INFORMATION SYSTEM STRATEGIC PLANNING PRACTITIONER'S NOTE -draft version | Strategic Planning | Strategic Management

OPEN PRACTITIONER NOTES: INFORMATION SYSTEMS STRATEGIC PLANNING BASICS

Version 1.2 2009

Open Practitioner's Notes on Information Systems Strategic Planning

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INTRODUCTION
The practitioner's note presents lesson-learned from openly published documents that offer standards framework, methods, and templates in doing Information systems strategic planning. It puts together the references and tools to identify the information, to construct the analysis, to define the options, and to compose the documents in doing information systems strategic planning. The practitioner's note demonstrates the principle of “not-to-reinvent the wheel” by improving from existing practices, guidance and standards. The identified knowledge items are logically structured to support the learning needs of those who attend the e-government management training. It is intended for the users to read, write, evaluate, implement and improve an information systems strategic plan. It guides the government leaders and workers to build their knowledge, decision points, and action items in communicating and doing information systems strategic planning in their organization. The aggregated information provides the empowering content to benchmark current practices, and to make improvement to the knowledge resources of the organization on the disciplines of information systems strategic planning. The practitioner's note provides essential concepts, procedures, templates and software that are used by the note-taker to facilitate the information systems strategic planning of select government and non-government organizations. It includes evaluated content considered by the e-government management training participants to be usable to communicate and implement information systems strategic plan. The information systems strategic planning is a preconditions to promote aligned and logically planned ICT initiatives and resource investment for the organization. It provides the strategic fit of all programs to match the intent, context, capability, and risks defined by the organization as a whole. The planning documents define and elaborate the performance metrics and the critical success factors in the delivery of the strategic programs and projects that are deemed to bring change improvement to the organization. The practitioner note is an open content project. The note-taker DOES NOT REPRESENT the aggregated framework and brand names mentioned in this open content project. The cited documents, products and services are presented to freely promote discovery and informed decision on the use of information and communications technology standards, methodology and software to realize the goals of effectively deliver the e-government services to all. The users must exercise DUE DILIGENCE in appraising the applicable use of the concepts, framework, methodology, template and software in their organizational setting. The users are FREE TO USE the digital copy of this open document as long as proper attribution, no modification is done and respect of the copyrights limitations and acceptable use policy of the cited materials are observed.

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Table of Contents
Part 01: Information Systems Strategic Planning Framework.......................................4 1.1 Definitions..........................................................................................4 1.2 The Need for Strategic Planning.................................................................5 1.3 Strategic Planning Decision Points..............................................................6 1.4 Strategic Alignment Model.......................................................................7 1.4 Phases of Information Systems Strategic Plan.................................................9 1.3 Test of Effective Strategy.........................................................................9 Part 2. Doing Information Systems Strategic Planning..............................................10 2.1 Process Checklist.................................................................................10 2.2 Information Systems Strategic Planning Questions..........................................11
Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet 01: Strategic Intent............................................................................12 02: Strategic Baseline..........................................................................12 03: Strategic Goals.............................................................................14 04: Strategic Program..........................................................................14 05: Strategic ICT Services.....................................................................15 06: Strategic ICT Services Performance Metrics...........................................15 07: Strategic ICT Investment (New Requirements).......................................15 08: Financial Valuation of the Strategic Investments.....................................16 09: Strategic Plan Implementation Time line..............................................16 10: Implementation Roles and Responsibilities............................................16 11: Information Systems Strategic Plan Document Template...........................17

ABOUT THE NOTETAKER:................................................................................24

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Part 01: Information Systems Strategic Planning Framework

