Strategic Information Systems Planning Dr Sherif Kamel

Transcription

1 Strategic Information Systems Planning Dr Sherif Kamel Department of Management School of Business, Economics and Communication

2 What is Strategic IS Planning (SISP)? ISP = IS + P (based on a strategy) = vision SISP is the strategic planning of IS for an organization (an integral activity that involves most departments and units in the organization) Strategic IS planning is assessing the information needs of an organization and defining the systems, databases and technologies that best satisfy those needs

3 Why SISP is Important? Systematic approach in dealing with future uncertainties (many in the IS/ICT sector) It focuses efforts and resources on long-term, general objectives and yet provides a foundation for short-term activities Provides a framework for action (planning involves thinking ahead and designing future action)

4 Elements of SISP

5 Why SISP? To ensure that IS both complements and assists in the achievement of the business goals To ensure that the use of scarce resources are maximized/optimized within a business To maximize the benefits of emerging ICT To take account of the different viewpoints of business professionals and IT professionals

6 Who Performs SISP? IS planners and systems analysts Variety of stakeholders (i.e. sponsor, users) Top management commitment leads to successful SISP

7 Where and When SISP? Any organization that has interest in getting the best out of its IT investments When facing problems Grabbing opportunities that are presenting themselves daily

8 How SISP? Look at business structure, function, processes, culture Look at existing and available IT Develop policies Plan schedules for migration, design, implementation and maintenance

9 SISP Approaches 1. Business-led approach Business plans are the base upon which IS plans are built business planning is the driver 2. Method-driven approach Use of consultant and external experts who use formal techniques or methods and drive SISP 3. Administrative approach Emphasis on resource planning and viability of IT/IS 4. Technological approach Mapping the activities, processes and data flows of the business leading to the formulation of a business model 5. Organizational approach IS decisions is the outcome of continuous integration between the IS function and the organization

10 SISP Approaches Business-Led Method-Driven Administrative Technological Organizational Emphasis Business Technique Resources Model Learning Basis Business plans Best method Procedure Rigor Partnership Ends Plan Strategy Portfolio Architecture Themes Methods Ours Best None Engineering Anyway Nature Business Top-down Bottom-up Blueprints Interactive Influencer IS planner Consultants Committees Method Teams Relation to Business Strategy Fix points Derive Criteria Objectives Look at business Priority Setting The board Methods recommends Central committees Compromise Emerge IS Role Driver Initiator Bureaucrats Architect Team member Metaphor Common sense Good for you Survival of the fittest Nearly aborted it Thinking IS all the time

11 5 Approaches Summarized Business-led Method-driven Administrative Technological Organizational Underpinning assumption Business plans and needs should drive IS plans IS strategies will be enhanced by using a formal SISP method SISP should conform to the firm s management planning and control procedures SISP is an exercise in business and information modelling SISP is a continuous decisionmaking activity shared by the business and IS Emphasis of approach Business leads IS and not vice versa Selection of the best method Identification and allocation of IS resources to meet agreed needs Production of models and blueprints Organizational learning about business problems and opportunities and IT contribution Major influence of outcomes IS planners Practitioners of the method Resource planning and steering committees Modelling method employed Permanent and ad hoc teams of key managers including IS Slogan Business drives IS Strategy needs method Follow the rules IS needs blueprints Themes with teams

12 SISP Issues Leadership issues It is difficult to secure top management commitment for implementing plans Success of the methodology is greatly dependent on the team leader Implementation issues Implementing projects and the data architecture identified in the plan requires extensive analysis (continuous process) Detailed documentation throughout implementation is vital Adapting prioritization in developing needed databases/systems Resource issues Methodology lacks sufficient support Planning process is sometimes too long and expensive Integrating the role of human resources development and training (qualified team members)