【正文】 projects required to support the implementation of the strategic plan will have been specified. Prioritize projects: The strategic plan provides only broad guidance on the priorities of the projects. Now that the projects are specified, their priorities must be confirmed. Criteria to consider include: ? strategic impact of the project in supporting the business strategy。 and ? resource requirements — for example, funding may constrain the concurrent implementation of major projects. At the end of this step all the projects in the tactical plan will have been prioritized. Develop the tactical plan: In this step, each project is scheduled for implementation based on its priority, the resources required, the resources available and the implementation timeframe. The implementation plan should: ? schedule all projects, specifying who does what and when。 ? assigning accountabilities for the implementation of specific projects within the plan — for example, a project sponsor and project manager。 ? provide the underlying assumptions and constraints。 ? business imperatives — for example, the launch date of a new product or changes to regulatory requirements or meeting petitive or customer needs。 ? establishing interdependencies between projects。 and ? identifying anizational processes and policies needed to support the acquisition, development, implementation, operation and maintenance of the information systems and the various ways that these needs may be met — for example, defining new policies, reengineering business processes, recruitment of additional personnel。 and ? developing a realistic vision and supporting goals for the plan which recognize both the critical success factors and areas of emphasis. At the end of this step a vision, in terms of information technology matching anizational objectives, will have been established. Conduct option analysis: This step is critical to the formulation of an effective plan. Alternatives must be analyzed for meeting the information needs of the anization. The alternatives must cover information, applications, technology infrastructure, munications and anizational resources that are required. Also, the alternatives must recognize mutual dependencies. For example, if the decision is to acquire package solutions, then the information and technology infrastructure needs are, to a large extent, driven by the package selected. Alternatively, if the decision is to adopt a particular technology infrastructure standard, then the information, application, and the business process needs are driven by the most appropriate solution available for the standard selected. Key activities include: ? developing alternate models for assessing and delivering the data and information requirements of the anization — what, why, when, and where information is required。 business and information technology assumptions。 and ? preparing a list of major issues that need to be addressed in the formulation of the strategies — for example, capital constraints。 ? listing technology infrastructure — processors, peripheral and storage devices, munications and work equipment, terminals and personal puters — and associated operating system software, protocols and munications software. The nature, use, age, cost, residual life and limitation of each group should also be identified。 ? determining the broad applications areas that are required to support the information needs。 and ? formalizing the reporting mechanism for the project team. Generally, the team reports to a steering mittee which is headed by the Chief Executive Officer, Chief Information Officer, or another senior business executive and prises key business un