1.1 Definitions
Strategic Planning and Information System Strategic planning is the methodical process of envisioning the desired future of the business, and translating the vision into broad definition of goals or objectives, and the high level identification of the steps and investments to achieve the defined targets within the defined time continuum. Information system is composed of users, suppliers, organization, location, data, data store, process, procedures, methods, controls, rules, technology, and products that interact as a system to generate the knowledge, decision and artifacts that are necessary to deliver the expected outcomes of the business domains and of its stakeholders, customers and workers. Information and Communications Technology and Information Systems Strategic Plan Information and communications technology is the configuration of electronic devices , operating systems, program logic and platforms, and standard references to compose the infrastructure that allow the digital capture, manipulation, storage, presentation, and sharing of data and information which are necessary to do business transaction, decisionmaking, and product creation. Information systems strategic plan it is the living document resulting from the methodical process of envisioning the desired future state for the information systems based on the vision articulated by the business. It defines the goals or objectives to make the effective alignment of information and communications technology to the required information systems that fulfill the strategic intent and performance metrics of the business. The process involves the taking of inputs (information), categorization and analysis of knowledge (truths), and identification of options (decisions) in the light of anticipated risks and possibilities in order to map out the approaches, goals, and objectives to align ICT to strategic intent of the business within the defined time continuum. The outcomes of the information systems strategic planning are expected to keep the organization focused and unified on the aligned value of information and communications technology as the means to fulfill the ends of the business strategy. Information systems strategic planning involves the collaborative engagement between the business management and ICT management to define, agree, and communicate the vision, goals, objectives, action, requirements, and governance in realizing the integrated change of the business through the ICT supported information systems.

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1.2 The Need for Strategic Planning
What are the indicators to tell the need for strategic planning? The following descriptions provide the indication of a working strategic plan in an organization. Examine the need for strategic planning by connecting the situation of your organization to the listed descriptors, and state your agreement or disagreement of their presence. The higher are the items of disagreement speak of the need to initiate strategic planning. DESCRIPTORS 1 The organization and its ICT project has clear vision of what it wants to achieve and there is a consensus around this vision by all stakeholders. Value issues are often discussed in the organization and ICT project and there is agreement on the values base of the organization and ICT project. The current mission statement of the organization reflects clearly what the organization and ICT project does, for whom, and why it is important. The organization and ICT project regularly reflects on its strengths and weaknesses and on the opportunities and threats in the environment. The organization and ICT project finds it easy to prioritize, making a distinction between what it must do, what it should do and what it would like to do. The organization and ICT project has clear indicators by which it measures the impact of its work. The way in which the organization and ICT project is structured internally makes sense in terms of efficiency and effectiveness. The work done by the business units and ICT project fits together coherently in the different areas of work. The work results fit well with one another. The external and internal contexts in which the organization and ICT project operates are relatively stable and there have been no major changes in the past year. PRESENCE AGREE DISAGREE

2

AGREE

DISAGREE

3

AGREE

DISAGREE

4

AGREE

DISAGREE

5

AGREE

DISAGREE

6

AGREE

DISAGREE

7

AGREE

DISAGREE

8

AGREE

DISAGREE

9

AGREE

DISAGREE

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1.3 Strategic Planning Decision Points
What are the decision domains in doing strategic planning? The following decision points categorize the understanding and and shared choices to be elaborated and opted during the strategic planning. It anticipates the kind of information to be gathered and evaluated in order to compose the knowledge to be communicated in the strategic plan.

DECISION AREA Identity

DESCRIPTION Decision on the purpose that must be embodied in the actions of the organization. It is expressed in the chosen mission statements, values, and objectives. Decision on what can be done, capability to exploit, capacity to optimize, and capital to utilize. Decision on what make the organization different in comparison to similar business and what unique value to realize with the targeted customers. Decision on the organizational strength, weakness, opportunities and threats to be mitigated and exploited to realize the defined purpose. Decision on the political, economic, social, and technology environments to exploit for development, or to consider as risks for mitigation. Decision on the critical performance deficiencies and change directives to move the organization towards it defined identity and differentiating value. Decisions on critical targets and performance outcomes to be realized by the organization within the plan's prescribed time continuum. Decision on the aligned programs and project options to insure the effective, efficient, and timely delivery of the goals and objectives within the targeted future. Decision on the investment items, and the sourcing strategy to support the availability and sustainability of goods and services. Decision on fund sources and sustaining the costs behind the requirements. Decision on the tasks, activities, and time line in building the requirements of the strategic action. Decision on how the strategic plan will be implemented, and the organization to insure control and monitoring of the successful delivery of the plan.

