Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

UP Open University Information Systems - 272 Strategic Information Systems

Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

Gayatri Sevilla Fernando ID#: 2010-81453

Gayatri Sevilla Fernando MIS 2010 – 81453 1

Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

Purpose of the Document This strategic information systems plan was prepared for Ananda Marga Pracaraka Samgha (AMPS) as part of the requirements for the fulfilment of IS 272 course completion of the Master's in Information Systems program in the University of the Philippines Open University (UPOU). Audience The following audiences were kept in mind through the duration of the development of this document. • • UPOU - Professor John Galang and the Faculty of Information & Communications Studies panel. AMPS - Sectorial Secretary of AMPS Manila Sector, IT asset volunteers/administrators, the Pracar Committee, Press & Printing Secretary, Public Relations Secretary, interested members or volunteers.

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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

Table of Contents
List of Tables & Figures.....................................................................................................4 List of Acronyms & Glossary..............................................................................................5 Appendices, Internet Links & Resources..............................................................................6 Abstract.........................................................................................................................7 1 Conceptual Organizational Level …...............................................................................8 1.1 Organizational mission, vision..........................................................................9 1.1.1 Values and goals.......................................................................................11 1.1.2 Objectives and priorities.............................................................................11 1.2 Organizational history, description....................................................................11 1.2.1 Financial summary....................................................................................11 1.2.2 Industry summary.....................................................................................12 1.2.3 Environmental factors, internal strengths and weaknesses..............................12 1.3 Environmental requirements............................................................................14 1.4 External requirements ('customers', partners)....................................................16 1.5 Operating vision.............................................................................................17 Detailed Organizational Process Analysis of Organizational Direction.................................18 2.1 Information needs..........................................................................................19 2.2 Organizational Process needs...........................................................................22 2.3 Organizational Requirements............................................................................24 Conceptual Information Systems (IS) Plan and Vision.......................................................25 3.1 Internal IS situation..........................................................................................25 3.2 Organizational structure....................................................................................25 3.3 Expenditures backlog........................................................................................25 External IS situation....................................................................................................26 4.1 Industry trends...............................................................................................26 IS direction................................................................................................................27 5.1 Mission, vision.................................................................................................27 5.2 Strategic objectives..........................................................................................27 5.3 Strategies.......................................................................................................29 5.4 IS and organizational goals...............................................................................29 5.5 Computing architecture....................................................................................30 5.6 Information architecture...................................................................................20 5.7 Policies and responsibilities...............................................................................30 Detailed IS Recommendation........................................................................................30 6.1 Gap from current to future state........................................................................31 6.2 Organizational operating vision assessment.........................................................33 6.3 Environmental requirements assessment.............................................................35 6.4 Information needs assessment...........................................................................35 6.5 External requirements assessment......................................................................36 6.6 Organizational applications assessment................................................................37 6.7 Organizational requirements assessment..............................................................44 6.8 Technical computing architecture assessment........................................................46 Summary recommendation............................................................................................47







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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

List of Tables and Figures Tables AMPS Pracar Function: 1 Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis Table of Input Requirements 2 • Information 3 • People 4 • Process 5 Summary Table of Input Requirements 6 AMPS Pracar-IT Mission & Vision 7 Comparison Matrix of Application Options 8 Application Evaluation & Results Rating 9 Risk Register Figures 1 Conceptual Framework – Rájádhirája Yoga 2 7-Step Strategic Planning & Improvement Cycle 3 SISP Conceptual Framework 4 Values, Objectives & Systems Map Page 12 33 19 22 26 27 39 42 45

9 23 31 31

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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

List of Acronyms & Glossary

List of Acronyms IS - Information System IT - Information Technology UGC - User Generated Content AMPS - Ananda Marga Pracaraka Samgha SISP - Strategic Information Systems Plan DIY - Do-it-yourself SEA - SouthEast Asia CMS - Content Management System DMS - Document Management System IA - Information Architecture

Glossary Pracar – or Dharma Pracar (pronounced Prachar) is the practice of teaching spiritual philosophy and practices. Margiis - the term used to call members and followers of the AMPS philosophy. Dadas or Didis – Sanskrit for brother and sister respectively. They are the equivalent of monks and nuns. Samadhi – refers to a state of supreme bliss or the absorption of the unit mind into the cosmic mind. Oneness with the goal. Used in Ananda Marga philosophy to indicate absorption or merger into the Cosmic Consciousness, producing a feeling of bliss in the individual. Suspension of mind. Tantra or Tantric – relates to the tradition of Tantra which means "Liberation from crudeness." A spiritual tradition, first systematised by Shiva. It emphasises the development of all-round human vigour. Meditation and other physico-psychic-spiritual practices are integral to Tantra. Tantra also refers to a scripture that comments on this tradition. Business - interchanged with the term 'organizational' function, refers to the more 'business' oriented functions or those dealing more closely if not driving the customer-facing services of the organization. Engagement - in this document, engagement mostly refers to community engagement, which, as described by Wikipedia, refers to the process by which community benefit organizations and individuals build ongoing, permanent relationships for the purpose of applying a collective vision for the benefit of a community. While community organizing involves the process of building a grassroots movement involving communities, community engagement primarily deals with the practice of moving said communities towards change, usually from a stalled or otherwise similarly suspended position. Unofficial or official – in reference to media/content, refers to the representation of AMPS of content, publications etc., as an organization, whether by sector or as a global one. Mashup – in this document it refers to content, applications or services that combine various resources and combines data, presentation or functionality from two or more sources to create new services. The term implies easy, fast integration, frequently using open interfaces and data sources to produce enriched results that were not necessarily the original reason for producing the raw source data.
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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

Appendices, Internet Links & Resources
AMPS & SISP References A B C D AMPS Functional Structure Financial Summary - GSIS Yoga Program 2011 Object Data Structure Model Diagram Use Case Mindmap

Other References E Research on the Benefits of Strategic Information Systems Planning F Study on e-Government and Service Maturity Models Tools or Templates G Community & Content Planning Toolkit H Community Engagement & Planning Social Media Planning Resources I Social Media Strategy Development J Social Media Plan Social Media Action Plan Template Social Media Marketing & business models M The State of Community Management



Global Trends Internet & Globalization N Shift Happens O On Mobile Computing & Internet How the internet affects economies around the world Gayatri Sevilla Fernando MIS 2010 – 81453 6


Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha


A Whole New Mind

On Social Media R Clay Shirky: How social media can make history | Video on S The internet: The new face of disaster reporting | Editorial | Comment is free | The Guardian 10 Ways to Support Charity Through Social Media U 2011 State of Community Management 4 Real Challenges to Crowdsourcing for Social Good Social Media Case Studies W



On Fundraising X Professional Fundraising | SMS donations 'will be bigger than payroll giving' Y 20+ Charity & Fund Raising Tools Z DIGITAL CHARITY TOOLBOX: 50+ Ways to Get Your "Give" On AA SMS and Charities AB Other resources:

Change Management Approaches Resources ADKAR: Other theories:


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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

Research Focus The SISP explores how AMPS as a socio-civic non-profit organization can further utilize technology in a strategic way in order to advance its organizational objectives. (AMPS is a global organization present in over 80 countries but the scope of this SISP is targeted within the Manila sector (consisting of Southeast Asian countries)). The organizational area of investigation and exploration was the challenge of supporting Pracar (spiritual teaching) functions of the organization given the following key qualities/models adopted: volunteer-based, no-profit, no loss resourcing model, decentralized setup, and where no formal IT function is yet established. Research Methods Research methods such as desk research, interviews, and surveys were mostly conducted remotely in cooperation with organizational representatives. As a member of the organization since childhood and as an IT professional and consultant for over 11 years, prior knowledge and experience has also played a role in the research. Results or Findings Due to the limited amount of time, limited resources esp. without an IT function and the unplanned nature of the request, only high level information on the Pracar functions' strategic objectives have been recommended. Key findings, in any case, are as follows • While mission and vision statements have been defined for the Pracar function, more specific strategic objectives had yet to be defined. Whilst AMPS conducts quarterly organizational planning functions such as Review, Defect, Solution (RDS) and Inspection, Review, Solution, Structure & Solidarity (IRSS) conferences, strategic planning for IS has yet to find its way to being conducted regularly as well. • AMPS has yet to fully recognize or take action on the need for and extent of possible benefits of the proactive management of technology for strategic purposes. • There is no IT/IS function secretary and there is no IT-related coordination within the Manila sector IT administrators for the proactive management and sharing of IT resources. • Various information systems are currently used by local offices for website publishing or ecommerce which indicates a recognition of IT's utility to the organization, however, its maintenance continues to be a challenge. • Based on the assessment of customer and external requirements, three Pracar processes have been identified as opportunity areas for IS/IT enhancement or innovation. (1) Yoga classes, online community and social engagement, (2) Training & knowledge management, and (3) IT asset management. Conclusions and Recommendations The complex, dynamic and fast pace of change of technologies and customer behaviour will increasingly require AMPS to conduct more rigorous planning, coordination and change management practices if it is to maximise opportunities and manage threats that external environmental changes may present. Specific action items are recommended: 1. Recognize the need for an IT/IS function and develop an IS/IT secretary and/or committee which will include business-technology consultants or advisors to a. investigate and explore possibilities to increase effectiveness, efficiency and generate savings beginning with developing an inventory of organizational and IT asset resources. b. serve as SMEs for the organizational 'business' Pracar committee c. facilitate pilot tests for the implementation of applications supporting the 3 opportunity areas identified within the Pracar function. 2. Agree on the criticality of and commit to conducting regular strategic IS planning. Obtain a strategic plan as the output of the organizational planning functions Review, Defect, Solution (RDS) and Inspection, Review, Solution, Structure & Solidarity (IRSS) conferences from which the IT/IS committee can work off from to support and enhance. 3. Take advantage of and generate quick and easy wins already by maximizing the use of online services for (a) obtaining funding e.g. web services such as, setting up online or electronic payment methods to accept donations from such as Paypal, GCash, or via sharing of bank account number information, (b) getting volunteers for initiatives onsite or remotely e.g.,
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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

