives, and desired outcome. Make sure it is short, simple, clear, and free of jargon; the language should be inspiring and avoid getting carried away with complex language.

Organization Vision is a figurative representation of the meaning of the activities and prospects (future) of the organization. It explains and demonstrates to all employees and the public what the organization is, what it should become and what it strives for.

Setting a vision is one of the tasks of top management. Vision horizon, i.e. The period of remoteness in time of the formed image of the enterprise can be different, from several months to several years.

The vision refers only to the future: it loses its relevance when the desired state of the organization is achieved and must be formulated again.

The vision statement should be concise, dynamic, easy to understand (often a slogan), and meet the following requirements: inspire, be as simple as a memory or image, be credible, and provide guidelines that can serve as a basis for developing strategy.

The formation of a strategic vision begins with the creation of its three main components:

• The mission of the company, which determines the position and business of the company at the moment.
• A long-term course developed based on the mission and defining the strategic path of the company.
• Clearly articulating the strategic vision to gain broad support from all employees in the company.

Examples of vision:

• Amazon (online retail) – “Our mission is to be the most customer-centric company on Earth. We're where people find and discover everything they want to buy online...at the lowest prices."
• Amnesty International (non-profit organization) – “Our mission is to build a world in which every person – regardless of age, religion, ethnicity, sexual orientation or gender identity – enjoys all the human rights contained in the Universal Declaration of Human Rights and other internationally recognized human rights standards."
• IKEA (retail) – “Improving the daily lives of many people.”

How to formulate a vision?

Step 1: Find value for people.

You need to unlock real value for people. For example, how will your organization improve people's lives? How can you improve the whole world?

Step 2: Consider the benefits.

Then, consider these desires in terms of the benefits that can be derived from satisfying them.

Examples of values: excellence, integrity, teamwork, originality, equality, honesty, freedom, service and strength.

Step 3: Combine mission and value.

Combine all received thoughts into one competent formulation. This may take a lot of time, but it is necessary to carefully refine the proposal, because it is a matter of getting customers, and therefore profit.

SETTING ORGANIZATIONAL GOALS

Goals- the end result, the desired result that any organization strives to achieve. Goals must be realistically achievable and answer the questions: what do we want to achieve? Who will do it? When will we get the result? Why do we need this?

Setting goals transfers the theoretical part - the development of a strategic vision and direction for the company's development - into the plane of practical application.

The guidelines for the company's activities are only goals that are defined in quantitative or measurable terms and contain specific values ​​that need to be achieved.

Long-term goals determine the strategic intention of the enterprise to occupy a certain place in the business. Defining overall long-term goals is required for each key result that managers consider important to achieving success and creating appropriate competitive advantages for the organization.

Seven key spaces within which an organization defines long-term goals:

1. Market position. Market goals may be to gain leadership in a certain market segment or increase the organization’s market share to a certain size.
2. Innovation. Targets in this area are associated with identifying new ways of doing business: developing new markets, using new technologies or methods of organizing production.
3. Marketing. The main results of activity in this area may be reaching first place in the sale of a certain product, creating a certain image for the product, and improving customer service.
4. Production. The priority goals in this case are to achieve the highest labor productivity, improve product quality, and reduce production costs compared to main competitors.
5. Finance. The general goal is to preserve and maintain at the required level all types of financial resources and their rational use.
6. Personnel Management. Goals regarding personnel may be related to maintaining jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation.
7. Management. A key goal in this area is to identify critical areas of management influence.

The goals of the organization must have a number of characteristics, which are sometimes called criteria for the quality of the goals set.

Main characteristics (criteria) of the goal:

• Specific and measurable. By expressing goals in clear, measurable terms, management creates a basis for making decisions and evaluating progress.
• Planning horizon. There are long-term (planning horizon of more than 5 years), medium-term (planning period from 1 to 5 years) and short-term (usually within a year) goals. The narrower the planning horizon, the more specifically the goal should be expressed.
• Reachability. Goals are set so that they do not exceed the capabilities of the enterprise. Setting unattainable goals blocks employees' desire for success and reduces work motivation.
• Consistency. Actions and decisions necessary to achieve one goal should not interfere with the achievement of others.

Insufficient attention to the process of setting goals or, conversely, putting forward unattainable goals causes damage to the organization.

Achieving strategic goals is necessary to strengthen the company's competitiveness and market position in the long term.

In conclusion, we note that to formulate the mission, vision and goals of the company, use a collaborative format, in which all decisions are developed with the active participation, full understanding and support of key managers who will implement these decisions, which will allow the required changes to be made faster and more efficiently.

Contact the Sales Academy and we will hold a strategic session for you, where together with you we will formulate a mission and vision, and develop an effective strategy for your company.

Follow our publications and stay updated on current issues.

It involves identifying those key qualitative and quantitative indicators that the project will achieve in the future. Strategic vision allows you to seek and find answers to the question “What will change when the project is completed?” In addition, the vision helps subjects of the external environment (partners, contractors, etc.) assess the intentions of the project organization regarding its further actions and behavior in the business environment, as well as predict the prospects for the development of relationships and formulate requirements for responsibility for decisions made.
It is recommended to develop the mission, vision and strategic goals of the project based on a SWOT analysis:
Strong - strength (advantages that provide additional opportunities and competitive attractiveness to the project);
Weak - weakness (the absence of something important for the functioning of the project, something that fails in comparison with others or puts it in unfavorable conditions);
Opportunity - opportunities (favorable conditions that give a chance to do something new: create a new product, service, introduce new technology, etc.);
Trouble - threats (something that can cause damage or deprive significant benefits: risks, force majeure, etc.)
Example 2. The mission of Herzen University in the strategic development program for 2006-2010.
“The mission of Herzen University in modern conditions, reflecting the basic values ​​of the new meaning of university education characteristic of the beginning of the third millennium and the best traditions of domestic education, orients the Herzen University team towards building a university as a space of human self-determination in all the diversity of its manifestations in modern cultural practice.”

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