Capability Differentiation

S.W.O.T. Situation P.E.S.T. Environments Gaps

Change Goals and Objectives Action

Requirements Funds and Sustainability Schedule Governance

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1.4 Strategic Alignment Model
The challenge of realizing the value of strategic investments on information and communications technology must address first the alignment between the business strategy and the ICT services strategy of the organization. And secondly the need to define and form the dynamic administrative process to ensure the contiguous alignment between the business domain and the ICT services domain. (Venkatraman, Henderson and Oldach) The process of information systems strategic planning must identify the maturity status of the alignment between business strategy and ICT services strategy. The developed plan must embody the strategic alignment model that makes the strategic information systems serve the synchronize goals and outcomes of the business and ICT domains. References on strategic alignment model speak of four domains. ALIGNMENT DOMAINS 1 Business Strategy DESCRIPTION It speaks of business scope, distinctive competencies, and business governance. It speaks of administration roles and responsibilities structure, processes, and skills. It speaks of technology scopes, systems competencies and metrics, and ICT services governance. It speaks of the information technology architectures, standards, methodology, people capabilities, support organization, service processes, acquisition practices, service level metrics, security and safety, and business continuity.

2

Organization Structure

3

Information and Communications Technology Strategy Information and Communications Technology Infrastructure

4

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Alignment Perspectives and Responsibilities

Strategy Execution (Arrow 1) The business strategy serves as the driver in selecting the appropriate design of the organization, and in defining the logical framework of the information systems structure. The business top management works as the strategy formulator and the the strategy implementation belong to the , Information systems management. Technology Potential (Arrow 2) The business strategy maintains its being the driver of organizational intent and change, and it includes the articulation of the IT strategy to support the chosen business strategy and the consequent specifications of information systems infrastructure and processes. The business top management works for the technology vision to be embodied in the formation of the IT strategy that will support the chosen business strategy. The information management serves as the information and technology architect who efficiently and effectively designs the executes the required information systems infrastructure that is consistent with the external components of IT strategy (scope, competencies, and governance. Competitive Potential (Arrow 3) This perspective defines the exploitation of emerging capabilities of ICT to have impact on new products and services of the business scope, to have influence on the distinctive competencies, and to change the forms o organizational relationships.. The business top management works as visionary to articulate the value and impact to the business strategies of the emerging ICT competencies, functions, and solutions. The ICT management serves as catalyst, who identifies and interprets the trends in the IT environment to assist the business managers to understand the potential opportunities and threats from an IT perspective. Service Level (Arrow 4) This perspective focuses on how to build high standard ICT organization with the business organization. The business top management serves as the prioritizer who articulates how best to allocate the scarce resources both within the organization as well as in the IT marketplace (in terms of joint ventures, licensing, minority equity investments, etc.) The ICT management serves as the service business lead.

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1.4 Phases of Information Systems Strategic Plan
Anita Cassidy in her book, A Practical Guide to Information Systems Planning, identified four broad phases of the strategic planning.

Phases Conceptual Phase Analytic Phase

Description In this stage the organization defines the vision, mission, purpose, processes and scope of the strategic plan. In this stage the organization performs the internal and external scanning of the environment in order to provide the information to guide the strategic planning effort. In this stage the organization develops the objectives, strategies, options, priorities, resources, and recommendations in order to achieve the expected end results. In this stage the organization defines metrics to control implementation, and to provide input for continual improvement and adjustment of the defined strategic plan.

