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Many corporations have succeeded for years without much formal planning, relying instead on an annual budget cycle to set the stage for the foliowing year's activities. However, in a world of proliferating choices for technology; changing relationships among vendors, customers and competitors; rapid advances in information technology; and increased government involvement, the old way of doing business has quickly become obsolete. Today, a comprehensive MIS planning process has four distinct parts: 1. The development and management of a set of strategic technical objectives which address specific problems or opportunities facing the organization, or which position the organization to take advantage of new technologies. An applications plan, synchronized with the needs of the business. A systems architecture plan to assure the orderly and planned use of information technology. An issues management process to enable the organization to respond promptly and purposefully to unanticipated events, which is the subject of the remainder of this paper. We present this process, along with a critique based on the authors' experiences in developing and implementing issues management in a large MIS organization.
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Abstract
Major corporations have tried in recent years to formalize planning processes in their MiS organizations in response to the growing importance of information processing to corporate business functions. This paper examines the function of iong-range planning in an MiS organization with particular attention to the issues management process. This paper critiques the process, identifies both successes and difficulties, and suggests ways in which other organizations contemplating issues management might deveiop, implement, and maintain this component of the overall planning process. Keywords; Issues management, planning, iS management, management information systems ACM Categories: A.M., K.6., K.M.
2. To involve MIS managers in the planning process; and 3. To bring the appropriate technical expertise to bear on broad planning questions.
Accomplishing the first goal enables the organization to adjust its activities to respond
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appropriately to critical issues. Through the process of monitoring and evaluation, managers obtain an improved awareness of business issues, and unexpected demands on MIS resources are diminished. Furthermore, in the absence of a formal corporate planning process, the MIS issues management effort can provide a constructive focus on those items which threaten the MIS plan. The second organizational goal is to involve line MIS managers in the MIS planning process. The MIS planning process too often becomes the private (and sometimes irrelevant) domain of senior management, planning staff or the budget department. Assigning line managers responsibility for issues analysis, and acting on those analyses, demonstrates that senior MIS management regards planning as an important part of the routine work of every manager. The use of regular MIS senior staff meetings to conduct planning business is an important technique in helping to make planning more a part of the routine activity of every manager. By assigning issues analyses, discussing their results, and monitoring work related to issues at senior MIS staff meetings, the issues management process receives high visibility. Planning is made more immediate in the minds of MIS managers, and they are encouraged to increase their involvement In planning and to evidence their commitment to the process. The third organizational goal, to include technical experts in the issues management process, is partially a consequence of the highly technical environment. Broad based strategic issues often have significant and specific consequences for MIS managers with narrow, but complex areas of responsibility. By selecting the appropriate MIS managers to evaluate and monitor individual issues, the organization assures itself a more thorough, competent and complete analysis and also assures that the appropriate managers are aware of issues that may affect their activities. Although issues management often produces important findings and recommendations, these are not necessarily the most important products. As with any planning activity, the process itself serves as a catalyst. It serves to broaden the horizon of MIS managers, building their awareness of issues which extend
beyond parochial departmental concerns, while conditioning corporate management to the MIS effect on business issues.
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AVPS
MANAGERS
OTHERS
IDENTIFICATION
IS
PLANNING STAFF
PRELIMINARY ANALYSIS
DROP WATCH
ASSIGN ISSUES
IS SENIOR STAFF
IS PLANNING STAFF
REPORT PROGRESS
IS MANAGERS
IS SENIOR STAFF
IS MANAGERS
Figure 1. Issues Management proach to the issue may be to minimize the damage or to maximize the opportunity. For example, an item of pending legislation related to mandated health benefits will impact the heaith care business. One can predict that the actuaries will require special studies using historical claims data to determine the effect on rates if the new legislation is enacted. If passed, such a bill might require claims and other systems to be modified to recognize the new benefits. For the MIS organization, an analysis of this issue might reveal opportunities to influence the effective date for the new benefits, or to appeal for a phased-in approach to provide time to accomplish the necessary program changes. Whatever the source, when an issue is identified it is brought to an MIS senior management staff meeting, usually by a planning staff person (more will be said later about the plan-
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ning staff role). MIS senior management would include the senior MIS executive plus those who report directly to that position. This group would meet regularly with an agenda which wouid include a discussion of issues and their impacts. At that staff meeting, preliminary analysis is undertaken by the group with the help of a model known as an Issue Evaluation Aid. Several versions of this and similar models have appeared in planning literature, and the one which we have adapted for the MIS organization is depicted in Figure 2. This evaluation classifies issues according to their probability of occurrence and the degree of impact upon the organization, thus enabling the group to sort through a large number of issues which might otherwise be unmanageable.
