ict4gov eservices strategic_planning

EEEE----SERVICES STATEGIC PLANSERVICES STATEGIC PLANSERVICES STATEGIC PLANSERVICES STATEGIC PLANThinking Boxes for E-Service Strategic Value

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Essential Question

How to strategically view the

change requirement of the

enterprise, and to integrate the

aligned value of e-services to

deliver the strategic intent of the

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aligned value of e-services to

deliver the strategic intent of the

business?

Essential Question

What are the framework, metrics, process and tools to understand the bigger picture of the enterprise, and to draw the models that elaborate the

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the models that elaborate the distinction and relationship of performance, function, information and technology of the organization?

Essential Question

How to facilitate and draft the formulation of strategic plan which clearly defines the alignment of enterprise’s baseline information and

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baseline information and change requirements to purpose, stakeholders, organization, resources, programs, time and funds?

STRATEGIC PLAN

•TIME•TIME•GAPS

•GOALS•CAPABILITY

•RESULTS

•CELEBRATION

AgendaAgendaAgendaAgenda

� Strategic Intent

� Strategic Value of ICT

� Strategic Planning

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Strategic Planning

� Template

� Software

Strategic Intent Strategic Intent Strategic Intent Strategic Intent ––––The End PointsThe End PointsThe End PointsThe End Points

The striving for performance is directed towards the defined strategic intent of the organization’s stakeholders. The functions, process, information, technology are evolved to the planned and agreed end points:and agreed end points:

� Position (direction)

� Diffentiator (discovery)

� Destiny (destiny)

-Gary Hammel & C.K. Prahalad


� Critical Attributes

� Sense of Direction -point of view on long term market or competitive position




� Sense of Discovery -point of view on what differentiate -unique point of view about the future




� Sense of Destiny – perceive goal as inherently valuable


Defining Strategic Value of ICT Services

Important Questions

– What is the strategic alignment of ICT services to the business strategy of the organization?strategy of the organization?


Important Question

– Which strategic alignment models, decision domains, the functional responsibilities will functional responsibilities will bring strategic value of ICT services in the organization?

Key Issues:

� Lack of alignment between the business strategy and the ICT service strategy of the organization making investments


strategy and the ICT service strategy of the organization making investments

� Lack of dynamic administrative process to ensure continuous alignment between the business domain and ICT domain.

-Venkatraman, Henderson & Oldach

Business

Strategy

ICT Services

Strategy

BUSINESS DOMAIN ICT DOMAIN

External

2


Alignment Framework:

Strategy

Information

Systems

Infrastructure &

Process

Organization

Infrastructure &

Process

Strategy

Internal

1

3

4

Venkatraman, Henderson & Oldach

� 1. Strategy Execution – business strategy as the driver behind the design of the organization, and the logic of the ICT infrastructure


– Top Management = formulate strategy,

– ICT Management = implement strategy)


� 2. Technology Potential – ICT strategy is formulated to support chosen business strategy and the required ICT infrastructure and processes

� Top Management = provides the technology


Top Management = provides the technology vision to articulate the logic and selection of ICT strategy to support the business strategy

� ICT Management = provides the technology architecture by designing and implementing the required ICT infrastructure that is consistent to the IT strategy components –scope, competencies & governance


� 3. Competitive Potential – exploitation of ICT to impact new product and services (business scope), influence key attributes of the strategy (distinctive competence) , and develop new relationship (business governance).


� Top Management = serves a business visionary who articulates the impact of emerging technology to business scope, competence and governance.)

� ICT Management = serves as catalyst to make business to understand the potential opportunites and threats of emerging technologies


� 4. Service Level – building quality ICT organization within the organization.


� Top Management = serves as the prioritizerwho provides appropriate allocations

� ICT Management = serves as business leader who insures business ends of the ICT organization.


� Strategic Alignment Model of ICT

– Draw the Alignment Schema

– Identify the decision domains, and draw


– Identify the decision domains, and draw the ICT Integration Decision Relationship Between Business Units and the ICT Services Management


Strategic PlanningStrategic PlanningStrategic PlanningStrategic Planning

Strategic planning provides the

participatory engagement and thinking

tool to define, elaborate, document,

agree and communicate the strategic agree and communicate the strategic

baseline, strategic intent, strategic

action and strategic resources with the

constraint context and perspectives of

time, stakeholders, performance, funds,

environment, leadership and technology.