Planning Phase

Monitoring and Evaluation Phase

1.3 Test of Effective Strategy
THE TESTS Goodness of Fit Test THE INDICATORS The strategy has to be well matched to industry and competitive conditions, market opportunities and threats, and other aspects of the enterprise's external environment. It has to be tailored to the company's resource strengths and weaknesses, competencies, and competitive capabilities. The effective strategy leads to sustainable competitive advantage. The bigger the competitive edge that a strategy helps build, the more powerful and effective it is. The effective strategy boosts company performance. Two kinds of performance improvements are the most telling of a strategy's caliber: gains in profitability and gains in the company's competitive strength and long-term market position.

Competitive Advantage Test

Performance Test

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Part 2. Doing Information Systems Strategic Planning
2.1 Process Checklist
The essential activities and the key deliverable in doing information systems strategic planning.

Steps 1 Initiate

Activities

Deliverables Planning Justification, Process Framework and Methods Agreement, Cost and Fund Approval Planning organizational structure, stakeholders, communication and decision-making flow, roles and responsibility matrix Strategic Planning Development Plan, Work Breakdown Schedule, and Budget Process, Skills and Assets Inventory Document, Issues and Trends Research Findings, Request for Information Responses Process and Assets Performance Audit Report, Gaps and Risk Analysis Report. Mandate, Mission, Vision, Goals, and Programs Approved Document Enterprise Architecture Document, Services and Application Reference Document, Data Reference Document, Technology Configuration Document, Sourcing and Development Strategy. Good and Services Investment Matrix, Financial Work plan and Fund Sources Management reference to control the performance, metrics, deliverables, risks, and continual improvement of the planned strategies. Information Systems Strategic Implementation Plan Document – purpose, organization, fund source, tasks, activities, time frame, requirement and deliverables. A Strategic Plan Log Frame, Approved ISSP Template from regulatory body. Communication document, endorsement and approval signature, publication vehicle and artifacts.

2

Organize

3

Plan to Plan

4

Baseline Inventory and Research

5

Baseline Situational and Risks Analysis

6

Vision, Goals, and Action Setting

7

Solution Conceptual Modeling

8

Requirements, Investments, and Funds Definition Governance Framework Setting

9

10

Implementation Plan Formulation

11

Information Systems Strategic Plan Integration Document Authoring and Review Information Systems Strategic Plan Communication and Approval

12

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2.2 Information Systems Strategic Planning Questions
Define the key questions to build up the knowledge requirements to gather input, to perform analysis and to formulate decision in doing information systems strategic planning. MANDATE MISSION VALUES
What is the legal basis and related order that define the business of the agency, its the functional definition, and appointed organization? What are the high level purposes and directives to execute the legal order? What “good” the organization has to embody in executing the mission. It also means, what “evil” to be eliminated in pursuance of the underlying positive principles of the mandate and mission? What is the envisioned condition of the future for the organization that reflect the achievement of the mandate, the mission, and values for the organization within a defined timed horizon and under the condition of using the ICT tools and services? What is the picture of the current state of the organizational components in terms of how it is achieving the mission, values, and vision in the light of the existing process, information, technology, and products. Identification of the business and technology trends and external demands that the organizations are facing from related organization, standard and regulatory bodies? What are the gaps in contrasting the current business, information and technology situation with the mission, values, and vision of the organization. Describe and rate the impact of the risks if the analyzed gaps prevail in the next desired future state of the organization? What are the targets (based on the analyzed change offered by relating the situation to the mission, values and vision) to be achieved in order to bring about the integrated change in the targeted time frame for the vision realization. Goals speak of the strategic thrust to push the organization forward? What are differentiating strategies, initiatives, programs or project options to be executed in order to realize the defined goals Action speaks of the prioritized strategic program to embody the strategic thrust? What are the measurable outcomes to indicate successful performance of the stated actions? What are the drawings that represent the integrated solution conceptual model to deliver the defined strategic objectives? The conceptual model must present the integrated change to realize in the performance, business, information and technology reference models of the organization. It must demonstrate the relational integration of the enterprise architecture components to realize the ends defined for the stakeholders and partners of the organization. What are the critical success factors, investment components (goods and services), people skills, methods, and schedules to deliver the stated solution conceptual model? What is the estimated cost of the requirements, and how the cost will be valued in relations to targeted benefits for the organization? How are the cost requirements be capitalized and financially sustained (GAA, ODA, MOE etc)? Define the organizational and decision structure to manage the planning, implementation, and continual improvement of the information systems strategic plan?