1 Conceptual Organizational Level This section describes conceptual organizational concepts that will provide the organizational context on which an information systems plan is based. 1.1 Organizational mission, vision The AMPS is a global socio-spiritual organization founded by Shrii Prabhat Ranjan Sarkar in 1955. It promotes a practical philosophy for personal development, social service and all around transformation of society, specifically self-realization (individual emancipation) and service to humanity (collective welfare): the fulfillment of the physical, mental and spiritual needs of all people. Spiritual philosophy ranges from subjects such as cosmology, realms of the mind (kosas), life, death and reincarnation, biopsychology, while social philosophy includes concepts such as neohumanism, education and the progressive utilization theory. Ananda marga yoga is a modern and evolved form of Rájá Yoga. Rájádhirája maintains the same elements as Rájá Yoga, but some new aspects necessary for modern humans are added: Madhuvidyá, Tattva Dhárańá and Cakra sadhana. Many other aspects have been reinterpreted clearly and authoritatively: Definition of Yoga, Yama and Niyama, Práńáyáma, and Ásanas. Figure 1 conceptually illustrates Rájádhirája yoga further. In summary, though, it is different from all other types of yoga as it is the powerful synthesis of the most ancient disciplines in Yoga, harmoniously belending the ancient with modern time needs. The focus of this information systems plan, however, is limited to the assessment of the Pracar function, which is one of the 55 functions of one of the 9 sectors of the organization, the AMPS Manila Sector which covers SEA countries. Pracar or Dharma Pracar is the Sanskrit term used by Ananda Marga to denote the teaching of spiritual practices. Its vision and mission is as follows: Vision We inspire people to become healthier, mentally strong, spiritually elevated by educating them with scientific yoga practices, holistic and natural approach to health through the teachings of Shrii Shrii Anandamurtii. Mission To become the leading yoga organization that provide scientific yoga practices, holistic and natural approaches to health, wellness and lifestyle with accredited yoga teachers who are committed, credible, effective, well trained and adheres to the principles of Yama and Niyama.

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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

Figure 1 Rájádhirája Yoga Conceptual Framework
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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

1..1 Values and goals Ananda marga is a philosophy of universalism maintaining human cardinal values and abiding by Yama and Niyama principles of morality. Human Cardinal Values Human cardinal values are values which remain true across time, person or place. P.R. Sarkar defines them as the silver lining between the psycho-spiritual and spiritual strata of human existence and that the human cardinal stratum is the meeting point of the spiritual and psycho-spiritual strata, adding that human existence is trifarious and is a combination of three currents: physical, mental and spiritual. The 5 core values are: a spirit of benevolence, sense of aesthetics, rational thinking, dynamicity, equipoise. More details can be found here:
Principles of Morality - Yama & Niyama Yama and Niyama principles demonstrate control over one's propensities in order to promote how to properly deal with the world. Yama principles consist of the controlling conduct with others. It consists of 5 parts: Ahimsa (non-harming), Satya (benevolent truthfulness), Asteya (nonstealing), Brahmacarya (universal thinking or ideation), Aparigraha (simple living). Niyama on the other hand, consist of principles that regulates one's own habits. It also consists of 5 parts: Shaoca (purity of mind and cleanliness of the body), Santosa (mental ease and contentment), Tapah (social service), Svadhyaya (inspirational reading), Iishvara Pranidhana (meditating on the Cosmic Consciousness). More information can be found here: . 1..2 Objectives and priorities While AMPS' long term goals are aligned to the organizational vision and mission described above. Short term goals have been determined as follows. ▪ Establish a separate legal organizational entity for AMPS Pracar functions by Q1 2012. ▪ Engage organizations for the development of Yoga/wellness programs within their organizations. ▪ Develop a curriculum for developing committed, credible, effective, well trained Yoga teachers who adhere to the principles of Yama and Niyama. ▪ Increase the establishment of model centers Master Unit - (A rural development cooperative community.) Yoga Centers Schools Vegetarian Restaurants Ananda Marga Units (general Ananda Marga office) 1.2 Organizational history description As described at the Ananda Marga website: . 1.2.1 Financial Summary The financial breakdown of a recent Yoga program conducted in GSIS is illustrated in Appendix B. The organization adopts a no-profit, no-loss
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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

philosophy while it is run mostly by volunteers or professionals minimally compensated if not just at cost. Money earned in programs such as what was illustrated in the spreadsheet will be reinvested for the development of other programs to maintain the no-profit, no-loss setup. 1.2.2 Industry summary Context To describe the socio-civic / socio-spiritual 'industry' would be to understand the overall social, cultural, economic, spiritual environment it operates in as well. From the time the organization has been established until now, demand for yoga and its teachings have grown to its tipping point. Amidst the history it has gone through, the spiritual/socio-civic NGO organizations does maintain key challenges internally and externally as an organization: Internal uniting internal political divisions within the organization obtaining and sustaining the inflow of funding establishing corporate-like professionalism as a culture within a volunteer type of setup. This includes organizing to establish care for retiring dadas and didis (literally translated as elder brother or sister, equivalent missionary/monks and nuns) obtaining more volunteers and increasing engagement within members or with other NGOs External helping raise awareness and consciousness of the masses and diverting money-based and materialistic values to cardinal human values uplifting of society's physical, psycho-spiritual wellbeing 1.2.3 Environmental factors and internal strengths & weaknesses A SWOT analysis had been conducted in lieu of AMPS's external environment as well as internal factors of the Pracar functions. The analysis is based on the author's observation, assessment and understanding of the Pracar function as a member of the organization herself, but not without the help of feedback from AMPS members themselves. Strengths Practical, rational, infallible and universal, expansive and immersive coverage of philosophy and teachings of P.R. Sarkar based on deep eternal truths Uniqueness of Rajadhiraja yogic practices blending age old yogic tradition and modern needs Access to global network of experienced, trained yogic Tantric teachers and members in over 80 countries Large amount of youth membership in the SEA region Flexibility to develop localized custom processes and approaches due to Opportunities Increasing interest, participation, openness and requests from corporations and other organizations as well as individuals alike for Yogic knowledge, practices, classes Increase in work/life-stress, natural calamities and diseases, harmful or negative environmental and economic conditions emphasizes the need for a healthy holistic balanced lifestyle that Yoga can address Promoting PROUT, P.R. Sarkar’s socioeconomic philosophy as an alternative given the world’s economic challenges

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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

decentralized organizational structure Availability of a) best practice knowledge and experience from efforts of AMPS in various global offices, b) global technology resources usually manageable 'offsite' Online presence of various AMPS units, global offices and accessibility of its teachings and philosophy in various websites in the internet

and/or the public’s increasing mistrust of such philosophies. Opportunity to leverage a) best practice knowledge and experience from efforts of AMPS in various global offices, b) technology resources manageable 'offsite' for use in support of organizational objectives Opportunity to utilize the proven ability and effective use of social networking tools and services for increasing community participation and engagement or for initiating grassroots efforts or opportunities to campaign for causes in support of AMPS's objectives. Availability of relatively cheap or free technology tools and services in general that can support various Pracar processes. Threats Lack of professional management may stain impressions on AMPS or its philosophy and discourage enthusiasts AMPS can lose opportunities due to other Yoga organizations having the speed and resources to respond to corporations and institutions wanting Yoga programs or teachings Online presence of AMPS and its members increases the possibility for misinterpretation of the members themselves, or the teachings. This can be exacerbated by a lack of planning and coordination towards 'official' representation of AMPS online. Social networking can be used in a negative way that may affect AMPS's reputation Unmaximized technology resources due to duplication Possibility of future incompatibility or lack of readiness to integrate with other AMPS websites/services or with industry standards

Weaknesses Internal political organizational divisions Scarcity or consistency of more professional experience in managing opportunities as a 'business' opportunity. e.g. strategic planning, development, negotiation, joint-ventures with corporations and institutions Lack of maturity of local office administrative processes to sustain momentum or manage projects or initiatives driven or started by Dadas and Didis or volunteers who are occasionally reassigned from area to country/area Scarcity of professionally trained, effective Yogi teachers able to teach people from various sectors and stratas of society Scarcity of technology savvy volunteers able to manage local office technology resources Processes to attract, develop and acquire funding to sustain non-profit initiatives Lack of an integrated, global information technology plan, global database of member/volunteer, Yoga teacher information and skills, search engine of all AMPS websites and content, information architecture, knowledge management processes

Table 1. AMPS Pracar Function SWOT Analysis
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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

