# IL 302 — Enterprise AI Transformation Roadmap：行為錨點 / Behavior Anchors

> IL 302 目前沒有已核准的正式評分權重（不同於 IL 101／201／301 已有的既有評分面向與權重）。本文件
> 只針對課程三個模組（投資與價值、營運與組織、擴散與落地）補充「怎麼判斷合格」的行為錨點，不建立、
> 不假設任何新的權重或計分公式；正式權重需由課程負責人另行核准。/ IL 302 does not yet have an
> approved formal scoring-weight set (unlike IL 101/201/301, which already have one). This document
> only adds behavior anchors for how to judge the three module areas (investment and value, operating
> model and organization, scale-out and landing); it does not invent or assume any new weight or
> scoring formula. Formal weights require separate approval from the course owner.

## 中文

| 評分面向 | 不合格 | 合格 |
|---|---|---|
| 投資組合決策 | 只憑印象或政治壓力保留專案，沒有價值證據、持續成本或機會成本的具體比較 | 每個保留／停止／重新設計建議都附有價值證據、持續成本與機會成本的具體比較 |
| 容量釋放 vs. 現金效益 | 把估計釋放工時直接乘上時薪，當成已實現的現金效益寫進報告 | 分開陳述容量釋放與現金效益，誠實標示容量的實際去向與未確認項目 |
| 系統與資料所有權 | 所有權欄位只填部門名稱，沒有具體角色，也沒有交接程序 | 所有權指定到具體角色或職位，並附有角色異動時的交接程序 |
| RACI 決策責任 | 同一活動的 Accountable 欄位有兩個以上角色，或完全留白 | 每項活動的 Accountable 恰好一人，且與所有權表沒有矛盾 |
| 部門差異分析 | 只複製原部門的核准與假設，沒有針對新部門重新比較六個面向 | 逐項比較資料品質、流程、權限、採用意願、技能與成本，找出具體落差 |
| 90 天行動品質 | 行動只有願景式描述，缺少負責人、期限、成功指標或證據來源 | 七個必填欄位都有具體內容；缺負責人或資源的行動誠實標示為未承諾 |
| 12 個月方向的誠實度 | 把仍待評估的想法寫成看似已經確定的既定計畫 | 明確區分已規劃與待評估的部分，並訂出檢視節奏與主持角色 |

## English

| Scoring area | Not adequate | Adequate |
|---|---|---|
| Portfolio decisions | Keeps a project on impression or political pressure alone, with no concrete comparison of value evidence, ongoing cost, or opportunity cost | Every keep/stop/redesign recommendation is backed by a concrete comparison of value evidence, ongoing cost, and opportunity cost |
| Capacity released vs. cash benefit | Multiplies estimated released hours directly by an hourly rate and reports it as an already-realized cash benefit | States capacity released and cash benefit separately, honestly noting where capacity actually went and what remains unconfirmed |
| System and data ownership | Ownership fields list only a department name, with no specific role and no handover procedure | Ownership is assigned to a specific role or position, with a stated handover procedure for role changes |
| RACI decision responsibility | The Accountable column for an activity lists more than one role, or is left blank | Every activity has exactly one Accountable role, consistent with the ownership table |
| Department-difference analysis | Simply copies the original department's approvals and assumptions, without re-comparing the six dimensions for the new department | Compares data quality, process, access, adoption willingness, skill, and cost item by item, surfacing concrete gaps |
| 90-day action quality | Actions are vision-style statements missing an owner, deadline, success metric, or evidence source | All seven required fields have concrete content; actions with no owner or resource are honestly marked uncommitted |
| Honesty of the 12-month direction | Writes ideas still under evaluation as if they were already settled plans | Clearly separates what is planned from what is under evaluation, with a stated review cadence and owner |