VISION

BASELINE

ANALYSIS

GOALS

ACTIONS

OBJECTIVES SOLUTIONS

REQUIREMENTS FINANCE

GOVERNANCE

IMPLEMENTATION What are the planning components to implement the strategy, and the means to monitor the execution of the planned implementation? PLAN

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Worksheet 01: Strategic Intent No 1 2 3 4 5 6 7 8 9 Components Mission Values Vision Domains Goals Services Outcomes Investment Governance Statement of Purpose Statement of the positive principles to embody the action of the business Statement on the envisioned future state of the business Categories of performance areas of the business to realize the vision List of targets to be achieved in the defined performance areas of the business. Categories of programs or products to implement the goals List of measurable results to be realized by the category of services Configuration of goods and services to support the outcomes, it includes the estimation of cost and capitalization sources. Flow chart of roles and responsibilities structure to sustain and control the initiation, planning, execution, and continual improvement of the services, investments and results. Description

Worksheet 02: Strategic Baseline Specific internal and external variables that describe the operational status and management of the organization, and will provide the proper assumptions in establishing the goals and actions to be selected in bringing about the vision of the future. 2.1 Business Organization Reference Model Business Reference Model Name: Industry Segment: Business Domain Scope: Business Area:
What is the standard name of the business in relation to its reference model? What industry sector the business is identified? (retail, manufacturing, education, regulatory, etc.) What are the scope category of the business area in terms of the primary functions to fulfill? (ordering, delivery, billing, etc.) What are the collection of business process (tasks) in the defined scope category? (order registration, order review, order reply, order confirmation, etc..) What are the expected outcomes from the collection of business process? (Efficient transaction to receive, to approve, to communicate, and to realize customer's order.) Who are critical providers of inputs for the business area to deliver the business outcomes? Who are beneficiary of the results generated by the activities of the business area? Who are responsible in management of the business, and the structural tree of their roles, responsibilities, and dependencies??

Business Outcomes:

Business Suppliers Business Customers Business Organizational Tree

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2.2 Operation S.W.O.T. No.
1 2 3 4 5 6 7 8 9 10 11 12

Performance Areas
Policies, Strategies, Goals, Objectives and Programs Skills and Experts Process Governance Products and Services Quality Management Customer Relationship Information Management Fiscal Management Resource Management Technology, Tools, Standards and Methods Acquisition and Service Provider Management Compliance and Continual Improvement

Strength

Weakness

Opportunity

Threats

2.3 ICT Services Performance Status
ICT COMPONENTS No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

PERFORMANCE STATUS Location Users Availability Reliability Usability Security Cost

Service Areas
Workstations Network Devices Network Cabling Servers Hardware Network Services Office Software Specialized Software Web Services Security Services Storage Services Application Services Database Services Active Directory Bandwidth Services Help Desk Service Management Support Equipment Power Management

Inventory Assets

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2.4 Environment Condition Specific external trends, scenario, and changes that currently exist or anticipated to emerge, and will provide the opportunity, constraint and risks in the implementation of the strategic intents.
Organization Domains Business Model Information Model Technology Model People Capability Providers Capability Culture Maturity Political Economic Regulatory Industry Technology

Worksheet 03: Strategic Goals Performance Areas
Business Model Information Model Technology Model People Capability Providers Capability Culture Maturity

What to Achieve

What to Preserve

What to Avoid

What to Eliminate

Worksheet 04: Strategic Program Performance Areas Business Process Improvement People Capability Information Maturity Service and Product Quality Customer Relationship Revenue Generations Product and Services Innovation Goals Program Name Key Performance Indicators