1.3 Environmental requirements The impact of technology and the internet on the economy cannot be understated (Appendix N). It has been linked to productivity and even GDP gains among various effects (Appendix P) which ultimately impact the way individuals and organizations do business as well as interact with the world. Brief descriptions of some key trends and the effect they generate is as follows. Services Going Increasingly Digital Decreasing hardware costs and the prevalence of free softwarei facilitated the commoditizationii and consumerizationiii of IT. It has then allowed opportunities for the growth of business services going digital, along with pure web services and mobile computing (Appendix O). This situation has been mainly assisted by innovative companies and their services such as Google (web services, Android) and Apple (iPod, iPhone, iPad) that lead and opened up the way. The Birth of Social Media and its Impact These key developments have increased online consumption and transactions and have also helped facilitate the birth of social mediaiv--a new behaviour and culture. It has the following qualities which affect how organizations interact with others through the internet. Openness and transparency – people now are increasingly able to access as well as create information (coined as user-generated content (UGC)) and will maintain this expectation in the future. Sample applications of UGC are Youtube,,,, blog sites; for transparency examples include micro-blogging and life blogging where people share 160 character messages about what they are doing, their thoughts or for sharing links, wikileaks, open government ex. The US publishes government spending data on, lifecastingv has been done via or many other services which facilitate realtime broadcasting of people's lives, etc., Interactive and collaborative: Enabling sharing and mashups – people also expect to be able to go beyond just having access to the information to being able to share, aggregate and manipulate it for their own use. This activity has even led to the growth of a new type of license – creative commonsvi which promotes remixing, creativity and innovation. Other examples of this behavior are Google maps mashups allowed Google's mapping facility to be 'mashed' with classified ads on rental properties so that the ads can be viewed in a map instead of in list format, or which aggregate news, content feeds, or information widgets from various sources to present into a dashboard-like or newspaper format. Encouraging engagement and crowdsourcingvii – people are beginning to expect to be able to communicate and engage with organizations, brands etc., on a personal level or one to one basis. People recognize they are not just consumers of information with a communication relationship that is passive or one-way. Engagement is also about the opportunity to influence and contribute to various initiatives from the development of content (Wikipedia), to creating products ( or even for local government initiativesviii.
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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

This has also been mainly driven by microblogging (short/limited character broadcasts) services such as Twitter, or social network pages as Facebook etc., who have found and enabled such communications and found success in promoting campaigns or gettings certain things done for the organization or for others among many other purposes. Need for personalization – due to the increased amounts of information available or presented to people and their short attention span when using web services, it's becoming more important to be able to personalize the experience on top of considering all other trends described above in order to keep people focused and interested. Impact to Corporations and Organizations The combination of these trends and the ease in which organizations can also innovate and reach out to people more quickly have forced organizations to be more competitive, with workers stress levels increasing as a result. New skills and attitudes are now required to successfully take advantage of the said opportunities. New paradigms to consider, for example, include understanding the impact of the internet to personal privacy and protecting your online reputationix. Impact to Society In the meantime, the accessibility to vast amounts of information also underscores the need for people to be able to sift through the information noise and obtain insight. In another perspective, this also means people are increasingly challenged to develop and enhance right-brain thinkingx for synthesizing information available and consumed. Led further to its conclusion of maintaining a work-life balance and overall well being, especially in context to theories and forecasts of doomsdayxi, increased right-brained thinking, wellness and positivity also increases needs for: higher learning on a more aesthetic, spiritual sense rational and intuitional inquiry knowledge and wisdom surrounding peace and wellness. Impact to AMPS The above mentioned factors have also influenced AMPS in that it has experienced an increase in: Public interest ◦ inquiries and page views of AMPS websites ◦ organizational inquiries on yoga classes, training and teachings program Content ◦ amount of yoga philosophy and material online from AMPS and other organizations ◦ number and variation of AMPS websites, which are not always necessarily linked to other AMPS websites ◦ user-generated AMPS content and communities within existing social networking sites/tools e.g. Facebook, Youtube, Ning ◦ videos of P.R. Sarkar from various margiis mostly 'unofficial' or not officially represented by AMPS in user generated portal sites such as Youtube. System/technology tools ◦ the increased amount and variation online tools used by various AMPS offices The impact of the trends mentioned also introduced some risks. If online efforts are not
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Strategic Information Systems Plan for Ananda Marga Pracaraka Samgha

unified or there is no coordinated planning, there is a risk of: ◦ ◦ ◦ wasted resources especially surrounding the use of IT assets ex. Wordpress and web hosting which can easily be shared and resources saved uncoordinated, unofficial and varying AMPS response to unintended or 'negative' impact of technology or social media being misunderstood and be seen as organizationally as scattered or unprofessional

1.4 External requirements (from customers and partners) The following requirements by external groups such as the customers and organizational partners have been identified. These requirements are a reflection of the environmental requirements described earlier and have been identified through (surveys, interviews and pure observation and analysis). ◦ Customer needs: The need for Pracar is driven by either specific or general customer needs for: ▪ Specific objectives (To obtain): Yoga (i.e. postures) classes and Yoga teacher/mentor. More and more people are looking to do Yoga as a way to keep fit. Whereas at least a decade ago, anything alternative would have been perceived as odd, today they are seen positively, maybe even 'cool', especially with celebrities helping promote the practice. Yoga classes have even diversified to Yoga variations otherwise unknown to the more ancient Yogic practices. Those variations, however, are mostly limited specifically to teaching the postures, than Yoga as a complete life philosophy. Meditation class/teachings. To relieve stressxii , reduce blood pressure, prevent certain ailments, or to complement exercises for physical wellness with practices enhancing one's psychic well being. Alternative healing through Yoga. Another entry point for Yoga has been for the healing of specific physical or even psychic ailments. The success of AMPS's wellness center in Cebu (e.g. demonstrates this. In contrast to today's medicine which treats symptoms, AMPS Yoga and Ayurvedic roots promotes and endeavors to heal the root causes of ailments. Vegetarian lifestyles and cooking workshops and teachings. Diet and the way it supports wellbeing is one another angle from which teachings for Yoga have been sought for. Opportunity for local community networking, participation, engagement. Relevant to AMPS members old and new, there is an increased need for people to be able to do the aforementioned activities, especially with the prevalence of social networks where they are able to do the same. ▪ General needs or objectives: General Yoga philosophy and wellness teachings. For the more curious, philosophical or advanced yoga practitioners who are aware of Yoga as more than postures, demand for Yoga teachings have been growing, as is also demonstrated by the increasing acceptance and popularity of similar
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wellness or spiritually oriented teaching/philosophical materials. ◦ Customer purpose: What drives the customer needs? What is the purpose for needing the aforementioned objectives above? The following customer purpose/s have been identified: ▪ ▪ ▪ ▪ ▪ improved health, exercise, wellbeing in all facets of life inner peace, self-improvement, self-purification increased overall quality of life gaining a better sense of belonging, encouragement and support, expanding one's network and connecting with people for organizations, an increased productivity from workers with reduced stress and better work-life balance for them

External organizational needs: As far as AMPS organizational partners are concerned, the following needs have been identified: ▪ Yoga programs. Program options for organizations surrounding promoting overall wellness and wellbeing of its workers. Options they will need will depend on organizational variables such as their resources, schedule preferences or objectives among others. Account management. When a relationship has been established, a more formal way of maintaining this relationship through account management processes will be expected. Online knowledgebases of information on AMPS initiatives, programs that can be sponsored or that the organization can collaborate with.

Service considerations that customers value in relation to their needs: Beyond the identified needs and purpose are things that customers (individuals and organizations) look for and value in when considering AMPS services that address their needs. They are as follows: Customer: individuals ▪ quality of teacher, location, philosophy ▪ teachings that are simple, relevant, insightful, universal, non-dogmatic, progressive, compassionate, inspiring ▪ teachings that enable actual healing; healing techniques and knowledge substance ▪ diversity in the community, inspiring members, vibrant, engaging, supportive, passionate, cooperative, devotional, easy/convenient to connect ▪ options for directions to get vegetarian alternatives, cooking instructions, recipes, learnings/strategies Customer: external organizations ▪ yoga programs that address organizational and people needs integration of 'perks' ▪ contributing to short and long term profit, return on investment (ROI), encouraging more people in malls, enhanced branding

1.5 Operating vision AMPS Manila sector currently has 55 functions, each covered by a secretariat (see Appendix A) who may serve to cover one or more functions. The organization's operating vision has always been decentralized locally, with the only centralization
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having to do with the assignment of monks and nuns or missionaries called Dadas and Didis (brother, sister accordingly) impermanently into any of the sectors to do their work. Mainly due to such an organizational setup and probably also to the nature of Ananda Marga as a non-profit organization geared towards spiritual teachings, that information systems unintentionally do not get established as among its top priorities. It is not that they do not have technology resources, but an integrated strategy to organize and maximize them (among the benefits of IS planning (see Appendix E) have yet to be defined.

