Transcript Course Outline

Strategic Planning for
Information Systems
(IS 6003)
Masters in Business Information Systems 2004 / 2005
Programme in Professional Information System Practices
Dr. Tom Butler / Fergal Carton
Business Information Systems
Today
• Feedback and questions from Schering
Plough speaker
• CMOD Management consulting case study
• Feedback on IT strategy for UCC
assessment
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Feedback on Schering Plough
presentation
• Move to a global organisation since 2001
• Matrix organisation mixing the following dimensions:
– Product (Prescription, Animal Health & Consumer)
– Business Function (R&D, Manufacturing and Quality)
– Enabling function (HR, IT, Finance, Legal)
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Approaches to strategic planning (top-down & bottom-up)
What’s right for local ≠ right for global
Sites can “bid” for slice of capital investment budget
Business driven setting of IT priorities (€ driven!)
Tensions / conflicts can exist (political, personal, …)
MBS (BIS) / 6003 / Strategic Planning for Information Systems
IS role in global organisation
• IS role in “stewarding” decision making re.
prioirities
• IS people need to understand business
processes
• IS function as “enabler”
• JCB example: it’s not the technology that
adds value, it’s how it is used
• Stopping “solo runs” with suitable
governance (“IT Business Council”)
MBS (BIS) / 6003 / Strategic Planning for Information Systems
CEO level planning: example
• No FDA issues this year
• Cut costs by 5%, improve profitability by 2%
– Sales reaction :
• Increase sales
• Reduce lead times to win orders
• Increase levels of stock on hand
– Production reaction :
• Reduce levels of inventory
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Summary
• Many stakeholders in IS strategy
– Business, IS, users, vendors, …
• The more complex the organisation, the
greater the potential for conflict
• IT priority setting needs to be accomplished
by business
• Well defined Governance is the answer!
MBS (BIS) / 6003 / Strategic Planning for Information Systems
My questions for Malcolm
• Does the global organization at SP (common data and
processes) influence the physical organisation (roles,
responsibsilities, reporting), or vice versa?
• IT’s role as advisors / educators with respect to capability
and feasibility: what skills would be required of the IS
professional to be able to carry out these tasks?
• What’s the limiting constraint in selecting capital projects:
money or resources to deliver projects?
• If IS priorities are set by the business, and business needs
vary with market conditions, does this condemn IT to
always playing catch-up (no longer term strategy
possible)?
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Malcolm’s reply
“I won’t try to
answer those
questions by
email”
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Malcolm’s question
• What would be the best organisation
structure for a Global IT function in a
complex multi-national organisation?
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Management consulting case study
• Accenture “interactive” case study
– Roll-out of PeopleSoft in public sector
– Preparation & presentation of “Win
strategy” by groups on Feb 7th
– Participation of Graham Healy, Accenture
• The Dynamics of the Decision Making Process
• Review of Win strategy proposals
MBS (BIS) / 6003 / Strategic Planning for Information Systems
CMOD case study
• CMOD part of Dept of Finance
– “Centre for Management and Organisational
Development”
– Strategy, implementation and support
• PeopleSoft, 12 depts implemented, 13 more
– Supports users, maintains template, interfaces,
standards, upgrades, collects licence fees, ...
• Depts roll-out template, implement upgrades,
technical infrastructure, 1st level support, …
MBS (BIS) / 6003 / Strategic Planning for Information Systems
CMOD RFP
• “… seeks tenders for the provision of
professional services as an application
service provider in relation to the Irish Civil
Service PeopleSoft HRMS implementation”
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Win strategy
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Overview
Opportunity, Vision and Budget
Objectives
Issues & Expectations
Award Criteria
Competition
The Client
Us
Solution
Risk
Bid Management
I Wish I Knew…
Timeline
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Your mission
1. The Elevator Sales Pitch
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What are you proposing (solution?)
How can this be differentiated from other
offerings?
What are your key messages?
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Feedback on
st
1
term assessment
• Source of references / quotes should be
acknowledged
• Empirical back-up for claims
• Avoid contentious / negative issues
• Provide concrete examples from education sector
• Work breakdown should be detailed (indicate
customer resource commitment to project)
• Delivery of services important and corresponding
organisation of support resources
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Strategy elaboration
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Infrastructure
– Data
– Voice
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Clients
Services
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Security & Privacy
Electronic Mail
Blackboard
Licensing
Advice & Support
Training
Admin services
Information Services
Audio-visual
Governance
Disaster planning
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Tips -1
Variabiltiy in style throughout doc: importance of proof reading!
2 ways to show knowledge of a sector: state it or show it
Who are the biggest benefactor of an IT strategy? Admin
GB is like a steering committee and would refer to depts for actual
reqs
Should an IT strategy be student focused? Equivalent of being
customer focused?
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Tips -2
Resources of Computer Centre not analysed
Dept's own IS resources not taken into account eg BIS Technical
Customers like frameworks
An architecture of core admin apps would have been re-assuring
Project could be phased in implementation
MBS (BIS) / 6003 / Strategic Planning for Information Systems
Tips -3
Package approach?
Security deserves more airtime
Centralised vs. dept policy: how to decide?
Strategy should touch on organisation of people (eg. appointment
of CIO?)
Signposting improves readability and coherency of arguments
Honesty looks professional and increases credibility, instead of
always laiming benefits from IT (start to look like IT vendor
otherwise)
MBS (BIS) / 6003 / Strategic Planning for Information Systems