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Worksheet 05: Strategic ICT Services Solution Attributes Services Name Services Objectives Services Business Owners Services Stakeholders Performance Model Process Model Data Model Application Model Infrastructure Model Integration Model Standard References Security Framework Service Levels Competency Needs Worksheet 06: Strategic ICT Services Performance Metrics ICT Services Communication Services Data Services Application Services Security Services Knowledge Management Key Performance Indicators Critical Success Factors Means of Verification Item List and Drawing References

Worksheet 07: Strategic ICT Investment (New Requirements)
Control Number
1 2 3 4 5 6 7 8 9 10

Configuration Items

Deployment Location

Supported Business Areas

Number Needed

Estimated Cost

Delivery Schedule

Fund Source

Computer Desktop Computer Laptop Computer Server Network Devices Network Cables Software (New Systems) Software (Upgrade Version) Bandwidth Services Service Support Patches and Utilities

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Worksheet 08: Financial Valuation of the Strategic Investments Investment Item
Communication Services Application Development COTS Acquisition Training and Certification

Total Cost

Return of Investments

Pay Back Period

Worksheet 09: Strategic Plan Implementation Time line Goals Services/Project Deliverables Dependencies Start Period End Period

Worksheet 10: Implementation Roles and Responsibilities Tasks Name Responsible Accountable Expert Worker

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Worksheet 11: Information Systems Strategic Plan Document Template EXECUTIVE SUMMARY PART 1: ORGANIZATIONAL PROFILE DEPARTMENT/AGENCY VISION/MISSION STATEMENT A.1. Mandate A.2. Vision A.3. Mission A.4. Strategic Goals and Program • • Strategic Goal 1: o Program Item o Program Item Strategic Goal 2: o Program Item o Program Item 1: 2: 3 4

DEPARTMENT/AGENCY PROFILE B.1. Name of Designation Information Systems Planner B.2. CURRENT ANNUAL BUDGET FUND SOURCES AMOUNTS

B.3. ORGANIZATIONAL STRUCTURE COMPONENTS

COUNTS

B.4. ORGANIZATIONAL FUNCTIONAL CHART • Functional Flow Chart C. THE DEPARTMENT AND ITS ENVIRONMENT ▪ Functional interface chart in relation to its customers and organizational linkages. D. PRESENT ICT SITUATION (STRATEGIC CHALLENGE) –AS-IS-STATUS AND GAPS

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E. STRATEGIC CONCERNS FOR ICT USE E.1 DESCRIPTION: • • • • What kinds of strategic gaps that information and communications technology shall be able to fill-in? What kind of changes or improvement requirements that the use of ICT shall be able to enable? What kind of agency risks that the use of ICT shall be able to mitigate? In what functions of the agency that the use of ICT shall have high level of impact in terms of service quality, efficiency, timeliness, accountability and security?

E.2 DETAILS Major Functions Critical Management/Operating Business Systems Problems Intended Use Of ICT

PART 2: NFORMATION SYSTEMS STRATEGY CONCEPTUAL FRAMEWORK FOR INFORMATION SYSTEM input-storage-process-output-sharing model DETAILED DESCRIPTION OF THE ICT PROJECTS ICT PROJECT 1: B.1.1 PROJECT NAME: B.1.2 DESCRIPTION:

B.1.3 STATUS:

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DETAILED DESCRIPTION OF INFORMATION SYSTEMS NAME OF INFORMATION SYSTEM / SUBSYSTEMS DESCRIPTION STATUS DEVELOPMENT STRATEGY COMPUTING SCHEME

EXISTING

PROPOSE

IMPACT AND LINKAGES OF INFORMATION SYSTEM NAME OF INFORMATION SYSTEM / SUBSYSTEMS IMPACTS LINKAGES

Strategic Objectives & Programs

Benefits

Internal Users Owner(s) User(s)

External User(s)

DATABASE REQUIRED Name of Database General Content Description Status Information Systems Served Data Archiving, Storage, Media

NETWORK LAYOUT Network diagram of existing configuration and planned requirements

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PART 3: INFORMATION AND COMMUNICATIONS TECHNOLOGY SOLUTIONS ICT SOLUTIONS OF THE INFORMATION SYSTEMS Name of Information Systems ICT Solutions Existing Proposed

ICT STRATEGY FOR PUBLIC ACCESS How will the public gains access to the service.