2 Detailed Organizational Process Analysis of Organizational Direction This section contains an analysis of the information, organizational process and organizational requirements needs in lieu of the organization direction that AMPS will need to take in response to the environmental requirements discussed previously. For each area of requirement, some key concepts, principles, or objectives may first described to provide an overview of the requirements, followed by brief descriptions of the specific items from a must-have and nice-to-have point of view. They particularly revolve around 3 subject areas of new or enhanced Pracar functions or more specifically, opportunity areas that would opens AMPS to be able to respond to the environmental requirements whilst supporting AMPS' general direction: Yoga classes & online community, content & social media engagement – processes and activities that develop and manage yoga classes, events and programs as well as engaging the community as an organization. Training & knowledge management – proccesses and activities that develop and manage training and the systems that will enable efficient and effective use of knowledge within the organization for purposes it may serve. IT asset management – processes and activities that manage the lifecycle of technology ownership and its ability to support organizational objectives. This lifecycle includes selection and acquisition, development, maintenance and support, renewal or enhancements, decommissioning or retiring of technologies. An overview of the specific information needs across the functions and subsections and their output follows below.

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Table 2.

Table of Information Input Requirements

2.1 Information needs This section answers questions surrounding the kind of information that AMPS would need in order to pursue the strategic directions it wishes to take as described in AMPS Pracar's mission and vision. AMPS Pracar Strategic Plan Information needs support all people, process and technology outputs, key among which is the 3-5 year strategic plan of the AMPS Pracar function of the Manila sector. The plan should include among other things: ▪ specific short and long-term goals and strategies upon which all organizational and technology efforts for the next 1-2 or 3-5 years would be based on. ▪ information on the understanding and identification of customer challenges and needs and how AMPS and its services will address them ▪ commercial models that AMPS decides to use. Commercial models or business models would guide how the services online and offline would be deriving its profit, especially for content-related, intangible products or services. ▪ Promotional/sales efforts, resourcing and funding activity plans. Online Community, Content & Social Media Engagement Plan Consequently, in order to plan how technology can be utilized to support the organizational strategic objectives, the next step after the development of the strategic plan would be to develop an Online Community & Social Media Engagement plan. This plan should describe goals that will explain what kind of outcomes the organization would be working for with the use of social media, technology, as well as what AMPS goals for the online community. For example, some specific goals for developing an online community and engagement plan are: ◦ ▪ What’s in it for the users? What are the key messages, main activities that will address customer
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◦ ▪ ▪ ◦ ▪ ▪ ▪ ◦ ▪ ▪ ▪

needs online? What does AMPS want from the users as well? How does AMPS want people to behave toward each other? What will be done when users behave against the AMPS values or in an anti-social way? How will participation be encouraged? What kind of content would users contribute? How will users know their contributions are valued? How will people get help if they have questions? How will AMPS promote the community? Which social media tools will AMPS utilize to support which activities and why? How will AMPS determine how the website should evolve? Who (from AMPS) will manage the community and who will help?

Some links and resources for further reference are in Appendix G-M, R-V. Using the above mentioned information, technology advisors, administrators or consultants can more specifically customize or tweak the information systems plan accordingly. In the meantime, this information systems plan in particular is a high level introduction to introduce how technology can support AMPS goals as far as the 3 identified functions or opportunity areas are concerned (Yoga classes, online community & engagement, training & knowledge management, and IT asset management). More specific information needs in the aforementioned opportunity areas and short descriptions of how it can help follow below. ◦ Yoga Classes & Online Community ▪ Yoga Classes Must have ◦ Aggregate list of Yoga classes, teachers and locations etc.,. - This information will be a pre-requisite should AMPS choose to open Yoga class booking online. Nice to have ◦ Information on best practice Yoga class group facilitation – Any information that helps enhance existing styles or approaches in Yoga classes could be helpful ▪ Program Development Must have ◦ Information on AMPS initiatives (organized by subject/theme e.g. Healing, specific disease, specific teaching) for sponsorship/funding – Can help form the foundational information for volunteers or interested organizations who would like to volunteer or collaborate. As initiatives can also be published and opened for 'booking' to volunteer to, information on the descriptions, requirements, etc., will be helpful. Nice to have ◦ Initial membership, skills, volunteer preferences data – This shall help jumpstart the matching of initiatives to volunteers and their skills for proactive engagement and sending invitations to participate. ◦ Criteria or list of organizations to target proposals for Yoga/wellness programs – Creating a criteria or analysis of companies who are most likely to engage with AMPS could help in directing 'sales' efforts in a strategic, planned way.
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Best practice proposal development information – can help enrich proposals to be developed for other locales and apply learnings quickly and strategically.

Online Community, Content & Social Media Engagement More information needs will be identified as the online community, content and engagement plan a sample of which is provided in Appendices E,F, G, etc., is defined but in the meantime the following will be helpful: Must have ◦ Technology tools howto guides or manuals e.g. for booking, online community features, etc., - This information will probably be compiled or customized from readily available manuals based off the technology tools that will be used. This can also help enrich the planning to see the extent of capabilities and possibilities for available tools. This helps serve as a guideline or manual for various online-specific management activities, such as how to moderate forums, how to add, update or delete users, how to facilitate online booking for events and classes, etc., and their interfaces with offline (non-online specific) activities. Nice to have ◦ Online content samples, campaigns and other related work as reference – Getting an idea of how online content and campaigns are developed or how they work best can help enhance the planning for engaging with the AMPS community. ◦ Information on online behavior of AMPS members or of general consumer behavior/trends for understanding – Similar to the above, understanding people's behavior can help customize the approaches or strategies to be developed in engaging the community.

Training & Knowledge Management ▪ Must have Gathering the following information helps provide input into the planning for training courses to be offered as well as generally for managing knowledge. Training needs and interest of members/customers Availability of skills that can be shared and offered for training, time/schedule availability of trainors Teachings material whether AMPS or universally spiritual and uplifting content/materials for use as a reference in courses or for general aggregation and content development or sharing. For planning and preparing an AMPS intranet (a website or group of pages that can only be accessed by internal AMPS users) /website that documents knowledge, organizes information and documents, the following will be required. Information architecture principles, background – some understanding of best practices on how to effectively organize information according to its structure, especially for building and organizing an intranet or document management system Technology tools howto guides or manuals e.g. for training/learning management system or document management system – similar to
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manuals for utilizing tools used for online booking facilitation, the same guides would be required for users and administrators managing the system that will enable the intranet/document management. ▪ Nice to have Best practice methods for training and teaching teachers and members – from learnings from P.R. Sarkar's teachings, of experienced Yoga teachers in AM's global network to externally from among the first universities that opened up their courseware to the world such as, best practice information on education can enrich the planning and execution process of managing knowledge. Sample training videos, content, manuals as available – to help jumpstart the amount of information that can be made available in the intranet or document management system that can be developed.

IT Asset Management ▪ Database inventory of IT assets and resources ▪ Initial membership, skills, technical proficiency, volunteer preferences for commitment data as regards to IT asset management – defining and knowing what one's assets and resources are will be the first step to managing them effectively. ▪ Initial information systems plan – based off the online community, content & social media engagement plan and the AMPS Pracar overall strategic plan, the information systems plan will provide context towards the ways in which technologies will support specific AMPS Pracar objectives.

2.2 Organizational Process needs This section identified process needs to support the identified environmental and external requirements. They are supported by identified information needs for successful execution. Table 4. Table of Proce ss Input Requi remen ts Key outputs when addressing process needs as illustrated in Table 4 may include any of the following: a strategy plan, procedure or how-to manuals, a supplierinput-process-output-customer (SIPOC diagramxiii) to describe the sequence of a process, a responsible-accountable-consulted-informed (RACI) matrix which describes the varying levels of authority of participants throughout a process , descriptions of policies, principles or guidelines. What follows are 2 key prerequisite processes that will guide all other processes required, categorized according to the new/enhanced Pracar function or opportunity areas described earlier. While nothing stops the IS/IT function from proceeding to execute and
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implement process and applications somewhat independently of the more 'business' representatives of the Pracar function, 2 prerequisite processes and key pieces of information would be helpful: a. Strategic planning Usually a yearly activity at least for producing short (1-2 year) and long term (35 year) organizational plans based on an assessment of external changes and requirements, one's organizational abilities and the impact of the changes to the organization, the definition of goals and strategies, improvement and execution of strategies. Figure 2 below illustrates this cycle. This plan will help frame and guide all other activities to ensure coordinated efforts to achieve organizational goals.

Figure 2. 7-Step Strategic Planning and Improvement Cycle b. Online community, content and social media engagement planning A subset of the above, specific attention shall be introduced to enable activities that would be able to generate an online community, content and social media engagement plan whose details have been described in the information needs section. Processes required per Pracar function / opportunity area See also Table 6 which describe all inputs required from an information, people, process and technology perspective.

Yoga Classes & Online Community, Content & Social Media Engagement ▪ Online & community engagement strategy planning ▪ Marketing management (organizational collaboration, sponsorship). Involves the function of devising strategies for marketing, 'selling' and positioning AMPS as a presence and its services online. ▪ Campaign management. Processes that manage campaigns for promoting programs, activities or behavior.
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▪ ▪

Membership & community management. Involves activities and processes that manage, sustain and ensure community engagement objectives established are met. Online services management (as applicable ex. community event online booking, product sales, volunteering services, donations) Account Management. Involves activities to do with managing the relationship with a partner organization engaging AMPS for its various services, including yoga programs.

