Strategy - Ian Pritchard, Sayer-Vincent


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Strategy - Ian Pritchard, Sayer-Vincent

  1. 1. Strategic Planning for IT<br />Iain Pritchard<br />6 April 2011<br />
  2. 2. About Sayer Vincent<br />Sayer Vincent is a specialist firm of consultants and auditors working exclusively with organisations in the not-for-profit sector.<br />Our information systems consultants and associates have all held senior positions in the sector.<br />We guide and support charities through the process of strategic planning, systems design, procurement, implementation and change management. <br />2<br />
  3. 3. What we will cover<br />Why strategic planning for IT is so hard<br />Why strategic planning for IT is so important<br />Some useful tools and techniques<br />Discussion<br />3<br />
  4. 4. Is planning for IT really that hard?<br />…apparently it is:<br />Standish Group – Chaos Report 2009<br />4<br />
  5. 5. What does unsuccessful look like?<br />5<br />
  6. 6. What does unsuccessful look like?<br />6<br />
  7. 7. Why do IT projects go wrong?<br />Not enough time<br />Insufficient budget<br />Poor communication<br />Inadequate testing<br />No project management<br />Lack of senior sponsorship/engagement<br />Organisational over-confidence<br />Personal inexperience<br />Poor decision-making<br />No clear strategy<br />7<br />
  8. 8. Why do IT projects go wrong?<br />8<br />Another four reasons….<br />
  9. 9. Reason #1<br />Moore’s law:<br />The number of transistors that can be placed inexpensively on an integrated circuit doubles approximately every two years.<br />9<br />
  10. 10. Reason #2<br />Hofstadter’s law:<br />It always takes longer than you think….even when you apply Hofstadter’s law<br />10<br />
  11. 11. Reason #3<br />Murphy’s (computer) laws:<br />If anything can go wrong, it will<br />Program complexity grows until it exceeds the capability of the programmer who must maintain it<br />Adding manpower to a late software project makes it later<br />11<br />
  12. 12. Reason #4<br />The problem of group decision-making:<br />12<br />
  13. 13. Why IT planning is important<br />13<br />strategic organisational priorities<br />How we get things done – processes and workflow<br />Roles and responsibilities<br />IT systems and software<br />
  14. 14. The questions an ICT strategy should answer<br />Will you buy standard packaged software or build your own systems?<br />What levels of IT service do you need? Do any applications need to be supported 24 hours a day, seven days a week?<br />Which IT services and support will you outsource to third parties?<br />What resources and skills do you need in your in-house IT team?<br />What are your standards for equipment and software? What are your policies for replacement and upgrade?<br />Are there areas where you are happy to take risks with new technology in order to gain advantage? Are there areas where it is important that IT is kept ‘safe’?<br />How will you manage IT projects, and who will manage them?<br />14<br />
  15. 15. When to carry out an ICT strategy <br />Generally, producing an IT strategy is more straightforward if:<br />your corporate strategy and priorities are already clear and understood by the managers, staff and other stakeholders who will need to take part<br />the stakeholders who need to be involved will have time to focus on the IT strategy and will not be significantly distracted by other projects or programmes of work going on at the same time<br />the senior managers in your charity are supportive and will actively encourage staff and colleagues to take part as necessary.<br />15<br />
  16. 16. In summary, the IT strategy needs to say…<br />Where the organisation is going<br />What help the organisation needs from IT to get there and what that will look like<br />What needs to change (and in what order)<br />What it will involve (including what it’s all likely to cost)<br />How long it might take<br />16<br />
  17. 17. How to go about it…<br />17<br />1<br />strategic organisational priorities<br />2<br />How we get things done – processes and workflow<br />3<br />Roles and responsibilities<br />4<br />IT systems and software<br />
  18. 18. Start with the organisation’s aims and priorities<br />18<br />
  19. 19. Some possible approaches<br />19<br />Interviews<br />Lecture<br />Group sessions<br />Work on your own<br />
  20. 20. SWOT<br />20<br />
  21. 21. Areas for change and development that will address…<br />21<br />
  22. 22. Prioritisation<br />22<br />High benefit<br />Easy<br />
  23. 23. Prioritisation<br />23<br />High benefit<br />Easy/Cheap<br />
  24. 24. MoSCoW<br />Must have = critical to the survival of the organisation<br />Could have = critical to the success of the organisation<br />Should have = important to the success of the organisation<br />Would be nice = useful to the organisation<br />24<br />
  25. 25. Moscow prioritisation #1<br />25<br />Should have<br />Would be nice<br />Could have<br />Must have<br />
  26. 26. Moscow prioritisation #2<br />26<br />Jan 2012<br />Jan 2013<br /> Jan 2014<br />Jan 2015<br />Jan 2015<br />Jan 2016<br />Apr 2011<br />Projects<br />Cost (excl. on goings)<br />Projects<br />Cost <br />(£)<br />One<br />Two<br />Three<br />Four<br />Five<br />Six<br />Seven<br />Eight<br />Should have<br />Would be nice<br />Could have<br />Must have<br />
  27. 27. Discussion<br />27<br />
  28. 28. Thank you<br />Iain Pritchard<br />Sayer Vincent<br />020 7841 6360<br /><br /><br />