1 chapter 14 planning information systems. 2 learning objectives when you finish this chapter, you...
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1
Chapter 14
Planning Information Systems
2
Learning Objectives When you finish this chapter, you will
Recognize different approaches to business planning in general and IS planning in particular.
Know how IS planning should be carried out.
Debate the importance of integrating IS planning into overall organizational planning.
Appreciate the many complex factors faced by IS planners.
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Why Plan? What is Planning?
An IS plan is a statement of how management foresees its ISs in the future.
IS plan includes: Activities planner believes will help achieve
goals. Program for monitoring real-world progress. Means for implementing changes in the
plan.
4
Why Plan?
Business Planning Define organization’s goals and
objectives Determine resources needed to attain
objectives Create policies to govern the acquisition,
use, and distribution of resources Provide for any changes in objectives
5
Three Approaches to Planning
1. Top-down Planning Focuses on organizational
goals first, then on the needs of business units
2. Bottom-up Planning Focuses on needs of business
units first, then on organizational goals
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Approaches to Planning
3. Planning by Critical Success Factors
Executives define critical success factors first so planning can address resources to support those factors Critical success factor:
issues identified as critically important to business success
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History of Information Systems Planning
Figure 14.5 Advances in IS planning since the 1970s
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Prerequisites for Information Systems Planning Recognize IT as an indispensable
resource Understand that IT is a complex
resource Regard IT as owned by the entire
organization Regard ISs as a source for gaining
strategic goals View ISs as a tool to control power
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Key elements of an IS Plan Corporate mission
statement Vision for IT within
organization IS strategic and tactical
plans Operations plan to
achieve mission and vision
Budget to ensure resources are available
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Information Systems Planning
The Corporate and IS Mission Statements The corporate mission statement details
the purpose of the organization and its overall goals.
IS mission statement outlines the purpose of ISs in the organization.
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A Sample Mission Statement
Figure 14.8 The mission statement of a university IS organization
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Information Systems Planning
The IT Vision Wish list of what IS managers would like
to see in terms of hardware, software, and communications, to contribute to goals of the organization
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Information Systems Planning
Strategic and Tactical Information Systems Planning IS strategic plan details what is to be
achieved IS tactical plan describes how goals will
be met and by when
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Two Approaches to Strategic Planning
Figure 14.9 Rigid and dynamic planning
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Information Systems Planning
Important Factors in IS Tactical Planning Flexibility Compatibility Connectivity Scalability Standardization Total Cost of Ownership
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Information Systems Planning
Figure 14.10 Hardware planning
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IS Planning Initiatives
Four groups of people who initiate new or improved ISs from different perspectives Top management IS professionals Line managers Users
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IS Planning Activities Can Be Driven by a Variety of Sources
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Who Initiates IT Projects?
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The Champion
High-ranking officer who commands sufficient political clout to include IS in planning
Most effective champions are not IS professionals
AKA Project Sponsor, Evangelizer…
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The Champion A successful champion is a leader who can:
Promote the vision of IT in the organization Inspire top management and subordinates alike Remove barriers to realizing vision Focus on both short-term and long-term
objectives Be a torchbearer for making change happen Drive accountability to lowest organizational
level
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The Systems Analyst as an Agent of Change
Motivate
Educate
Train
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The Systems Analyst as an Agent of Change
Planning almost always deals with change, which people tend to resist.
Systems analysts must convince users that the new system will help them in their work. Explain how a new system will improve
business performance Train individuals in the use of the new
system
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Two Real World Examples
1. Susan’s Training Wheels: MAX
2. Current Hitachi Consulting Methodology
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MAX - A Project Framework
• MAX = Methodology Analysis / Exchange
• Information Technology toolkit
• Business Process Redesign / Reengineering toolkit
• Provides Structure to the “Black Art” of consulting
• Forum for information sharing
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Phase I: Build the Foundation
• Establish link between process and technology
• Determine business needs that drive technology requirements
• Challenge the “As-Is” environment
• Build the business case for process and technology improvement
100 Project Management and Facilitation
200 Change Management
MAX Methodology Phase I: Analysis & System Selection
500 Software Selection & Analysis Summarization
300 Project Design & Kick-Off
400 As-Is Analysis & Requirements Definition
700 Planning: Design & Implementation
PR
OC
ES
S
S
YS
TE
M
AA Project Team Prep Project
ResourcePlan
Analysis Team
Kick-Off
Refin
e An
alys
is Pl
anAdmin & Logistics
Set-up
Analysis Approach
& Schedule
RACI Analysis
PAVA Key Proc.