Training & Knowledge Management ▪ Information Architecture planning, updating & review ▪ Training Management ▪ Production and development of Training Programs ▪ Update/Modify Training Program ▪ Deactivate Training Program IT Asset Management ▪ IS planning, updating & review ▪ IT asset lifecycle management. Managing assets through its lifecycle for proper use and maximization. ▪ acquire & provision ▪ maintain (configure, update, secure) ▪ develop or enhance ▪ retire ▪ Customer & Technical support. Include activities and procedures for processing organizational or technical requests for specific services or activities offered.

2.3 Organizational Requirements Key features or qualities that will be required for a more successful integration and implementation of information systems in support of AMPS goals: ◦ Services or Systems Management ▪ mostly DIY/self-service and user friendly as much as possible ▪ can operate on a sponsorship, volunteer-based setup ▪ simple, non-heirarchical processes ▪ based on or encourages practices that align with AMPS values and philosophy ▪ are customer-focused Resources ▪ minimal costs/free ▪ reliable ▪ caters to decentralized management ▪ able to facilitate online community ; social network integration and management ▪ facilitates online transactions – ex. booking, commerce, knowledgebase, learning, search Key Application Requirements Yoga Classes & Online Community ▪ allows members to form and communicate in groups and sub-groups ▪ enables online community social network integration and management ▪ maintains the flexibility to enable online transactions – ex. Search, event booking, ecommerce and payments or donations, access to or building of a knowledgebase
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Training & Knowledge Management ▪ enables online learning and training courses management registration, self-paced learning, uploading of content/homework, access to learning materials and media, quizzes, polls, etc.,

3 Conceptual Information Systems (IS) Plan and Vision 3.1 Internal IS situation There is no official information systems or IT function with an assigned secretary in AMPS. IT resources are dispersed, hardware is independently purchased by dadas, didis or volunteers from funding assistance from richer neighbors and or from AMPS profit. There is also no known proactive centralisation or coordination of IS or data yet and most if not all online efforts planning and execution, while localized, are independent of others in the sector or globally. As a result, there has been an increased variation of applications, infrastructure and other components of maintaining online systems and websites. There were also no known initiatives to explore the possibility of incurring savings from coordinated or shared technology resources as IT assets are not yet documented in one place. As mentioned earlier, perhaps due to the nature of the organization, or the focus on offline initiatives, or the simple scarcity of volunteers sometimes that coordination and management of information systems are not prioritized. 3.2 Organizational structure As described above, as there is no officially recognized IT function, there is no structure available. Volunteers and dadas and didis coordinate to deliver websites or other online resources locally without a regional or global structure to adhere to as far as IT functions are concerned. In any case, organization structure is both vertical, similar to the pyramid structure of the catholic church as well as horizontal, which intersects with the vertical structure at different levels with different kinds of relationships. The main function of the top of the pyramid is to formulate policies for the welfare of the members; and the rest to follow the policies. The members have total economic freedom while following the policies. In other words, AMPS maintains centralized policies but decentralised economics. 3.3 Expenditures backlog Spending on hardware and information systems are localized and independent. At the moment there are no known spending made for proprietary software or system being used to run local information systems.

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Table 5. Summary Table of Input Requirements


External IS situation 4.1 Industry trends Besides trends already mentioned in section 1.3 and 1.4, one other key IT-specific environmental trends that now or in the future will likely impact AMPS in terms of having a probably cheaper IS resource option among other effects is the availability of cloud computing. It has 3 types:

Infrastructure as a service – IT infrastructure consists of the environment that
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platforms and applications can be established on, which providers now offer as a service. IT functions of organizations can work with such providers to setup their own platforms and applications in the said environment. Their business model varies but it is usually such that they charge monthly for a predetermined set of infrastructure conditions that increase in features and capabilities depending on the customer requirements. ◦ Platform as a service – a service similar to the above for organizations which have or prefer to use their own infrastructure and application but lack or prefer not to maintain the computing stack of systems that their applications need to run in. An analogy could be that if infrastructure as a service provides some sort of operating system that platforms can run in, platforms are like the operating system components that applications need to work with in order to executed. An example provider for this trend is Amazon EC2xiv. Application / Software as a service – A trend where by applications are deployed in the providers' infrastructure and platform which are maintained by them as well. The applications they offer as a service may be custom developed by them or they may be reusing free or open source software, or a combination of both. One of the key leaders of this trend are providers like

Any of the 3 trends make establishing online services cheaper, more reliable, more flexible, more mobile and accessible, among other benefits for AMPSxv.


IS direction 5.1 Mission, Vision The following IT vision and mission has been proposed and has yet to obtain final approval. It is described in the table below along with the overall Pracar function's vision and mission in order to illustrate how they support each other. AMPS - Pracar AMPS - IT For AMPS as an online presence and community to be recognized as a vibrant, uplifting and universal place that helps inspire people to become healthier, mentally strong, spiritually elevated.


We inspire people to become healthier, mentally strong, spiritually elevated by educating them with scientific yoga practices, holistic and natural approach to health through the teachings of Shrii Shrii Anandamurtii

Mission To become the leading yoga organization that provide scientific yoga practices, holistic and natural approaches to health, wellness and lifestyle with accredited yoga teachers who are committed, credible, effective, well trained and adheres to the principles of Yama and Niyama

Provide an online venue that maximizes IT in complementing AMPS spiritual aspirants' sadhana practices by making it easy to expand one's knowledge of Self and Yoga practices as well as cultivate deeper devotion along with others.

Table 6. AMPS Vision Mission for Pracar and IT functions 5.2 Strategic objectives AMPS conducts quarterly planning reviews called Inspection Review Solution and
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“Structure Solidarity” (IRSS) and Review Defect and Solutions (RDS) conferences for all member countries within the Manila sector. More specific organizational strategies however, vary from country to country. As there are is not IS/IT function yet, the IS/IT strategic objectives are recommended based directly in support of organizational requirements as derived from customer needs, which are then also driven by customer purpose and customer value findings. 1. Enable meaningful and inspiring communications and experiences by providing an online venue for AMPS members that makes it easy to engage, share and connect. Whilst in response to customer needs, this objective also supports IT/IS' vision to be an online presence and community that is recognized as a vibrant, uplifting and universal place that helps inspire people to become healthier, mentally strong, spiritually elevated. 2. Provide options for and make it easier to engage and transact with AMPS and its members. Further to the strategic objective mentioned above, enabling ease to engage, share and connect means the community should also be enabled to have various options in order to engage and transact with AMPS, its services and members that are easy to use-from enlisting to volunteer, to signing up for yoga classes and workshops, or learning a course or listening to a podcast etc., to learn and expand their minds. 3. Make access to a wider range of relevant information easier. (ex. Teachings, Volunteering, etc.,) Helping inspire the community to personal development means enabling them to be able to maintain access to the breadth and depth of AMPS teachings or the information to be able to participate in community events. 4. Organize information to be able to capitalize on its use . Faciliate capture of best practices. Responding strategically, effectively and quickly to environmental change means also being able to capitalize on AMPS' global network of people, and best practices and knowledge and experiences to work from, on top of P.R. Sarkar's teachings. 5. Establish IT as a service and of itself as an organizational innovation partner. Explore opportunities for savings and efficiencies. Being able to proceed to support organizational outcomes requires the recognition and empowerment as an IS/IT team who will help drive information, people, process and technology changes along with the Pracar 'business' organizational counterparts. Application specific objectives Yoga classes & Online Community Develop a customer-focused, user-friendly online portal and systems which make it easy to search, share, learn, transact, or connect with the community locally and globally. Training & Knowledge Management Establish flexible, information architecture-guided organization of ▪ knowledge of teachings that's expansive and immersive for the deeper cultivation of devotion (for all members) ▪ internal organizational documents, reports for easy access by all or selected people in the organization. ▪ Enable sharing and crowdsourcing of best practices (for volunteers and administrators)
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IT Asset Management Maximize resources beginning with establishing a centralized asset register, information architecture document reference Encourage cooperation. Recommend than enforce-Centralization of IT resources Information Architecture Standards Use of Free & Open Source Software where possible Ensure ease of use, user-friendliness, DIY intervention in technologies implemented. Support Request/Ticketing Management System • Formalize the tracking and management of various support requests from model centers to ensure resolution, proper distribution ownership, assignment or prioritization. 6. Take action on quick and easy wins. Expand reach into and maximize free web services already available. Technology can also already bring instant benefits. By exploring ways in which they can be maximized with no cost or minimal effort, AMPS can obtain benefits while in the process of finalizing Pracar-specific strategic objectives.

5.3 Strategies The following strategies are currently, if not planned to be employed given the overall direction that the organization is taking. ◦ DIY, self-service – services and capabilities setup in AMPS are mostly in a selfservice or do it yourself approach. A culture of volunteers in a socio-civic organization reaffirms this. The use of Free or Open Source Software (FOSS) – most software currently used by AMPS is free or open source, which believes code should be shared and be free (as in no license fees required)xvi for users and developers to see, tweak and customize for their own use. Openness and transparency – AMPS encourages an open and transparent culture of work as aligned with its values and philosophy, and not just because it is a noprofit, no loss organization. Anyone may volunteer, participate and inquire upon information on AMPS initiatives, its expenses etc., Crowdsourcing & democratic/committee and delegation – AMPS elects committee representatives, helds elections per number of people and all have a voice that is able to influence the direction of the local community and initiatives they are part of. Principles based – That is, advise than enforce – there are no organizational penalties enforced surrounding IT-related activities or functions, whether monetary, or social. Values, goals, scientific, rational thinking and discussions are encouraged. As described earlier, AMPS maintains centralized policies but decentralized economics. Holistic, balanced approach – achieved by maintaining a subjective approach and looking at things holistically and in a balanced way, followed by doing objective adjustments to actualize goals identified through the subjective approach.

