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Information Strategy Planning (Isp)

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Mary Grace Manlnagit
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43 views21 pages

Information Strategy Planning (Isp)

Uploaded by

Mary Grace Manlnagit
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Information Strategy

Planning
THE FUNDAMENTAL OBJECTIVE OF INFORMATION
STRATEGY PLANNING (ISP) IS TO DEVELOP A PLAN FOR
IMPLEMENTING BUSINESS SYSTEMS TO SUPPORT
BUSINESS NEEDS
The objectives of the Information
Strategy Planning stage are to:
- Establish an information strategy based on an evaluation of the business strategy.

- Establish a development plan of user-oriented systems to meet business information needs and
priorities.

- Define an information architecture for the future development of compatible data-sharing systems.

- Establish a technical strategy for the best use of new information technology.

- Define the most effective organization of the information system function within the enterprise.
Other needs addressed by ISP include:
- Evaluate the effectiveness of existing systems.

- Identify data as a corporate resource and establish a basis for its analysis and control.

- Assess the impact of the effective use of information technology on the overall organization of
the enterprise.

- Increase the awareness of management about developments in and opportunities of information


technology.
Additional benefits or by-products:
- Improve communications within the enterprise about the effective use of information
technology.

- Involve users in the management of system development to increase their confidence in the
possibilities offered by new systems.
The following diagram depicts the dependency
relationships between the stages in the Information
Strategy Planning
Enterprise Wide -
Information Strategy
Planning
Strategic planning
◦ process of defining an organization’s plans for achieving its mission. An
organizational strategy is a derived approach to achieving that mission
◦ sets the stage for enterprise architecture, process improvement, risk
management, portfolio management, and any other enterprise-wide initiatives.
◦ In order to determine the direction of the organization, it is necessary to
understand its current position and the possible avenues through which it can
pursue a particular course of action. Generally, strategic planning deals with at
least one of three key questions:
◦ What do we do?
◦ For whom do we do it?
◦ How do we excel?
Typical strategic plan elements and their
relationships to one another
Strategic Planning Elements
Strategic Planning Elements
Common Models and Approaches to
Strategic Planning
◦ VISION OR GOAL-BASED PLANNING
◦ ISSUES-BASED PLANNING
◦ ALIGNMENT MODEL
◦ SCENARIO PLANNING
◦ “ORGANIC” (OR SELF-ORGANIZING) PLANNING
◦ REAL-TIME PLANNING
VISION OR GOAL-BASED
PLANNING
◦ most common model of strategic planning. Organizations using this model
will develop a vision of the organization’s desired “future state.” Then, they
will identify the goals that are needed to achieve that vision.
◦ The goal-based strategic planning process includes 7 steps
◦ Identify your purpose.
◦ Establish your vision.
◦ Select your goals.
◦ Identify strategies for reaching each goal.
◦ Develop action plans for each strategy
◦ Compile the strategic plan document.
◦ Monitor implementation of the plan and update the plan as needed.
ISSUES-BASED PLANNING
◦ While vision-based planning works from the future to the present, issues-
based strategic planning works from the present to the future. The
organization identifies issues that affect it today and then devises
strategies for addressing those issues

◦ The issues-based strategic planning process includes 4 steps


◦ Identify major issues that the organization is currently facing.
◦ Identify reasonable approaches to addressing each major issue.
◦ Compile the strategic plan document. Include each issue and each
approach.
◦ Monitor implementation of the plan and update the plan as needed.
ALIGNMENT MODEL
◦ is designed to ensure that the organization’s mission and its resources are
in sync so the organization can operate effectively.

◦ The alignment model of strategic planning includes 4 steps:


◦ Explore your mission.
◦ Assess.
◦ Devise an action plan.
◦ Compile the strategic plan.
SCENARIO PLANNING
◦ the process of visualizing what the future is likely to look like, what the
consequences of future conditions or events are likely to be for the
organization, and how the organization might respond to or benefit from
those conditions or events.
◦ The scenario-planning process includes 4 steps
◦ Select several external forces and imagine related changes that might
influence the organization.
◦ Discuss 3 different future scenarios that might arise within the
organization as a result of each change.
◦ Suggest potential strategies.
◦ Select the most likely scenario and most reasonable strategy.
“ORGANIC” (OR SELF-
ORGANIZING) PLANNING
◦ The organic or self-organizing planning model is similar to the development
of an organism. Rather than following a series of defined steps, this model
evolves and unfolds.

◦ The organic planning process includes a collection of ongoing activities


◦ Clarify the organization’s cultural values and vision.
◦ Hold ongoing discussions.
REAL-TIME PLANNING
◦ Real-time planning is designed for those who feel that conventional
strategic planning has become outdated in our rapidly changing world.

◦ The real-time planning process includes 3 basic steps,


◦ Clarify mission, vision and values
◦ Clarify current priorities.
◦ Discuss external threats and opportunities.
Critical Success Factors (CSFs)
It is important to understand the characteristics of CSFs : CSF hierarchy, types, uniqueness, and
stability over time.
Technology impact analysis
There is a growing recognition that providers of aging services need a robust technology
environment to meet the changing needs of residents/clients and provide quality of care and
quality of life for those residents/ clients.

Most organizations pursue technology investments without a guiding road map or strategic IT
plan. Creating that plan requires top-down critical thinking about what is appropriate for the
setting, and what is important to the organization and its strategic vision, goals and objectives.
Technology impact analysis
Many organizations worry that integrating different software applications will be costly and
complicated. Many of these fears can be laid to rest by establishing a list of criteria that best of
breed software vendors must meet. It is possible to connect software packages together, and
create import and export processes, by adhering to the following list of criteria:
◦ Is the application based on Structured Query Language (SQL), the special-purpose programming
language?
◦ Is the application web-based?
◦ Can the application be delivered through a presentation gateway, such as remote desktop or Citrix?
◦ Does the application support an integration interface? If so, what is that integration interface?
◦ Can the application run on a virtual server or in a virtual environment?|
◦ Does the application support data standards for interoperability? If so, what are those standards?
◦ Is the application certified for interoperability? If so, what is that certification and what body certified it?
Linking Technology with the Strategic
Plan
Establish clear objectives and define the role of technology for the organization.
Articulate a “future state” technology vision
Identify IT process/services and IT governance.
Assess gaps in technology
Identify strategic options for filling the gaps.
Select your best options and outline implementation projects.
Set guidelines for software initiatives.
Measure the benefit.

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