Completing a strong set of aligned RFID drivers, strategies, and enablers is an iterative process. Here are the steps you need to work through in order to get this task done:
Gather information about drivers, strategies, and enablers by reviewing strategic business plans and/or interviewing senior management.
For key management interviews, be sure to prepare an interview guide with introductory material. In Part VI, you can find good introductory information about equipment vendors, general information on RFID, and RFID standards and protocols. In addition, an effective interview guide includes questions that elicit driver and strategy input and questions that help determine overall project expectations.
Identify drivers based on your information.
You can likely isolate four to six external forces that drive your RFID implementation. Drivers vary by industry, but most involve compliance, product safety or integrity, and, of course, your customer.
Identify three to eight strategies for each driver.
Some strategies are likely in place already. Your team can discover and compile those strategies through interviews with core team members and other stakeholders and then link the strategies to drivers.
Strategies start with action words or verbs. This will probably be the first time all your RFID-related strategies are articulated. One of the overarching strategies is how much of an industry leader your company wants to be. This impacts the road map that you develop
in Step 8, as well as how costs are incurred over time (Step 6). For more about formulating an RFID strategy from a business perspective, see Chapter 16.
Identify the enablers that you need to have or employ for RFID
Similar strategies usually have similar enablers, and you'll likely find a
core of about a dozen enablers in your analysis. The statement of your
enablers will include nouns such as collaboration, infrastructure, applications,
and so on.
Agree on a set of RFID drivers, strategies, and enablers.Table 15-1 shows an example of strategies and enablers that are aligned with
a driver. Notice how the alignment moves from left to right. The enablers in the table represent some of the core enablers, so you can likely find a few you'll want to include in your own business case. Note how each strategy aligns to the driver, and in parentheses, how each enabler aligns with the strategies.
Step 4. Identify and assess business processes and interfaces
In this step, you develop a high-level model of your company's business processes, which will help you determine how RFID will impact those processes and the associated IS applications.
Although I explain how you complete this step in more detail in Chapter 3,
the following steps give you an overview of how to create this model:
Referring to your list of in-scope business processes (refer to the earlier section, "Step 2. Determine scope and assumptions"), construct a high-level, as-is description of those processes.
For example, distribution, sales, marketing.
Map the RFID touch points (this is at the business process level, where RFID will have an impact) within the processes.
Identify the applications associated with the touch points.
Think high-level here. Make sure you don't go beyond an initial tentative list of applications.
This step in the business case process is key because it sets the stage for one of the top cost buckets for your business case: the cost of application integration. When you examine the applications associated with the touch points in detail in Step 7, you determine what that cost will be..
David Patterson, known for his pioneering research that led to RAID, clusters and more, is part of a team at UC Berkeley that recently made its RISC-V processor architecture an open source hardware offering. We talk with Patterson and one of his colleagues behind the effort about the opportunities they see, what new kinds of designs they hope to enable and what it means for today’s commercial processor giants such as Intel, ARM and Imagination Technologies.