5.4 IS and Organizational Goals As mentioned above, there is no IS/IT function in AMPS yet. The focus at the moment would be to work towards evolving IT's maturity as not just a 'cost' of doing business but a partner towards innovating and being able to meet customer needs.

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To do that it will be important to campaign for the need for a strategic plan and an online community, content & social media engagement plan. These plans should be able to guide not just the exploration of applications and options on how organizational goals can be supported or actualized, but the initiation of a new culture of volunteers, Dadas and Didis and IT representatives within AMPS innovating together.

5.5 Computing architecture At the moment the architecture varies from country to country within the AMPS Manila sector, whilst mostly on a client-server setup. As the need for more applications grows and should there be more proactive management of computing architecture for purposes of innovating and aligning with organizational goals or saving resources, architecture looks more likely to move towards cloud-based infrastructure described at the IS trends section above. As an organization there are no glaringly unique processes or applications it needs, nor is it a profit driven organization that needs to be competitive. For this reason, cloud architecture is such that AMPS would be able to maintain as much flexibility, with the reliable support needed and with fees that can end up being minimal once it is shared across countries. As a result, AMPS can be able to focus on organizational improvement and innovations towards achieving Pracar and organizational goals. 5.6 Information architecture The increasing amount of information online, the variety or 'noise' that can grow from various user-generated as well as the demand for more information will drive the need for establishing an information architecture. Not changing would mean much opportunity could be lost surrounding the achievement of Pracar goals simply through people's misinterpretation from disorganized information, or an inability to absorb or comprehend information due to information overload. The information architecture will not just guide online website menus and information but it will also underpin strategies and structure for content development in support of the online community, content and social media engagement plan. 5.7 Policies and responsibilities There are none defined at the moment but their definition will become more important and will be driven by the same factors driving the need for an information architecture. As more applications arise, complexity and variation will also increase on an information and system and process level. Clear policies and responsibilities, therefore, help manage if not reduce complexity while supporting a more effective and efficient way to progress to achieve organizational goals.

6.0 Detailed IS Recommendation This section attempts to answer the rest of the answers for the question 'what needs to be done and why' in lieu of the requirements described above. They are premised off of the following frameworks: • • the conceptual framework of an SISP which tries to illustrate how elements assessed fit, interact or work together (see Figure 3). the links between environmental and external changes, the resulting customer demands, needs and what they value, the impact to AMPS goals, objectives and requirements and finally how applications/technology and corresponding process and people recommendations respond to them (see Figure 4). the service maturity modelsxvii that explain how organizations evolve, what can work or won't depending on the stage the organization is in so that the organization can
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maximize its abilities to take on opportunities it can take advantage of.

Figure 3. Conceptual Framework – SISP

Figure 4. Values, Objectives & Systems Map

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6.1 Gap from current to future state Bridging the gap and initiating the progress from current to future state can be categorized into 3 themes.

1. Establish vision, mission and requirements. The first and foremost task would be to establish a clear direction. While not ultimately a 'showstopper', the activity and its output enriches any IT initiative whether done independently or in collaboration. ▪ develop strategic plan or define the subjective approach to work to be able to manifest or realize ▪ develop an online community, content and social media engagement plan based on the strategic plan 2. Build IS foundations and empowerment. The next task would be to identify leaders who will be empowered to drive and facilitate the preceding changes that as a result would build IS foundations. This can be achieved by forming an IS/IT committee to facilitate the following activities: ◦ communicate to raise awareness of establishment of an IS function or committee ◦ finalize IS/IT vision mission if possible (although this will be reviewed again once strategic plan is finalized), define committee objectives, responsibilities and functions ◦ develop plan to explore cost savings on IT services and resources spending ◦ collaborate with consultant (see #3) ◦ define specifics of information to be collected . This will support the achievement of objectives set out in the IS plan, define processes and prepare for the implementation of relevant applications to be tested: ▪ IT assets ▪ member information ▪ programs and initiatives ▪ yoga classes and events to open for booking ▪ training and learning courses that can be made for developing an IA ◦ facilitate pilot tests for IS identified in #3 ▪ define success criteria /measures ▪ get feedback; iterate, collect or confirm requirements ▪ develop communications plan ▪ develop screencasts or howto guides ◦ upon completion of strategic plan: ▪ update/develop IS plan review committee vision/mission and responsibilities update strategies and strategic objectives define processes, applications, policies or principles define implementation options recommend as to whether an IS secretary will be necessary 3. Arrange to take advantage of quick wins In any case, despite the pending completion of tasks 1 and 2, actions can be taken that would still allow AMPS to begin testing if not seeing benefits from other tasks that can be done simultaneously. The SISP author is recommended to be utilized as a consultant to be able to assist in realizing such quick wins as: ▪ facilitating feasibility for AMPS to use free online web services such as online fundraising options e.g. see also Appendix X-AB enlisting volunteers e.g., volunteermatch online or electronic payment donation options e.g. Paypal ; Gcash
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setting up of IS/capabilities such as: a. Google Custom Search Engine define information requirements for google custom search engine setup request for information, collection and analysis (feeds into the information architecture development) develop, configure, coordinate implementation of the search engine b. test websites for IS applications identified in #3

6.2 Organizational operating vision assessment The roles recommended in Table 3 below do not necessarily need to be equal to one person each. Brief role descriptions are described as follows.

Table 3. Table of People Input Requirements

Online Community, Content & Social Media Engagement ▪ Writer/s - content writers who will research, conceptualize, organize and write for the content/articles, campaigns to be conducted. They will also work with the Chief editor to ensure organizational communication strategies are implemented. ▪ Chief Editor - oversees overall website content scope, variety, quality, and content writers and their outputs. Leads the content strategy in alignment with offline (I.e. paper-based) organizational communications in coordination with the Press & Printing as well as PR secretary. Drives the development of the content plan for the online community, content and social media engagement plan. ▪ Online Producer – leads the strategy development for the portal, executing the online components of programs developed by the Program Director and ensuring that the applications are easy to use, relevant and supports the mission and vision of IT/IS and the organization. The person will be responsible for operations and coordination of the fulfilment of online transactions from ecommerce sales, to bookings, to support requests, etc., to offline processes. In the online community, content and social media engagement plan, the online producer will provide input towards the operational strategies and specifics of actualizing the goals identified. Marketing & Community Engagement Manager – leads the strategy development for marketing the online portal/community and online AMPS services, communicating and engaging AMPS members and
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how the vision of becoming a vibrant, inspiring community will be achieved. Leads the community, and social media engagement of the online community, content and social media engagement plan. Programs, Community & Communications Leadership ◦ Press & Printing Secretary - together with the PR Secretary leads the overall strategy and planning development for AMPS communications. Works with the Chief editor to execute online strategies whilst leading the offline operational execution of AMPS communications. ◦ PR Secretary - leads the relationship management and public relations of AMPS and develops the strategies together with the Marketing & Community Engagement Manager to actualize the overall PR strategic objectives. ◦ Program Director - drives the development of AMPS Pracar programs and plans their execution offline while in coordination with the online producer for execution online. Conceptualizes the programs which could be combinations of teachings, events, initiatives that all respond to external organizational, and customer needs. Considers the commercial and support models and process requirements to establish and sustain the program services. Training & Knowledge Management ◦ Information Architect - Leads the development and management of an information architecture online, including internally for the organization's knowledge/document management system. ◦ Information Mgt. Advisor - advises on the strategies toward being able to capitalize on the breadth and depth of AMPS information globally and in being able to make it easy for customers to find information required whether for organizational or individual purposes. IT/IS Function & IT Asset Management ◦ IT Asset Administrator/s - manages the lifecycle and administration of the IT resources from acquisition, provisioning, maintenance, renewal, or retirement. Develops standards and policies surrounding the IT assets for purposes of maximizing its use while at the same time supporting organizational objectives. Develops self-help, DIY materials and coordinates and provides support for the applications ◦ IS Committee – acts as the IT/IS function for AMPS responsible for establishing itself as a service that helps provide innovative solutions for organizational and customer needs. Develops and manages IS/IT strategic plan to execution, policies and procedures and coordinates with IT Asset Administrators as subject matter experts in its operations. ◦ Business-IS/IT Technology Advisor/ConsultantGayatri Sevilla Fernando MIS 2010 – 81453 34

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Subject matter expert able to assist in introducing innovative solutions, best practices and insight into 'business' or technology service development or operations as required. 6.3 Environmental requirements assessment Environmental and external factors are the drivers for the urgency and importance of responding to them to serve customers better which are the basis of a strategic information systems plan. Committing to regular and diligent strategic planning which conducts a thorough observation of environmental and external trends, organizational value chain, dynamics of the relationships, social, economic, political factors, 'competitors' to differentiate with, commercial business models, technologies, etc., will be key towards developing relevant organizational requirements that processes and applications will be supporting. It is also important that the requirements are clear, understood, driven or and 'owned' by a sufficient representation of the concerned participants of the organization. This also drives the discipline, keenness or sensitivity in knowing what to look out for as far as customer needs are concerned and which would then affect the organization's ability to meet them. Setting up the mechanism to maintain this discipline will be important in sustaining optimization and change. For example, the power and impact of social networks, social media engagement and mobile computing are too widespread and integrated into the customer environment to be disregarded and which is already demonstrating unforeseen changes to the way organizations or individuals relate to each other. Something significant enough to drive the development of strategic information systems plans as this one. 6.4 Information needs assessment

