Information Information Systems Systems PlanningPlanning

Presented by: Heidi HeppnerPresented by: Heidi Heppner

Jon MarvinJon Marvin

What Is Planning?What Is Planning?Developing a view of the future that Developing a view of the future that

guides decision making today…guides decision making today… Impossible to tell the future…Impossible to tell the future… Therefore a more strategic focus is taken – Therefore a more strategic focus is taken –

Where do we want to end up?Where do we want to end up?

3 Types of Planning:3 Types of Planning:• StrategicStrategic• TacticalTactical• OperationalOperational

Planning DifficultiesPlanning Difficulties Business goals and systems plans need to Business goals and systems plans need to

alignalign Rapidly changing technologyRapidly changing technology

Technological advances, obsolete technologyTechnological advances, obsolete technology Continuous planning/monitor and follow change Continuous planning/monitor and follow change

Companies need portfolios rather than Companies need portfolios rather than projectsprojects

Infrastructure development is difficult to fundInfrastructure development is difficult to fund Responsibility needs to be jointResponsibility needs to be joint

CIO, CEO, CFO, COO input is neededCIO, CEO, CFO, COO input is needed Systems planning in becoming business planning.Systems planning in becoming business planning.

The Changing World of The Changing World of PlanningPlanning

The future can be predictedThe future can be predicted The Internet changes strategies. New unexpected The Internet changes strategies. New unexpected

competitors.competitors. Time is availableTime is available IS supports and follows the businessIS supports and follows the business

IS & IT are the business. E-business solutions.IS & IT are the business. E-business solutions. Top management knows bestTop management knows best

To far removed from customers, suppliers, partners.To far removed from customers, suppliers, partners. Strategy must be formed on the “front lines”.Strategy must be formed on the “front lines”.

The company can be viewed as an armyThe company can be viewed as an army Employee empowermentEmployee empowerment

Better ideas, increased efficiency and higher employee Better ideas, increased efficiency and higher employee satisfaction. satisfaction.

Today’s Sense-and-Respond Today’s Sense-and-Respond ApproachApproach Formulate Strategy Closest to the ActionFormulate Strategy Closest to the Action

Planning occurs at edge of company. Up to Planning occurs at edge of company. Up to date.date.

Test the FutureTest the Future IS department tests future technologies.IS department tests future technologies.

Provide funding, work with research organizations. Provide funding, work with research organizations.

Put the Infrastructure in PlacePut the Infrastructure in Place Most critical IT decisions are about Most critical IT decisions are about

infrastructure.infrastructure. Creating and maintaining common, consistent data Creating and maintaining common, consistent data

definitions, create and install mobile commerce definitions, create and install mobile commerce standards among handheld devices, implement e-standards among handheld devices, implement e-commerce security and privacy measures, commerce security and privacy measures, determine operational platforms, such as ERP and determine operational platforms, such as ERP and supply chain management. supply chain management.

Sense-and-Respond Cont. Sense-and-Respond Cont. Don’t plan the whole strategy, let it unfold Don’t plan the whole strategy, let it unfold

A step-by-step strategy is more adaptableA step-by-step strategy is more adaptable

Guide Strategy – A Strategic Envelope Guide Strategy – A Strategic Envelope can keep your flexible planning within limitscan keep your flexible planning within limits

Be at the table - IS execs must be Be at the table - IS execs must be involved. involved. A good CIO should attain department A good CIO should attain department

credibility and free up staff for planning.credibility and free up staff for planning.

Six Planning Approaches Six Planning Approaches and Techniquesand Techniques

Stages of GrowthStages of Growth Critical Success FactorsCritical Success Factors Competitive Forces ModelCompetitive Forces Model Value Chain AnalysisValue Chain Analysis Internet Value MatrixInternet Value Matrix Linkage Analysis PlanningLinkage Analysis Planning

CLJ: Infrastructure-related CLJ: Infrastructure-related problemsproblems Limited fundingLimited funding

Time- 7 years from scratchTime- 7 years from scratch High level of IT controlHigh level of IT control

Decision-making authority departing from IS dept.Decision-making authority departing from IS dept. What level to build at. Size of company.What level to build at. Size of company. Consensus between IT and general Consensus between IT and general

management.management.CTQ:CTQ:Should today's companies follow the established Should today's companies follow the established

and proven infrastructures of similar and proven infrastructures of similar companies or should they experiment with companies or should they experiment with creating their own personalized infrastructure?creating their own personalized infrastructure?

CLJ – Risky Business CLJ – Risky Business Assessing Projects goes beyond TCO and ROI. Assessing Projects goes beyond TCO and ROI.

Risk Assessment is crucial - see Internet Value Risk Assessment is crucial - see Internet Value MatrixMatrix

Improve project flexibility by building in ‘options’Improve project flexibility by building in ‘options’ Which is better? Options or breaking it into Which is better? Options or breaking it into

smaller pieces? Any more methods for assessing smaller pieces? Any more methods for assessing a project?a project?

CTQCTQ - - Our text suggests using a strategic Our text suggests using a strategic envelope to keep potential strategies on track. envelope to keep potential strategies on track. But might this envelope be too confining? And But might this envelope be too confining? And who should define the envelope? Should it just be who should define the envelope? Should it just be upper management? upper management?