Beruflich Dokumente
Kultur Dokumente
Strategic Plans
Louis Boyle
Vice President
Gartner Executive Programs
Intrnet Cust
Cust Support
CNN/fn site
Investor
Lofty Goal 1
A24 RS.COM
A8 - Comm System
S
T
Or they look
Or they
Relations A10 - Order Routing
Email Systems A49 - Hitlist
O
likemost this…
Corp User A26 - Answers Online
R
can look
RMAC DR
A29 - Corp Elec Msg
IT
Model/Qty
Sears Pymt A4 - Store File Sys
System
DB2 Mkt Info
Credit Card
System
perfectly aligned A57 - Cust Trk Load
A15 - RadioShack
Replenishment We use the IT
Service Center
POS
A50 - Customer Load C
Strategic
like
Retail Str POS
Telecom Dept
RS Invt Sumry
Retail Store
A39 - Srvc Pln Rnwl
this……
Checkfast or
Real Estate
Promo Dist
A12 - Model Quantity
Order Routing
A30 - RS One-Each
Customer
A13 - Srvc Cntr Phy
TPS History
Inv & On-line Recaps
Experion
A2 - Credit Plan Mnt
Cellular Act
A5 - Prepaid Cellular
Daily Reports
System A9 - RS Store P
Perpetual Inventory
Intern’l
Loss Prev
Stores
A37 - Srvc Pln
Display
R
Store Systems A32 - New Bus SVP
Mail
O
Python
POS Support
A25 Price Lookup D
Replenishment
System
A17 - Stock Mnt
A19 - Merch Promo
U
Merch Adj
Pln
A31, A45 - Service
C
DC Order Mgt Plan Price Cntrl &
T
Testimonial
System Tranmt
DC Billing A27 -Srv Pln Rpt/Mnt
Printer
A46 - Srvc Pln Sales
Financial Sys Entry
DB2 Load A18 - Merch Pricing
Corp Stk File
Intrnl Audit
Distribution
Lofty Goal 3 A34- Srv Plns
Amercican Bankers
IT
RSU Central
POS Rcv Invc
A47 EBIS ODS
Fran Store 1 Install PMO 1/16/2006 1/30/2006 2w 1d
Payroll/HRMS A62 - Flash Sales
Perp Inventory
Warehouse
Billing
NAILS
WinLook
Have a fully open, A40 - RS Validation
and DB2 Load
A43 - TRACE
A59 - LOOK!
2 Upgrade LAN
3 Upgrade Desktops
1/16/2006
2/17/2006
2/16/2006
3/30/2006
4w 4d
6w
IT workforce
Invent Merch
POS Sales Rpt
modern, reliable
A14 - POS
4 Install ERP System 1/31/2006 6/19/2006 20w
- it does what needs
Vision
Sales Processing
Web Dev
Service Center A3 - Return Check S
Apps
5 Install SCM System 6/20/2006 7/31/2006 6w
RS Merch
(RSMS) A6 - BANCTEC A
L
IT infrastructure
6 Install CRM System 8/1/2006 9/11/2006 6w
to be done
RSTS System A20 - RS Buyer Sales
Planning /Proj Sys
Acct/Bookkeep
A61 - Sales Reporting
E
7 Implement Customer Self-Service 9/12/2006 10/23/2006 6w
S
(Magnifying glasses
Stock Mnt
A64 - Fran DR Entry
Comm System
Census
A51 - Geostore
Analysis
9 Institute Employee Self Service 8/1/2006 8/18/2006 2w 4d
Bureau
A44 - Mkt Incremtal
of the room)
National Parts
VSAM Stock,
Store or
Product Activity 13 Implement BAM System 11/14/2006 11/27/2006 2w
Control Files
Stock File Eff
Pricing
14 Implement Enterprise DW 11/28/2006 12/18/2006 3w
• Strategic
- A plan or technique for achieving some
end; distinguished from tactical, short
term
• Longer-term (> 1 year) objectives and goals
• Significant impact on the business
• Tactical / Operational
- Adroit maneuvering to gain an objective
• Short-term (<1 year) activities and operations
• Plan
- Method for the attainment of objectives
• Planning
- Ongoing process to develop the method
for attainment of objectives
“I don’t believe in plans, but planning is invaluable”
The Perception of IT Value
Enlightened
Management
Deploying
bleeding Customer-
Consolidation edge driven
Transformational enterprise
commercial
technology change
Use IT to
Focus on Improve
Status quo speed up
reducing Efficiency
existing
IT costs marginally
processes
Strategic Sourcing
Develop Target
Business
Architecture
Solutions
Strategy Plan Strategy
(Business View)
Delivery
Technology Develop Target Strategy
Trends Service (IT View)
Delivery Model
Use a Self-Assessment: How Do You Rate?
This is an informal assessment. For each area, rate these factors, where 1 means you have
not started or have a largely ad hoc approach and 5 means you have reached leading practice.