Initiating and sustaining changes arise from information collected, generated and communicated for organizational awareness as a result of observation and assessments. For the SISP, the information drivers of the changes are the information on the environmental and external factors all the way through to the development of the business and application requirements through to the execution of the strategies, processes and applications themselves. Some specific strategies or considerations toward managing information • Maintain the flexibility to structure information in a more spontaneous, open way as well as through a structured somewhat fixed way. This can be achieved for the former and the latter by utilizing meta tags or just tags to pieces of information and documents as well as pre-defining an information architecture to follow. o Consider organizing information per service, programs, subjects or themes, by level of mastery (ex. for ‘dummies’), by audience and by task or activity Maintain mindfulness of the brevity and differing principles of user experience required between the media channels from which information is accessed from. Behaviour online is different from behaviour when browsing via mobile. Encourage compliance from other teams in other sectors or countries by defining o Information architecture principles o what’s-in-it-for-me stakeholder benefits o opportunities o threats of not changing Planning activities, facilitating visibility and centralization or decentralization processes for accessing and managing information is key.
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Consider the service / organizational maturity model and its impact to the information availability, information distribution/reporting processes and the technologies that can be used. Ex. Different information architecture, processes, services, strategies and applications can arise from utilizing P.R. Sarkar’s teachings that is already in electronic text versus information from scanned books where text have not yet been digitized. Consider the qualitative aspects of the information, specifically in terms of the value of the information to customers and in context to organizational goals. They will serve as input to the development of business models. Ex. Which of P.R. Sarkar’s teachings should be made freely available and which of them should be offered at a price and how? On which media or channel?

6.5 External requirements assessment External requirements had been described as both individual customer requirements and partner requirements. External requirements had been described as both individual customer requirements and partner requirements. Whilst opening up opportunities AMPS may respond to, they also pose risks that will need AMPS to manage: • • • • others' use of AMPS online content and media in mashups and ways that may inflict on harm others people's various interpretations of what P.R. Sarkar's official words were that either dissolve, reduce or divert the authenticity or essence of the ideas or concepts openly and publicly expressed views, opinions disagreeing with AMPS philosophy invitations to engage in one-to-one or one-to-many engagement whether for positive, constructive, remedial or debate discussions

As far as external partner requirements are concerned, which included the development of programs, the establishment or formalization of the account management function and the structuring, formalization of, and communications of initiatives that existing or future partners who may collaborate with AMPS, all such activities are in support of helping contribute to the external partner's organizational goals/themes of profit generation, improved branding or support for their corporate sustainability aims. That in mind, developing programs will require a balance of the sense for both AMPS Pracar objectives, activities and values along with a commercial sense in order to establish mutually beneficial arrangements. To do this, some techniques include: • • • • Examining the activities and dynamics of the value chain of charity and social servicexviii 3 minute rulexix (examining the activities of users of a product/service 3 minutes before and after it could indicate user needs/areas of opportunity that can be addressed) Lead user innovationxx (based on the belief that organizations may find areas of opportunity in the ways leading users of an organizations’ product/service get utilised in varying/different ways. Ex. email being used to store/save documents) Market driving innovationxxi (reading material to be provided as it becomes available)

Some possible programs of opportunity • Offer an arrangement where corporate organizations may outsource o Some or most of their corporate sustainability or relief initiatives
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administration and management to AMPS. Corporations may tap into the existing networks AMPS had already established through its social service efforts locally and globally, giving the corporation an expanded reach into various areas of social service. Also, since AMPS values are universal, aligning values to corporate organizational aims may be easy. The benefits to AMPS besides clearly accomplishing their social service goals would be the opportunity to earn deeper experience on professional management of social service initiatives. o Wellness programs for institutions and organizations. Offer packages of programs, social service activities and events related to promoting individual and collective wellbeing. Programs may also be further customized depending on the size or the needs of the organization.

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Establishment of Yoga gyms in barangays or SM (planning ongoing) Workshops & events in AMPS or in various existing gyms that could include meditation, yoga and wellness teachings specific to subject areas of interest or wellness objective such as addressing or enhancing physical, psychic or spiritual challenges. Stress management and coaching services for executives Public policy consulting

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6.6 Organizational Applications Assessment A comparison matrix prepared below illustrates the options considered in lieu of the business and technical requirements defined as a result of identified environmental and external trends and their organizational impact. The Application Approach Options Option A. Purely Content Standards-based Approach – This approach assumes no new systems will be invested on or implemented, except for the free to develop Google Custom Search Engine as well as the definition of information architecture standards. Here, no online community efforts have been assumed to be initiated. Option B. Floating Menu Bar Approach – This option enables AMPS websites to have a 'floating menu bar' within their websites similar to the way Facebook chat appears over the web browser. Integrated into such a menu bar, however would be the Google Custom Search Engine and possible selected social media and social networking features. This requires some web development investments as well as integration into web sites. More details are found on the matrix below. Option C. Wordpress Content Management Approach – An application approach that utilizes ready to use free or Open Source Software content management system that is extensible and customizable through various 'extensions' that bring additional capabilities to the system. There will be some investment in terms of processes and learning whilst captilizing on already existing web hosting infrastructure. Option D. Liferay Portal Platform Approach – Brings a platform-approach to addressing the organizational requirements whereby similar to Wordpress is an
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extensible and customizable application, although compared to Wordpress had been specifically developed for non-profit organizations' portal business requirements. This option is more complex but more powerful and requires more capital and operational expenditure than option C. Identifying the criteria for selecting solutions to evaluate The recommended systems capitalize mostly on commercial-off-the-shelf (COTS), free or open source software as the main criteria for identifying solutions and alternatives to evaluate. It not only is helpful as it is free or open source but it also aligns with AMPS organizational values of social progress and social service. Based on the research and the author's knowledge and experience of content and portal management systems, 2 solutions were identified—Wordpress and Liferay enterprise portal platform. As an option in case high cost (in terms of effort and funding) of migration are not preferred at this time, the Floating Menu Bar option has been recommended as an alternative. All 3 options enable varying levels of social networking or community features in line with supporting IT's vision and mission. For more information on the system capabilities, visit the corresponding URLs of the selected solutions specified in the comparison matrix. Devising an Evaluation Method The evaluation applies a holistic assessment by ensuring and including both user/organizational/business and technical considerations into the evaluation process. The resulting comparison matrix has been divided into focus areas namely: general (overall) experience, features and functions, coordination or migration process requirements, technology infrastructure, technology maintenance requirements, technology and community continuity, implementation options, ballpark high level costs (CapEx and OpEx) based on the author's experience unless otherwise specified, and finally, a summary of pros and cons. Selecting Recommended Solutions Based On The Evaluation Criteria The aspects of the evaluation criteria devised are balanced into objective and subjective criteria. The objective criteria is based on the evaluation criteria above which been have been grouped/generalized into key sections, while subjective criteria is based mainly on the future suitability and relevance of the solution to both organizational goals – both user/business or technical goals and strategies.

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Table 7. Comparison Matrix of Application Options Evaluation Results and Rating

Legend 4 – exceeds expectations 3 – meets and partially exceeds expectations 2 – meets expectations 1 – partially meets expectations 0 – does not meet expectations

Table 8. Application Evaluation &
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Results Rating

Other Application Diagrams Object Data Structure Model Diagram – illustrates the object/subject conceptual data model view and attributes of the elements at play in the information system based on the recommendation. See Appendix C. Use Case Behavior Mindmap – presents the possible functions or operations per user type within the information systems to be established. See Appendix D.

Recommended Application In light of the evaluation criteria, the assessments made as well as the readiness and maturity of both the organizational and functional technical organization of AMPS, the Wordpress Content Management System (with BuddyPress and other extensions) option is recommended for implementation. Should there be funding, resources available, as well as the organizational buy-in to centralize most IT resources, however, the Liferay Portal Platform solution will be ideal. Applications, Features & Functions • Content Management System o publishing, blogging, multiple authors, workflow (allows administrators to manage the writing process by establishing steps that allow articles to go through reviews or other process steps before being published), comments o media management o content management system administration o analytics (reporting and analytics tools of online consumer behavior and website activity) o Forms creator (allowing adminstrators and writers to create forms and collect data from them) o Wiki o SEO and mobile web readiness o social network integration o syndication (provides options for enabling website content to be in a format that makes it easy for other people and systems to subscribe to them) o ad/campaign management (allows users to develop and run online ad campaigns within the website) Custom search engine powered by Google Online Community Management System o online registration o online forums o forum/mailing list groups o individual and group profiles o shared calendar o polling o social network integration o member information management/administration o activity feeds Online Booking System. Allows online booking for AMPS Yoga classes, services, products, and events. Can be applied to publishing initiatives that volunteers
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may sign up against and book their time for. Online commerce. Enables online selling of AMPS products and servics. Learning management system. Using the Moodle free and open source software. A simple description can be found here: or visit: Document management system. Supports and enriches processes concerning managing and tracking access to, organization of and management of electronic files, documents. Main features include tracking versions, control over access, etc., Support ticket/request management tracking system. issue tracking system for bug tracking, help desk ticketing, customer service, etc., a recommended tracking system for example is the free and open source software RT (request tracker) by best practical. Visit for more information.