For issues requiring further investigation, the second step in the process is to assign a particular line manager in the MIS organization responsibility for analyzing the issue further and for making recommendations to the senior MIS management group. To assist the managers in their analyses, a structured tool is recommended, referred to as "Guidance for Issues Management" and shown in Figure 3. This structured guidance has two primary advantages. First, communications and expectations are enhanced as the manager receiving the assignment is provided with the written definition and attributes of the issue as seen by senior MIS management. Second, comparison of issues is facilitated as all are subjected to a consistent analysis around the same impact areas.
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Figure 2. Issues Evaluation Aid The initial issue classification is generally performed without extensive formal research and is based largely on the MIS management group's own experience, knowledge, and judgement. The issues identified as strategic become the subject of further investigation. Most other issues are secondary and are reevaluated twice a year to see if any aspect has changed which would warrant reclassification. The exceptions are those which are considered unlikely to occur, but whose assumed impact is sufficiently great so as to warrant further investigation immediately. Again, the purpose of this initial screening by MIS senior management is to identify for the organization those issues which may require some responsethose for which the organization may have to either redirect some part of the current plan, or do new work. The manager selected to lead the analysis should be the person most knowledgeable in the issue subject area. If the issue is broad, other managers or technologists may be chosen for an analysis team. Persons may also be added to the team as a developmental experience, perhaps to expose them to some new business or technical area. It is important that the analysis be assigned with a short deadline, typically three weeks or less, and that the results of the analysis be in writing and limited to two or three pages. The short deadline is to avoid the "analysis paralysis" which can set in if too much time is provided. This is a preliminary analysis. The purpose is to understand more about the issue and the impacts, to allow the senior MIS managers to decide whether other resources need to be applied.
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GUIDANCE FOR ISSUES MANAGEMENT ISSUE: Concise statement of the problem, opportunity, concern.
ATTRIBUTES: Consider the following characteristics as a minimum: Timing (urgency) Opportunity to Influence (mandated?) Input Data (more, different sources 1. 2. Output Data (more, faster, different users) Scope (corporate, single user) Processing (richer, faster)
Are the issue and attributes adequately defined? If not, redefine. Quantify the impacts to IS. How will the issue effect IS in the following areas? People Applications Organization structure Hardware Software Facilities Management methods -Budget
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Identify near-term and long-term approaches which IS might take to soften the impact or maximize the opportunity. ' Deliver a brief (no more than three pages) report in weeks.
Figure 3. Guidance For Issues Management Requiring a brief written analysis provides an important record, and also leads the analysis team to be more thoughtful in the presentation of their findings. Often the descriptions and attributes of an issue will be clarified with key user personnel before preparing the analysis document. The analysis document is distributed to senior MIS management and planning staff, and subsequently discussed with the manager and the team who performed the analysis at an MIS senior staff meeting. Again, the focus of these discussions is to determine whether the organization should undertake any further work related to the issue. If so, the assignments are made and the work may be monitored by the same group. If no further assignments are to be made the issue should be dropped from the active list. An issue may also be dropped if the activity required to deal with it is incorporated as part of the routine work of a department. For example, a new applications system being developed as a result of an issue analysis may require no special review by the MIS senior staff. Assuming no unplanned work is required, the issue becomes inactive by definition. All issues removed from the active list for whatever reason should be marked for review at a periodic reassessment of all issues. If the issues analysis reveals that the MIS organization must perform unplanned work, this fact must be presented to an MIS resource management or priority setting committee. The presentation of issues analyses to these corporate groups provides a unique opportunity for the MIS organization to tie into broader business issues. The MIS organization is seen as having an awareness of the business, and top management is sensitized to the impact of the MIS organization on business conditions.