Focus Interviews
DILO
Brown Papers
Process Specific
Diagnostics
Activity Effort Analysis
Customer Assessment
600 Performance Measurement & Benefits Tracking
Prioritize OpportunitiesRoot
Cause Analysis
Validate As-Is
Findings
SummarizeKey
Findingsfrom
AnalysisActivities
Opportunity Valuation
Best Practices Review
Develop Business
Case
Develop Decision
Framework
FinalizeVendor
List Negotiate Software Contract Develop
Phase II Plan:
•Initiatives•Charters & Objectives
•Performance Targets
•Quick Hits•Phasing•Schedule
•Team Structure•Staffing/ Resources•Benefits Schedule
•Cost Summary
Translate Business Requirements into
System Functions & Features
Screen Leading
Candidates
Develop & Conduct RFI/ RFPProcess
Purchase Required Hardware
Finalize Technical
Architecture Design
Plan & Prepare
for Vendor Demos
ConductVendor Demos
Select Final
Package
Review Contracts & Standard Licenses
Site Visits /Check References
ConductTechnical
Gap Analysis
Strategic Planning
Assess Current Technical
ArchitectureUnderstandhigh level system
requirements
Develop Selection Approach
ResearchPackages
• Market analysis• AA Analysis
SelectionTeam
Kick-off
28
Project Management and Change Management
• Ongoing throughout all work streams
29
Project Design & Kick-off
What• Preparation for Process
Analysis/Redesign• Front-end work for technology
selection
Goal• Establish project scope, objectives &
schedule• Orient team to methodologyDeliver• Scope and approach• Project management infrastructure• Project team assignments• Project plan
– Milestones– Deliverables
300 Project Design & Kick-Off
AA Project Team Prep Project
ResourcePlan
Analysis Team
Kick-Off
Admin & Logistics
Set-up
Analysis Approach
& Schedule
Understandhigh level system
requirements
Develop Selection Approach
ResearchPackages
• Market analysis• AA Analysis
SelectionTeam
Kick-off
30
As-Is Analysis and Requirements Definition
What• Assessment and analysis of current
business processes• Identify underlying information
technology needsGoal• Identify business requirements• Highlight technological deficiencies• Identify potential solution providersDeliver• Process flows and analyses• Baseline performance metrics• Gaps in information technology and
processes
400 As-Is Analysis & Requirements Definition
Refin
e An
alys
is Pl
an
RACI Analysis
PAVA Key Proc.
Focus Interviews
DILO
Brown Papers
Process Specific
Diagnostics
Activity Effort Analysis
Customer Assessment
Develop Decision
Framework
FinalizeVendor
List
Translate Business Requirements into
System Functions & Features
Screen Leading
Candidates
Develop & Conduct RFI/ RFPProcess
Assess Current Technical
Architecture
31
Software Selection and Analysis Summarization
What• Identification of key process
deficiencies and opportunities• Evaluation and selection of software
package(s) to support redesign Goal• Confirm sources and causes of
operational problems • Select appropriate technology to
support proposed process changes Deliver• Root Cause Analysis• Gap Analysis• Vendor demos• Site visits and reference checks
500 Software Selection & Analysis Summarization
Root Cause
Analysis
Validate As-Is
Findings
SummarizeKey
Findingsfrom
AnalysisActivities
Opportunity Valuation
Best Practices Review
Translate Business Requirements into
System Functions & Features
Plan & Prepare
for Vendor Demos
ConductVendor Demos
Select Final
Package
Review Contracts & Standard Licenses
Site Visits /Check References
ConductTechnical
Gap Analysis
StrategicPlanning
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Planning: Design and Implementation
What• Preparation for Phase II Process Design • Acquisition of information technology
Goal• Identification of Phase II Design project
components and objectives• Completion of technical architecture
and infrastructure
Deliver• Cost-benefit Analysis• Phase II plans and charters• Software contract negotiation• Prioritized opportunities• Staffing and resource estimates
700 Planning: Design & Implementation
Prioritize Opportunities
Best Practices Review
Develop Business
Case
Negotiate Software Contract Develop
Phase II Plan:
•Initiatives•Charters & Objectives
•Performance Targets
•Quick Hits•Phasing•Schedule
•Team Structure•Staffing/ Resources•Benefits Schedule
•Cost Summary
Purchase Required Hardware
Finalize Technical
Architecture Design
StrategicPlanning
33
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• Work plan• Schedule• CARE
documentation
• etc.
• ??
Phase VI:
Support and
Improve Solution
Phase I:Mobilize Project
Phase II:Analyze Situation
• Work plan• Schedule• CARE
documentation
• etc.
• ??
Phase III:
Design Solution
Phase IV:
Develop Solution
• Work plan• Schedule• CARE
documentation
• etc.
• ??
Phase V:Deliver Solution
Sample Service Offering: Software Selection
Common Tasks
Common Tools
Send initial communication
Train project team
Microsoft project
Performance Review Form
Vista
Confirm decision approach
Create Communication Strategy
ID high-level opportunities
Determine technical req.
Determine business req.
Create high-level business case
Primary Activity Value Analysis (To-be)
Process Mapping (To-be)
Problem Solving Methodology
Business Case Model
Determine system req.
Finalize solution alternatives
Technical Architecture (To-be)
Application Architecture (To-be)
Create Communication Plan
Conduct vendor reference calls
Develop Cost analysis
Identify technical gaps
Evaluate solutions
Identify solution gaps
Create detailed business case
Demo Script
Vendor demonstration
Demo Scorecard
Cost Summary
Vendor reference scripts
Finalize solution recommendation
Finalize implementation plan
Finalize cost estimates
Contract negotiations
Determine Org. ReadinessID key stakeholders
Change Survey
Stakeholder Analysis
Pricing Tool
Assess As-Is processes
Research S/W packages
Assess As-Is technical & application architecture
Focus Interview Script
Primary Activity Value Analysis (As-is)
Process Mapping (As-is)
Technical Architecture (As-is)
Application Architecture (As-is)
Assess As-Is business environment
Determine pre-selected S/W packages
Determine IT org technical capacity
Org Skills Matrix
Identify org skills gaps
Implementation Work Plan
Implementation Resource Model