Other nice-to-have features or functions recommended: Single sign-on (SSO) - allows all AMPS members to log in only once to any AMPS website. Administrators are also more easily able to provision services to each member. Technologies include the Central Authentication Server (CAS) or the OpenSSO. Providers include, Symplified or VMWare Horizon App Manager. - free service that allows users to create their own online newspaper by aggregating and syndicating content from various feeds. Netvibes / Alltop - allows users to create a venue to aggregate or mashup content similar to but does presentation of content is in the form of widgets, while Alltop presents mostly just feeds. Document Management System (DMS) – Should the need arise for a centralized to manage storing electronic documents shared with everyone or selected people, there will be various free application options to choose from.

6.7 Organizational requirements assessment The SISP and values, objectives and systems framework already illustrates the components required for the implementation of information system applications recommended. This section just summarizes other considerations for managing or addressing organizational requirements. Maintain crowdsourcing methodologies The recent decision to open planning meetings to Margiis and not just Dadas and Didis captures the same crowdsourcing spirit. Opening participation to Margiis enables AMPS to maintain a wider scope of observation, brings in more insight to help with solutions development. More participation increases engagement through a sense of ownership to contribute to the well-being and improvement of the organization. Besides, as more technology tools are used and implemented there would be more ways to facilitate planning or getting more feedback and information from AMPS members or even nonmembers, to help. For example. expanding the group mailing lists of Dadas and Didis and integrating them into the online community system once established would enable even more flexibility, increase the visibility of the communities and enable more interaction. Groups could be organized according to location, to interest and expertise, to functions or roles and volunteer groups, etc.,

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Capitalize on the availability of free software and web services It is important to note for AMPS to recognize that more often than not, there would be free software or services to assist AMPS technology needs. Free software or services are among the major advantages of the internet, such that consumers mostly expect them as a standard and do not respond well to paid servicesxxii . Besides, as a nonprofit organization who does not necessarily need 'competitive advantage' in business processes, readily available "off-the-shelf" software or free web services will be very useful. Particular internet resources to search for these include: (for free software), (for reviews and how-to guides of free or commercial software), for an inventory of web services, for reviews of software and web services for various purposes. Strengthen or formalize processes for managing risk While being more transparent and open offers great opportunities, it also opens up some risks. Given the varying severity of the possible impact and consequences of risks identified, strengthening or formalizing risk management processes -- from raising and identifying them to its evaluation and treatment would be recommended. A summary of some identified risks as a result of recommendations from this SISP are compiled below.

If AMPS and its members: ..(Trigger) ..there is a risk of: ..leading to (Impact) a negative impact to AMPS reputation and: -reducing the strength of impact of existing Pracar efforts -possibly lose the members or public's confidence in the organization -for relatively new members or interested aspirants to be discouraged from exploring AMPS teachings further

maintain a politically divided organization

being seen as not 'walking the talk' and not leading by example

maintain uncoordinated and varying AMPS online social media communications responses to individuals and media organizations

being misunderstood or being seen as organizationally as not organized or unprofessional

If AMPS and its members is/are not prepared to respond in a planned/strategic way: ..(Trigger) ..there is a risk of: ..leading to (Impact) a negative impact to AMPS reputation and: -reducing the strength of impact of existing Pracar efforts -possibly lose the members or public's confidence in the organization -for relatively new members or interested aspirants to be

for when other people use AMPS content and media in ways that are not in accordance to AMPS philosophy ex. inflicts harm others

being seen in a negative light and/or misunderstood

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discouraged from exploring AMPS teachings further

for people's various interpretations of what P.R. Sarkar's 'official' words were which can either dissolve, reduce or divert the authenticity or essence of the ideas or concepts

further division or disunity within and outside the organization

a negative impact to AMPS reputation and: -reducing the strength of impact of existing Pracar efforts -possibly lose the members or public's confidence in the organization -for relatively new members or interested aspirants to be discouraged from exploring AMPS teachings further

to openly and publicly expressed views, opinions of other people disagreeing with AMPS' philosophy when engaging in one-to-one or one-to-many engagement whether for positive, constructive, remedial or debate discussions online To the way in which IT/IS assets are utilized and managed

missing great opportunities to inspire or enlighten others through constructive discussions

unmaximized or wastage of resources

missed opportunities to utilize resource for other projects and initiatives

Table 9. Risk Register 6.8 Technical computing architecture assessment Upon implementation of the SISP and over time, computing architecture will probably evolve into cloud-based computing architectures. By the time this architecture is to be considered, the IS committee would have decision making processes to select technologies and providers. In any case, as adopting cloud-computing architecture is practically 'outsourcing'. There will likely be opportunities to explore economies of scale from outsourcing and sharing IT resources within the Manila sector whether for applications in its entirety or from decoupling certain capabilities or functions only. Some criteria for consideration before proceeding, however, are recommended: ensure alignment to support desired outcome of the organization given identified 'business' requirements as well as in alignment with the IS strategy that supports the organizational strategic plan. Examples: Ensuring quality and reliability of services and a mutually benefiting relationship will we still be able to meet reliability requirements as well as maintain and ensure quality? are we able to incorporate the anticipation of changes in information,
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technology, processes or people? have we incorporated periodical opportunities to review the conditions of the arrangement to ensure alignment and validity? are we able to ensure a win-win situation with the outsourcing partner? are we able to factor in the compatibility of culture and relationships of the outsourcing organizations how will we manage or minimize the complexity of the outsourcing relationship? the more sourcing complexity increases, attention to and investment in sourcing governance and management will also increase are we able to ensure that the IP and knowledge as well as the important decisions specific to the organization's key competencies are maintained within the organization and not outsourced? Ensuring funding and organizational readiness will we have the funding to maintain and invest on the service? are we able to achieve economies of scale and ensure we are achieving savings? do we have or have we planned for the internal capabilities and competencies to monitor, manage the relationship as an external partner rather than an internal one? have we decoupled the functions / areas that can be outsourced in ensuring to get the highest value for investment? Ensuring seamless technology integration considering how no technology is autonomous, will we still be able to operate without introducing more complexity?

Done correctly, outsourcing will enable benefits such as: reduces complexity for the organization allows organizations the flexibility to focus on its key competencies as it outsources more 'generic' activities allows opportunity for value for money, continuity as well as minimized/shared risk ease, speed and flexibility to obtain specialist experience especially if the organization does not and cannot build the skills and capability themselves enables the organization to capitalize on the outsourcing partner's expertise and prevents common mistakes the organization might otherwise have to experience with the right outsourcing partner; enhanced and enriched process experience, intellectual property from learning from experiences of partner However, some disadvantages it can cause should also be managed if done incorrectly: organizations may effectively 'outsource' their IP and capability due to the increase in complexity and costs internally requires more consistent/constant communication with the outsourcing partner may lack customer-focus or organizational insight. it will be challenging to loop outsourcing partner into the nuances of the organizational processes, objectives that help enrich outcomes they are responsible for ex. Filipino call center agents in a directory assistance service unaware of specifics of the geography of client organizations' country will not be helpful. requires trust especially if dealing with freelancer instead of company unmanaged, can incur more costs (not to mention hidden costs) and quality can be substandard can end up providing no additional 'business' or organizational value other than cost reduction
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7.0 Summary Recommendation Mastering Change Management All SISP efforts are essentially based on AMPS' desire to change in a response to its environment as well as in order to drive the change outward as part of its Pracar function. Either way, managing change is a critical activity which requires planning and strategy. For people, processes and technology work together in harmony through change otherwise confusion, less engagement or motivation from people occurs. A change management framework approach, if not otherwise already used or managed, is recommended to be integrated into AMPS project management activities. There are many industry theories and approaches (see Appendix AC) surrounding successfully managing change and one of the more widely adopted and recommended of these is Prosci's change management model, called ADKAR. It is a goal-oriented change model which asserts that change management requires 5 components. The Awareness for the need for change, a Desire or the drivers to do so, the Knowledge, skills, behavior and understanding to know how, the Ability to do so as well as to overcome obstacles, and finally, having the Reinforcement mechanisms sustain the change. Given this model and for change to succeed, AMPS needs to assess their change capability to plan and manage change for success in terms of: Awareness: What is the extent of awareness of AMPS as far as the need for uniting politically? What about the use of information systems and other resources strategically? How can the rationale for change be communicated to increase awareness for the same? Desire: What drives AMPS' desire to make the change? How can the desire be cultivated? What will make members participate and support the change? How can AMPS balance short and long term changes considering the current political disunity? Knowledge: How can AMPS execute the change? What does the outcome look like? What are the plans and strategies to implement? What are some lessons learned through executing other changes which can be applied? Ability: Can the change integrate into daily operations easily? Does AMPS have the information, skills, resources, processes or technologies to implement the change? Reinforcement: What kind of mechanisms can be developed, established or enhanced to ensure the change will be sustained in the organization?

i ii iii

iv v vi vii viii ix x xi xii
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xiii xiv xv xvi xvii xviii ; xix Http:// xx xxi xxii

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