Strategic Planning Strategic Planning Strategic Planning Strategic Planning

INTENT

TIME

STAKEHOLDERS

BASELINE

ACTIONRESOURCES

STAKEHOLDERS

PERFORMANCE

FUNDS

ENVIRONMENT

LEADERSHIP

TECHNOLOGY

Strategic IntentStrategic IntentStrategic IntentStrategic Intent

� Mission (Core Purpose)

� Vision (Here to There)

� Goals (S.M.A.R.T. Targets)Goals (S.M.A.R.T. Targets)

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Building Blocks of E-Services Strategic Intent in Government

MANDATE

VISION

MISSION

VALUEST

E

C

FUNCTIONS

GOALS

OBJECTIVES

POLICIES

PROCESS

PRODUCTS

ORGANIZATION

DECISION

STRUCTURE

INFLUENCE

RELATIONSHIPS

LOCATIONS

THE GOVERNMENT AGENCY

INFORMATION

SYSTEMS

C

H

N

O

L

O

G

Y

USERS

CUSTOMERS

PARTNERS

SUPPLIERS

CORE CAPABILITIES

DIFFERENTIATING CAPABILITIES

KEY PERFORMANCE INDICATORS

FUND SOURCESSTANDARDS

PROCESS

METHODS

TOOLS

Strategic ActionStrategic ActionStrategic ActionStrategic Action

� Objectives

� Priority

� ActionAction

� Responsibility

� Timeline

� Cost

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CAPABILITY STRENGTH WEAKNESS OPPORTUNITY THREAT

ORGANIZATION

PROCESSES

Information Systems S.W.O.T.

PROCESSES

DATA

CONTROLS

TECHNOLOGY

Strategic ResourcesStrategic ResourcesStrategic ResourcesStrategic Resources

� Leadership

� Technical

� FundsFunds

� Technology

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Strategic BaselineStrategic BaselineStrategic BaselineStrategic Baseline

� Financial Worksheets

� Customer Experience

� Internal ProcessInternal Process

� Employees Lesson’s Learned

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Balanced Balanced Balanced Balanced Balanced Balanced Balanced Balanced ScorecardScorecardScorecardScorecardScorecardScorecardScorecardScorecard

If we succeed, how will we

look to our shareholders?

Financial Perspective

To achieve our vision, how

must we look to our

Customer Perspective

The Strategy

must we look to our

customers?

To satisfy our customers,

which processes must we excel

at?

Internal Perspective

To achieve our vision, how must

our organization learn and

improve?

Learning & Growth Perspective

Balanced Scorecard PerspectivesBalanced Scorecard PerspectivesBalanced Scorecard PerspectivesBalanced Scorecard Perspectives

How do we Objectives Measures Targets Initiativesappear to ourStockholders?

Financial

How do we Objectives Measures Targets InitiativesCustomer

At what internal Objectives Measures Targets InitiativesInternal Business ProcessVision

&

29

How do we Objectives Measures Targets Initiativesappear to ourCustomers?

At what internal Objectives Measures Targets Initiativesprocesses mustwe excel?

&Strategy

How do we Objectives Measures Targets Initiativessustain our ability to change& grow?

Learning and Growth

PerformanceModel

BusinessModel

InformationModel

TechnologyModel

BASELINE(Context)

Balance Scorecard Process Mapping& Review

InformationSystems Readiness

Configuration AssessmentStandardsComplianceService Delivery &Support Assessment

INTENT Mandate, INTENT(Purpose)

Mandate, Mission, Vision,Goals

GAPS Needs

ACTION(Change)

Objectives, Priority, Raw # Tasks, Time, Results, Responsibility, Metrics

RESOURCE(Cost)

