Many organisations ask us to assist them in developing an Information Services Strategic Plan (ISSP). Some have a fair idea of what they want to achieve but no clear path to structuring, communicating and selling this to the Executive. Others are unaware that the plans they have been using merely indicate how to ‘keep the lights’ on and do not provide a strategic direction.
A strong ISSP supports an organisation’s strategic direction; it is a key document for planning and implementing new ICT initiatives as it guides and informs decisions on any changes to technology, is an integral part of an organisation’s future focus and articulates how technology supports business performance. The following are several key steps that will ensure you build a plan that clearly communicates your intentions, adds value and provides the ability to match the organisation’s aspirations for growth.
Developing an effective ISSP should first start with a review of the organisation’s strategic plan. Often after listing out the strategic and tactical plans of the organisation, the areas where technology could enhance or enable such plans becomes apparent. An ISSP should align with the Statement of Intent, business strategies, wider industry strategies and fit within the constraints of the capital expenditure plan.
If one of your strategic goals is to become ’a premier provider of xx services,’ how is that goal going to be achieved? What is a premier provider, and what tools would enable your staff to become such a provider?
Also ask yourself how you will know that you have achieved success? Establishing measurable Key Success Indicators is one way to ensure you have metrics in place that provide valuable data.
Without asking the organisation what is being delivered and what it needs you will only be guessing. The next step is to collect information from the executive and operational staff about business opportunities, risks and issues and to understand their needs. This information should be collected in a variety of ways so that common themes can be extrapolated, and that the analysis shows trends and direction. A well developed set of questions will be necessary so you provide consistency.
Example: The survey questions are designed to ask the users of the IT systems to rank their opinions about the mindset of the organisation as far as IT investment is concerned. The data collected might be sorted to show the following common issues:
Take a critical look at how IT is funded in your organisation and ask yourself the following questions:
Assessing your systems environment and service catalogue (if you do not have one now is the time to create one) is essential to understanding what the business requires. Having a list of all systems out there and assessing what services are being delivered or not delivered may present some surprises. The best way to start the process is to identify all the applications currently in use in the organisation and determine with the users who the owner is, if the application is meeting the current and future needs and when the application could be considered for replacement or enhancement.
Armed with all the above information, the next steps are to identify the gaps between the desired state and the current state of the organisation. Examples of some of the gaps could include:
With the gaps identified, you can now prioritise projects over a multi-year period and create that elusive long-range technology vision. Because of the dependencies upon other IT projects, this is best done by IT staff or consultants with a technology background. At a high-level, the Executive Leadership team can direct the priorities of the organisation and then these priorities can be assembled into a project timeline.
Now that you have created the technology vision for your organisation, the goal needs to be to continue to update and develop the plan as things change. None of us can anticipate a major downturn in the economy or an opportunity for growth within your organisation that becomes available a few years from now. It does not matter if your organisation has a small IT team or a large one; you need to have someone in the organisation that represents the IT department included in your strategic planning and operational planning processes. The only way that your technology vision can be kept current with the organisation’s vision is to include them in the process.
Following these steps with a competent advisor by your side will ensure you build a strong, robust ISSP that forms a roadmap for your technology strategy now and into the future.