EEEE----SERVICES STATEGIC PLANSERVICES STATEGIC PLANSERVICES STATEGIC PLANSERVICES STATEGIC PLANThinking Boxes for E-Service Strategic Value
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
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
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
baseline information and change requirements to purpose, stakeholders, organization, resources, programs, time and funds?
AgendaAgendaAgendaAgenda
� Strategic Intent
� Strategic Value of ICT
� Strategic Planning
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
Strategic Intent Strategic Intent Strategic Intent Strategic Intent ––––The End PointsThe End PointsThe End PointsThe End Points
� Critical Attributes
� Sense of Direction -point of view on long term market or competitive position
-Gary Hammel & C.K. Prahalad
Strategic Intent Strategic Intent Strategic Intent Strategic Intent ––––The End PointsThe End PointsThe End PointsThe End Points
� Critical Attributes
� Sense of Discovery -point of view on what differentiate -unique point of view about the future
-Gary Hammel & C.K. Prahalad
Strategic Intent Strategic Intent Strategic Intent Strategic Intent ––––The End PointsThe End PointsThe End PointsThe End Points
� Critical Attributes
� Sense of Destiny – perceive goal as inherently valuable
-Gary Hammel & C.K. Prahalad
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?
Defining Strategic Value of ICT Services
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
Defining Strategic Value of ICT Services
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
Defining Strategic Value of ICT Services
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
Defining Strategic Value of ICT Services
– Top Management = formulate strategy,
– ICT Management = implement strategy)
Venkatraman, Henderson & Oldach
� 2. Technology Potential – ICT strategy is formulated to support chosen business strategy and the required ICT infrastructure and processes
� Top Management = provides the technology
Defining Strategic Value of ICT Services
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
Venkatraman, Henderson & Oldach
� 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).
Defining Strategic Value of ICT Services
� 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
Venkatraman, Henderson & Oldach
� 4. Service Level – building quality ICT organization within the organization.
Defining Strategic Value of ICT Services
� Top Management = serves as the prioritizerwho provides appropriate allocations
� ICT Management = serves as business leader who insures business ends of the ICT organization.
Venkatraman, Henderson & Oldach
� Strategic Alignment Model of ICT
– Draw the Alignment Schema
– Identify the decision domains, and draw
Defining Strategic Value of ICT Services
– Identify the decision domains, and draw the ICT Integration Decision Relationship Between Business Units and the ICT Services Management
Venkatraman, Henderson & Oldach
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)
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
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
Strategic BaselineStrategic BaselineStrategic BaselineStrategic Baseline
� Financial Worksheets
� Customer Experience
� Internal ProcessInternal Process
� Employees Lesson’s Learned
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
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
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
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