ServicesGoodsBudget -ABC

O

R

G

A

1. Identify and engage the service of the

Mentoring Consultant, Technical Consultants,

Technical Facilitators and Researchers

2. Assist and coordinate with the AGENCY NAME

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A

N

I

Z

E

2. Assist and coordinate with the AGENCY NAME

ICT Services Strategic Planning Committee

3. Define and agree on the strategic planning

framework, tasks and timetable

D

I

S

C

O

V

1. Set the organizational assessment framework for the strategic

planning

2. Identify the specific issues or decisions that the strategic

planning should address

3. Identify the information that must be collected

4. Conduct Focus Group Discussions on the situational assessment

a.The Mandate, Laws and Standards

b.Technical and Business Units and Business ProcessesV

E

R

b.Technical and Business Units and Business Processes

c.Current Organizational Strategies and Limitations

d.Best Practices and International Trends

e.Future Organizational Strategies and Directions

f. The Enterprise Architecture

5. Gather and create summary presentation of the information

gathered from the key technical and business areas of the

organization

6. Assess the information needs/requirements of the agency

7. Assess the existing IT infrastructure (i.e., hardware, software,

network, special solutions/devices, etc.) as to its applicability

and further use

D

E

F

I

N

E

1. Revisit the mandate, mission, vision and values of the organization

2. Define the aim, goals, and objectives of ICT services aligned to the

mission, vision, values, and business ends of the organization

3. Identity the strategic directions of the agency

4. Define the Enterprise Architecture aligned to the strategic directions

5. Define what it takes to realize the strategic directions

6. Define the ICT service projects or components of the business case

7. Define the metrics of success or key performance indicatorsE

7. Define the metrics of success or key performance indicators

8. Define the best practice references

9. Identify the key areas of the plan requiring specific technical experts

10. Identify the necessary upgrades and replacements that must be made to

the IT infrastructure using lifecycle management practices for

infrastructure and technologies employed

11. Identify the information systems necessary to support the mandate of the

AGENCY NAME.

12. Define other ICT projects that need to be included in the AGENCY NAME

budget forecasts and to be prioritized within the next three (3) years.

13. Identify the criteria in the selection of the appropriate systems

integration/solutions provider for the eventual implementation of the

ISSP.

D

R

A

F

T

1. Consolidate the input derived from the focus discussion and research

2. Design and develop the AGENCY NAME Enterprise Architecture (EA)

document

3. Develop a three (3) year Information Systems Strategic Plan (ISSP) that

would serve as the “blueprint” of AGENCY NAME in the various aspects of

technology, solutions, IT strategies, IS strategies, IT manpower support

and budgetary requirements, among others.

4. Ensure that the developed ISSP is in conformance to the requirements of 4. Ensure that the developed ISSP is in conformance to the requirements of

the regulatory bodies in the Philippine Government primarily as it related

to monitoring, approval and implementation of the ICT vision of the

agency.

5. Prepare an ISSP that conforms to the NCC format (M.O. 2003-02)

6. Prepare the E-commerce Plan of the agency in support of the E-commerce

Law so that the agency maximizes the use of the Internet in the various

aspects of operational and strategic thrusts.

7. Prepare the ICT Projects Investment Roadmap that considers hardware,

software and network infrastructure, information systems, and other ICT

projects that need to be included in the AGENCY NAME budget forecasts

and to be prioritized within the next three (3) years.

8. Conduct a stakeholders and users review

9. Revise and submit for final approval

I

M

P

L

E

M

1. Define implementation and monitoring process of the

project outcomes and recommendations

2. Facilitate the organizational definition of the

Implementation Oversight Committee

3. Define and perform a technology transfer program to

ensure that AGENCY NAME management and the

corresponding staff of the agency understand the

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M

E

N

T

corresponding staff of the agency understand the

conceptual and operational aspects of the deliverables

4. Conduct training on ICT Project Management

5. Conduct training on ICT Subcontract Management

EEEE----Service Strategic PlanningService Strategic PlanningService Strategic PlanningService Strategic PlanningContent Elements:Content Elements:Content Elements:Content Elements:

� Vision

� Mission

� Values

� Goals

� Objectives

ARCHITECTUREAS-IS-STATE TO-BE-STATE� ARCHITECTURE

� Investment

� Sourcing

� Funds

� Results

� Risks

� Timelines

� Governance

AS-IS-STATE TO-BE-STATE

EEEE----Services Strategic Planning Services Strategic Planning Services Strategic Planning Services Strategic Planning InterrogativesInterrogativesInterrogativesInterrogatives

WHO ARE YOU?

