The primary objective of the Act Y2K Basic Business Workbook is to help your organization prepare in the event of a Y2K disruption. We help your organization prepare for Y2K by using a strategy that includes awareness, leadership, communication, inventory assessment, decision analysis, repair or replace, testing, implementation and contingency.
Awareness: A crucial step in Y2K awareness is creating a strategy to make certain that you and everyone in your organization understands the year 2000 problem. We help your organization achieve awareness by educating you first. We do this by explaining what the Y2K problem is, how it happened, and some of the potential consequences.
Leadership: After giving you and your organization a better understanding of the devastating effects of Y2K, we guide your organization in selecting a leader and creating a special Y2K team. The workbook outlines what qualities to consider when selecting a leader, how to structure your team and the accountabilities of different team members. Thought provoking questions are included in this section to help you effectively identify critical team issues and the resources that they may need.
Communication: The Act Y2K communications strategy is divided into internal and external communications. The internal strategy emphasizes how team members should conduct themselves when gathering critical information from other staff members. The external communication strategy outlines what critical groups to contact and how they could effect your organization if they are not taking Y2K seriously. Sample letters to critical groups and employees are included in this section.
Inventory assessment: In the inventory assessment section of the workbook, we guide your organization through an inventory assessment to identify areas that are likely to experience year 2000 failure or malfunction. We discuss what areas should be addressed first, due to date sensitivity and second, the complications of embedded technologies. The tools included in this section are Internet addresses for year 2000 readiness testing, an inventory list to help your organization identify critical systems, and thought provoking questions to help identify all the critical systems throughout your organization.
Decision analysis: As critical systems throughout your organization are identified as having to be repaired or replaced, managers will be confronted with many decisions. A decision making model is outlined in this section to help prevent managers from becoming overwhelmed when making these non-programmed decisions. The model provides a comprehensive and systematic approach in which each step indicates an essential activity that builds upon the previous steps.
Repair: The repair section of the workbook is designed to help managers become familiar with some of the common techniques available for repairing effected systems within their organization. The workbook describes the risks associated with these common techniques to further reduce the chance of disruption internally and externally.
Replace-The replacement section of the workbook discusses several options available to managers when deciding to replace non-ready systems. Issues such as time, resources, and the effects of interfacing with other organizations are discussed to help you prepare and minimize risk.
Validation testing: It is critical for organizations to test their updated systems prior to implementation. Testing determines if the repaired or replaced applications operate properly when date changes are encountered. The validation section discusses several critical tests that organizations should perform prior to implementation and the risks involved in conducting these tests. Also included in this section is an extensive list of other possible testing criteria.
Implementation: The implementation stage involves software integration, data conversion and ultimate compliance of both operational and procedural links. This section points out eight areas that management should consider when implementing an updated system and the risks associated with information trading partners.
Contingency: Creating a contingency plan is perhaps the most important aspect of dealing with a Y2K disruption. This section discusses how to plan and protect your organization if systems fail. A list of critical issues are included to help you create a comprehensive contingency plan.
Other organizational issues: As the year 2000 approaches, organizations will need additional human resources to achieve readiness. This section of the workbook helps your organization devise a plan that includes creating a work schedule, identifying additional staffing needs, conducting a position analysis, writing a job description, where to recruit, and how to conduct an effective interview.
We have also included a year 2000 glossary that defines over 95 critical terms that may or may not be in your common dictionary. This is included to educate and help you effectively communicate your Y2K objectives internally and externally.