PART 4: INFORMATION AND COMMUNICATIONS TECHNOLOGY SOLUTIONS ICT RESOURCE REQUIREMENTS A.1. HARDWARE ITEMS NUMBER OF UNITS EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL

A.1.1 NETWORK AND TELECOMMUNICATIONS ITEMS NUMBER OF UNITS EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL

A.1.2 DEPLOYMENT OF ICT EQUIPMENT NAME OF OFFICE/ ORGANIZATIONAL UNITS ITEMS NUMBER OF UNITS EXISTING PROPOSED

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A.2. SOFTWARE ITEM VERSION LICENSE TYPE NUMBER OF LICENSES TYPE EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL

A.3. ICT SERVICES TYPE NUMBER OF UNITS EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL

A.4. ICT MANPOWER AND ORGANIZATIONAL STRUCTURE

A.4.1 DEPLOYMENT OF ICT EQUIPMENT TYPE NUMBER OF UNITS EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL

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A.4.2 EXISTING ICT ORGANIZATIONAL STRUCTURE A.4.3 PROPOSED ICT ORGANIZATIONAL STRUCTURE A.4.4 .PLACEMENT OF THE PROPOSED ICT ORGANIZATIONAL STRUCTURE IN THE AGENCY ORGANIZATION CHART A.4.5 ICT TRAINING NEEDS ICT COURSES CLASSIFICATION TITLE DESCRIPTION NUMBER OF TARGET PARTICIPANTS YEAR 1 YEAR 2 YEAR 3 TOTAL

B.OTHER RESOURCES ITEMS NUMBER OF UNITS EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL

PART 5: DEVELOPMENT AND INVESTMENT PROGRAM A. ICT PROJECTS IMPLEMENTATION SCHEDULE NAME OF ICT PROJECTS YEAR 1 YEAR 2 YEAR 3

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B. INFORMATION SYSTEMS IMPLEMENTATION SCHEDULE NAME OF INFORMATION / SUBSYSTEM /MODULES YEAR 1 YEAR 2 YEAR 3

SUMMARY OF INVESTMENT BUDGET / ITEM ACCOUNT TOTAL FINANCIAL REQUIREMENTS IN PESOS YEAR 1 YEAR 2 YEAR 3

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ABOUT THE NOTETAKER: John Macasio
Mr. Macasio is currently the ICT project consultant of the Department of Education, Office of the Secretary, and of the Technical Education and Skills Development Authority, e-TESDA PMO. He also serves as the eGovernment Management Training Consultant of the National Computer Institute, Commission on Information and Communications Technology. He served as training consultant to some government agency-based trainings on ICT Project Management, namely Bureau of Internal Revenue, Land Transportation Office, Central Bank, Land Bank, and Intellectual Property Office. Mr. Macasio is professionally trained on ITIL Service Management Framework, Oracle Database Administration, and Microsoft Windows and Linux Network Services. He was the ICT Services Group Head of Far Eastern University for eleven years. He co-authors the United Nations APCICT Academy module on the Essentials of ICT Project Management for Government Leaders. He is the project consultant of CESB in the formulation of the National Competency Standards for CESO. He is the developer and administrator of the capability building projects on digital citizenship located at www.aralanet.org and www.onecitizen.net. He has written the other practitioner's notes on Doing Enterprise Architecture Modeling, Basics of ICT Project Management, ICT Services Management Essentials, and OpenDesk ICT for Teaching and Learning.

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