SCORE
A1. Business strategy - Clearly defined business strategy _____
A2. IT strategy - Strategy clear to all and contribution recognized _____
B1. Business applications - Major systems support the business strategy explicitly _____
B2. Personal productivity - Right tools are in place to get the job done _____
B3. Information management - Timely information is available and of the right quality _____
C1. Service management - Internal IT processes conform to quality framework; e.g., ITIL _____
C2. Technology environment - Reliable and cost-effective IT service delivery _____
C3. Asset management - Resources are well managed _____
D1. Architecture framework - Well-defined and stable architectural plan _____
D2. Progress achieved - Getting progressively closer to desired architecture each year _____
E1. Human resources - Right skills and teams in place _____
E2. Organization - Structure best to deliver IT services _____
E3. Client relationships - Strong relationships exist with our clients _____
F1. IT governance - Clarity about who makes decisions _____
F2. Performance metrics - Scorecards highlight critical success factors _____
F3. Budgets - Quality of budget processes and charges for services _____
business strategies
Enterprise
- Set of common strategic
Business
requirements derived Strategies
from ENTERPRISE
business strategies Business Business Information Business
the enterprise
• The resulting document EBA EIA ETA ESA
BCR 1: Reduce “opportunity to proposal” BIR 1: Sales/sales administration requires details of product/offering
conversion time by 60%, from 10 to 4 business information in real time
days BIR 3: Marketing, channel partners, and sales require knowledge of
BCR 3: Implement lead and opportunity customers, prospects, proposals, leads, marketing programs and
management process campaigns, value generated for customers (customer satisfaction),
support delivery metrics on demand
BCR 8: Automate sales proposal generation
BIR 10: Sales/marketing/product planning must have detailed
capability, including appropriate approvals and
workflow to reduce opportunity-to-proposal knowledge of all successful consulting engagements to evaluate as
conversion time standard products upon completion from consulting team
LOB
Service
Most Strategic IT
Improv. Plans Have 3-to-5
Projects
Year Planning
Horizons
Customer
Service
Rather than have
Facing a laundry list of
Projects
initiatives, make sure
you demonstrate how
the plan will be
implemented over time.
This will indicate
priorities, synergies
IT Cost and set proper
Saving
Projects expectations
(especially support for priority
business-side needs)
Key Issues
Essential Ingredients
to Address the Building
Core Building Blocks Blocks of IT Strategies
Business Strategy • Direct Link Between Business
Application and IT Strategy
Strategy
• Sound IT Governance
Infrastructure
Strategy • Definition of the IT
Environment
Architecture
People/Sourcing
• Major Initiatives
Financial • People/Resources
• Risks
• Measures of Success
Source: "Key Questions That Government IT Strategic Plans Should Address" (G00144046)
Strategy as a Continuous Process
Vision Challenges
External: Scenarios Opportunities Plan
Political Strategies Best practices Build
Budget Analyze/synthesize Execute
Clients
Partners Processes
Technologies Resources
BU/IT
Scan and sense Learn Build Offerings
Channels
Internal: Communication
Resources Policies
Processes Technologies
Staffing
Management Innovate and adapt Execute
Faster cycle times Processes
Better results Metrics
Key Issues
Responsiveness
Relationship
Alignment/Vision
Objective 1.1
Provide the infrastructure needed to support
service delivery
Strategies:
• Build and maintain Michigan's infrastructure
• Implement an asset management process statewide.
• Bridge the digital divide
• Improve ease of use
Objective 1.2
Provide reliable, responsible stewardship of data,
information, and increase the number of online
services
Strategies:
• Continue to expand Michigan.gov by adding services
• Protect data and citizen privacy through a
comprehensive security strategy
• Deliver business continuity and disaster recovery plans
*A CRV derivative
Goals, Programs and Target Measures
Activities
Desired
Goal Results and
Measures
Objective
IT Scorecards Linked to Strategic Plans
Can Assist in Governance
Strategic Service-Level Customer
IT Performance Overview
Contribution PerformanceIT Operations
Satisfaction
• Performance against budget •SLA performance
Effective
• Benchmarks •Business risk reduction
Alignment Business/IT
External
Business
• System/application reliability Customer •Security/EA
Partnership
assessments
Business & Public Contribution Orientation
Value of IT
Application
Business Value
Management of IT Organization
Delivery Performance
IT Investments Vision • Quarterly/annual
Performanceassessment surveys
• IT contribution to performance
goals/outcomes and • Benchmarks and trends
IT
• Value contributions in
Internal
Staff Capability
time/quality/cost impact
Strategy Process
& Effectiveness Excellence
Major program/project
Business Responsiveness
Customer
Architecture
Satisfaction
Innovation Operational
performance
• Help desk performance
Internal Cost of
Evolution Improvement Excellence • Cost/ schedule
Quality and benefit realization
Measures
• Problem resolution cycle times
Knowledge performance (variances)
Management Information
• Contribution
• Choice of vendor satisfaction to PMA, PART, High Risk
Emerging Assurance
List reduction, etc. assessments
Service Capability Technologies
Improvement Research Asset Retirement and Disposition
IT Governance ≠ IT Management
They Are Not the Same
What IT Governance Is:
Collective decisions and guidance about:
Effective
Alignment Business/IT
External
Business Customer Partnership
Business & Public Contribution Orientation
Value of IT
Application
Management of Delivery
IT Investments Vision Performance
and IT
Internal
Staff Capability Strategy Process
& Effectiveness Excellence
Business Responsiveness
Architecture Innovation Operational
Internal Cost of
Evolution Improvement Excellence Quality Measures
Knowledge
Management Information
Emerging Assurance
Service Capability Technologies
Improvement Research Asset Retirement and Disposition
IT Strategy for Your Organization
• Apply this to your context
• Quick self-assessment
• Develop your game plan
- Approach
- Scope (especially what’s NOT in it), TOC
- Major milestones
- Deliverables based, outcomes oriented
- Make it an active, working tool
Recommendations
Follow a process in creating your strategic
IT plan; it is not about producing a document.
Strategic IT planning is not self-directed
or self-implementing – use EA for planning
and portfolio management to implement.
Make sure your completed process can answer the six
basic questions.
Use your strategic plan by populating it with
performance measures to demonstrate progress,
success, and areas for change.
Having planned the work, work the plan
(NO SHELF DOCUMENT!)
Creating and Using Effective IT
Strategic Plans
Louis Boyle
Vice President
Gartner Executive Programs