(Note: This is a reply to Mr. G.'s thread in USeP-IC Web Forum - Assignment 8: fast forward ... You were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.
Looking forward and into the coming years, being hired to make a strategic plan for the company is not far from possibility. But it takes foundation of knowledge and experience considering that the task is a critical element of the firm. Big deal. However, provided that I have read, reviewed, and studied the basic aspects about it, I may be able to explain to them the essential elements of the plan. I have gathered all related data regarding the previous lessons on Strategic Information Systems (IS) Planning and Strategic Planning Retreat, and perhaps, I have enough to mention some vital points which I could be used in developing the strategic questions.
First, let us talk about the strategic information systems (IS) plan of an organization. It has been stressed that planning is a major step and a necessary one when it comes to running a business. So to begin a clearer perspective on the purpose of having a strategic IS plan for the firm who hired me, I will warm it up by this question:
Why plan? The organization is established to do business. And for business to grow, it has to aim for success. Success can only be accomplished if there is a concrete game plan which is to be followed so to make things organize and keep them on the right path. A firm plans to obtain resources – the financial, facilities, and staff of the company. These things are essential to run a business. Secondly, an organization plans to align information systems (IS) with business. We may have business targets that are to achieve, and because the IS of the company is considered as the heart of business, it shall be fueled making its goals in one with the overall goals of the company as what we see it from the general business aspect. Thirdly, we plan to identify needed applications. Fourthly, plans are made to establish goals, schedules, and milestones in order to track progress (which could be the very point why I am called in to develop a plan). Finally, we plan to provide an opportunity for communication with top management and user management. I would like to emphasize here, since the company officers invited me to discuss with them the direction of the company, planning is somewhat diverse than plain forecasting, or calculating what is likely to happen in the future of the business. Yes, forecasting is predicting the future, but planning is being prepared for that future. And this is the rationale of the task.
So now that we have warmed up a little bit, let us get in to this more serious. In a general point of view, a strategic information systems plan involves establishing a mission statement, assessing the environment, set goals and objectives, deriving strategies and policies, developing long-, medium-, and short-term plans, and implementing these plans and monitor results.
Where are we now?
This question examines first, the world we face. This is a broad environmental analysis. The company officers should be able to respond on the issues like, what is going on in the world today? Be it on the political, social, economic aspects, demographical, cultural, and educational facets. Then, will tomorrow’s environment be different or still the same? The management could give relevant information from media or other resources. Assessing the environment is evaluating the capabilities of the IS/IT department for example, the readiness of the company to use IT, the status of our customers and the industry, and the status of the society.
Second, it evaluates, after the issues in the world we face today, what is happening in other like industries. What can we learn from their strengths and weaknesses? Who are the competitors in the field? What do we need to know about them? These will give us the idea of our competitors and their edge from us or our edge from them. Typically, it will give us a basis for comparison from somebody of the same industry where we belong.
Thirdly, this will urge us to have an internal analysis – of who we are and why we are here? So from here we could specify the company strengths, weaknesses, opportunities, and threats (SWOT).
Lastly, what do we value? What values have guided us to this present time? These are the organization’s core values that every employee strives to live with. Do we still hold these values? If we do have it?
Why do we exist?
This question focuses us on evaluating what is our mission. Typically, it answers: what are we? What do we do? Who are our customers? What is the benefit to our members? What makes us unique? These are the services that we are responsible for – the place in the organization – of what you do in the company.
Where do we want to be?
This is the question which leads to our vision for the strategic plan. Key questions include: what is our vision for the future? What should be our focus for the coming years? What vision do we have for our organization in the next five years? These questions are visionary and not process. They are also measurable. In other words, all these make up on what is/are our dream(s) in the future?
How do we fill the gap from where we are and where we want to be?
After assessing ourselves and being able to answer the previous questions, we now have a basis on our focus questions: how wide is the gap between where we are and where we want to be? How do we measure that gap? What barriers keep us from reaching our vision? How can we bridge those barriers? What steps can we take to fill the gap?
So the first step is to identify critical success factors – think of the goals to accomplish the mission, the business processes to achieve these goals. Questions that should be focused in to are: what would it take to achieve these goals? What are the business processes that we need to achieve each critical success factor or goal?
So we should make out what plans do we have to make. What people resources and financial resources do we need? Are any new structures necessary? If so what are they?
Filling the gap is addressed by formulating long- and short-term goals to be achieved. These goals should also be achieved by breaking it down into objectives (specific and measurable targets) to be aimed. In every strategic goal are critical success factors or outcomes (how will we get there).
Wrap-up
To have the closing part, we should answer the questions, what could we do to establish this mission and attain these goals, given who we are and what we represent. Where do we go from here?
Those essential points I have mentioned above are also guide questions I have taken from my research in my report topic. They are simple and straightforward, yet you will be forced to think critically since even planning involves planning. What you think of right now shall make out the consequence of the future aspects of business. That is why in strategic planning, every factor is intensively deliberated because it will determine better and efficient results.
That’s it. I hope I was able to satisfy the company officers who hired me. These may be a lot of questions but they were necessary to have a thorough reflection.
I would like to express my acknowledgment and gratitude to the following resources I used as references in the above statements:
E.R. McLean and J.D. Soden, Strategic Planning for MIS, Wiley-Interscience, (1977)
Strategic Planning Retreat, Volunteer Power: Mobilizing the Power and Passion of the Volunteer Network, Copyright 2010
Marilyn Snider & Michelle Snider, Pacific Northwest Cooperative Ecosystem Studies Unit (Pnw Cesu) Strategic Planning Retreat, Center for Urban Horticulture, University of Washington, Seattle, (April 30, 2001)
Microsoft Encarta Dictionaries
1 comment:
If I were to wager a guess at why, I’d say that users don’t “browse” forms. The interaction style users engage in with forms is different, and requires its own study and design best practices.
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