� Corporate Mandate, Service Vision/Mission, Programs, Organization, Performance Areas

WHERE ARE YOU NOW?

� SWOT & Environmental Scan >> Corporate Performance Areas

WHAT YOU WANT TO BE?WHAT YOU WANT TO BE?

� Business, Data, Application, and Technological Architectures Definition; Principles and Standards, Integration View and Models

WHAT ARE THE GAPS?

� Process, Data, Application, Infrastructure, Service Support Needs

WHAT NEEDS TO BE DONE?

� Business Area, Performance Definition, Action Statements

WHAT ARE THE REQUIREMENTS?

� Process, Information, Technology, People and Funds

WHAT ARE THE STRATEGIC INVESTMENT?

� Program Scope, Assigned Resources, Time and Cost Estimation

WHO SHALL MAKE THINGS HAPPEN?

� RAEW Analysis – Stakeholders – R=

EEEE----Services Strategic Planning Services Strategic Planning Services Strategic Planning Services Strategic Planning InterrogativesInterrogativesInterrogativesInterrogatives

� RAEW Analysis – Stakeholders – R= responsibility, A= authority E= expertise, W= work

HOW DO YOU KNOW IT HAPPENS?

� Performance Rubrics= From 0 -level of low performance to 5 -level of high performance)

WHAT IS THE IMPLEMENTATION PLAN?

� Work Plan, Governance, Change Management Plan, Migration Plan, Quality Management Plan, Security Plan

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGStrategic Architecture:Strategic Architecture:Strategic Architecture:Strategic Architecture:

– The statement of the to-be-state or desired models of the following

1. Business Architecture1. Business Architecture

� - Function and Process

2. Information Architecture

� – Data & Application

3. Technology Architecture

� - Standards, Network, Apps Dev, Database etc.

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGStrategic InvestmentStrategic InvestmentStrategic InvestmentStrategic Investment

– A listing of actions and resource requirements to support the strategic goals, objectives, and architecture

1. People Capability

2. Process Improvement

3. Infrastructure Building3. Infrastructure Building

4. Hardware Acquisition

5. Software Acquisition

6. Database Requirements

7. Service Acquisition

8. Business Continuity

9. Continual Improvement

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGStrategic Sourcing:Strategic Sourcing:Strategic Sourcing:Strategic Sourcing:

– Definition of the sourcing strategy to acquire the resources and services to support the planned actions.actions.

1. In-Source

2. Out-Source

3. Mixed-Source

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGStrategic Fund Sources:Strategic Fund Sources:Strategic Fund Sources:Strategic Fund Sources:

– An identification of financial sourcing to support the strategic investment

1. GAA

2. ODA

3. Internal Funds

4. Generated Income

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGSuccess Indicators:Success Indicators:Success Indicators:Success Indicators:

• Indicative items to be measured quantitatively and experienced qualitatively to speak of results.speak of results.

• List of expected key performance indicators to be realized by the selected strategic actions.

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGRisks to Mitigate:Risks to Mitigate:Risks to Mitigate:Risks to Mitigate:

• Statement of “What If”, the potential to occur and the mitigating measures

INFORMATION SYSTEMStrategic Action Timeline

INVESTMENT/ DELIVERABLES

YEAR 1 YEAR 2 YEAR 3OBJECTIVES ACTIONS

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGStrategic Architecture:Strategic Architecture:Strategic Architecture:Strategic Architecture:

– The statement of the to-be-state or desired models of the following

1. Business Architecture1. Business Architecture

� - Function and Process

2. Information Architecture

� – Data & Application

3. Technology Architecture

� - Standards, Network, Apps Dev, Database etc.

STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM STRATEGIC INFORMATION SYSTEM PLANNINGPLANNINGPLANNINGPLANNINGStrategic InvestmentStrategic InvestmentStrategic InvestmentStrategic Investment

– A listing of actions and resource requirements to support the strategic goals, objectives, and architecture

1. People Capability

2. Process Improvement

3. Infrastructure Building3. Infrastructure Building

4. Hardware Acquisition

5. Software Acquisition

6. Database Requirements

7. Service Acquisition

8. Business Continuity

9. Continual Improvement