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MIS organization attempting to build an issues management process, and to suggest how they might be handled:
For smaller organizations who may not be able to afford dedicated planning staff, the assignment of part-time or temporary planning staff duties can be an important developmental opportunity for MIS managers, supervisors and individual contributors at all levels. The requisite interviewing and meeting facilitation skills are easily acquired and many employees welcome the opportunity to contribute outside their normal roles. The process also gains credibility with managers and others when the results of issues analyses begin to be presented to the MIS senior staff and, in some cases, to other executives in the corporation. The high visibility of results gives the process greater importance and managers feel some ownership and responsibility for their assigned issues.
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This approach assures that the top priority issues will receive the attention they deserve, and that the process will not burden managers unnecessarily. In addition, by constantly assigning issues, reviewing analyses, and discussing these with MIS and corporate management, planning work is taken out of the special, abstract, once-a-year realm and becomes more closely integrated with the daily work of every manager. The authors' experience is that for a large organization, several dozen issues will be identified at the beginning of the process and the initial screening will leave perhaps as many as twenty which should be assigned for analysis. It should be possible to resolve these in a few months (meaning to identify and assign any additional work which may be necessary). The senior MIS management group should be able to reach consensus on whether to assign a new issue with less than a one-hour discussion after the process has been working for a few weeks.
ardly. Even when the MIS executive openly supports the issues management process care must be taken not to delegate these important details to the planning staff. Assignment of responsibility for specific is sues should be decided collectively by the MIS senior management group. Each senior manager must be responsible for communi eating issues assignments directly to his/her managers, although the planning staff can be responsible for monitoring the status of those assignments. Managers' accountability for participating in the issues process can be for malized by making specific issues assignments a part of their routine performance reviews.
Breadth of issues
Perhaps one of the most difficult problems is the breadth of the issues. Many are seen as global and quite beyond the scope of MIS. and even of the corporation. Managers may be unable to assess what impact the issue might have and feel powerless to influence its direction or outcome. In most cases the MIS manager or managers responsible for the analysis possess a wealth of information about the company's business, as well as system capabilities and databases. Unfortunately, not many of them perceive the importance of their position or their ability to influence how an issue is seen by MIS management or by the company. Many are either overwhelmed by the current workload, or cynical about the organization's willingness to change and adapt to new issues in the MIS environment. However, by constructing their issue analysis carefully and presenting a good case to senior executives, these managers are in a powerful position to dictate how MIS can respond to a given issue in the future. The sense that an issue cannot be influenced will create ambivalence about the process. The risk is that the analysis will seem not only extracurricular, but pointless as well. In these cases there must be some acceptance that the process will not always result in clear proposals for dealing with complex issues, but will have value nonetheless by building awareness and provoking creative thought regarding an issue.
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Conclusion
In conclusion, the authors present a series of recommendations designed to improve the likelihood of a successful issues management implementation, and insure that it can be maintained as an integral planning component. 1. When senior management begins to consider an issues management process, it should plan to involve line management early in the design of that process. This will allow line management to feel some ownership of the process, will help to clarify their concerns, and will reduce skepticism. 2. Senior management should recognize that building awareness of issues and encouraging involvement by lower-level managers are as important as the results of a specific issues analysis. 3. Line managers must not feel that their involvement in issues management is extracurricular, or done as a favor to someone. Involvement in the planning process, which includes issues management, must be an integral part of the line manager's work program and a component of his/her annual performance evaluation. It is clear that issues management can become one of the most important elements of the overall MIS planning process. However it is also the authors' experience that a successful issues management program can be developed and conducted with minimal frustration for the staff even where no overall planning framework exists.
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