Strategic Planning for Higher Education Information Systems

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Strategic Planning for Higher Education Information Systems

  1. 1. It’s Not the Plan, It’s the Planning EDUCAUSE 2010
  2. 2. Agenda Planning Strategically Thinking Strategically Working Strategically
  3. 3. Planning Strategically
  4. 4. Boundaries? • Planning creates change • Change doesn’t come from new technology • systēma, meaning a set of interacting or interdependent objects forming an integrated whole • Plan holistically for entire system • Systems thinking = mutual dependencies
  5. 5. History is over, so get over it. • 1970’s – Monolithic formal top-down – Prescient but unreadable • 1980’s – Organic and touchy-feely and outside the box – Ideas yes, execution no • 1990’s – Y2k myopia – Emerging planning & project management link
  6. 6. A new journey. • Previous plan had gathered moss • External consultants have issues • Simple process
  7. 7. Are we there yet? • If you don’t know where you are going then any road will get you there • Planning is a process, not a project • Repeatable and continuously improvable “Plans are nothing; planning is everything.” Dwight D. Eisenhower
  8. 8. Change is constant. • New students every term • New technology every minute • New pedagogical ideas • New demands for resource optimization • Planning strategically to expect complexity, change, and chaos
  9. 9. Vision Strategy Operations Tactics Integrated process Fix Plan STRATEGIC PLANNING ANNUAL SERVICE PLAN PERFORMANCE PLAN GOVERNANCE Check Annually evaluate strategic success Measure goal progress quarterly Assess personal achievements Do DECISION RECOMMENDATIONS PROGRAM INITIATIVES INTEGRATED PROJECTS ASSIGNED TASKS
  10. 10. Add another layer of abstraction. • Time horizon • Personal impact • Degree of collaboration • Ease of understanding • Stepping stones Vision Strategy Operations Tactics
  11. 11. Plan Governance • Who makes decisions about planning? • Governance creates forum for strategic conversations Strategy • Strategy = dreams and aspirations of your stakeholders • Dreams become goals • Goals require incremental objectives Annualplans • Specific measurable actions in the next year • Every task explicitly linked to an objective Performanceplans • Leaders assigned to accomplish each task • Tasks become individual performance targets Plan STRATEGIC PLANNING ANNUAL SERVICE PLAN PERFORMANCE PLAN GOVERNANCE
  12. 12. Do • Planning requires decisions • Decisions introduce change Decisiveness: create “cult of do” • Projects execute change • Plans are portfolio of projects • Create economic utility Strategic program of initiatives • Sequencing based on return, dependencies, and resourcing Operationalize the plan by integrating • Systemic project process linked to specific human resource expectations Tactics = “get ‘er done” Do DECISION RECOMMENDATIONS PROGRAM INITIATIVES INTEGRATED PROJECTS ASSIGNED TASKS
  13. 13. Check Plans are perfect until execution starts Measure results: personal, operational, and strategic Frequently enough to affect timely improvements Progress towards goals & objectives always matters On time & on budget, are not enough Plan progress guides future decisions Check Annually evaluate strategic success Measure goal progress quarterly Assess personal achievements
  14. 14. Fix Plans need continual review Continual strategy discussions Zero-based annual planning Shifting priorities create new personal performance plans Fix
  15. 15. Vision Strategy Operations Tactics Integrated process Fix Plan STRATEGIC PLANNING ANNUAL SERVICE PLAN PERFORMANCE PLAN GOVERNANCE Check Annually evaluate strategic success Measure goal progress quarterly Assess personal achievements Do DECISION RECOMMENDATIONS PROGRAM INITIATIVES INTEGRATED PROJECTS ASSIGNED TASKS
  16. 16. Thinking Strategically
  17. 17. Layering technologies Web Client/server Networking Database Online Batch Evolutionary Dependency
  18. 18. Layering technologies Web Client/server Networking Database Online Batch Client Value
  19. 19. Early to beta, late to production. • “Son of Newton” • Test, learn, assess risk • Balanced portfolio of risks
  20. 20. Consequences Open source learning management system Open source server operating system Open source ERP administration system Open source desktop productivity tools High Low LowHigh Return Risk
  21. 21. Sources of information • Who do you trust? • Blending accountability with perspective • Using research “The nicest thing about the future is it always starts tomorrow.”
  22. 22. Working Strategically
  23. 23. Question everything. • How do we leverage our existing assets? • What prototypes should we experimenting with? • How do we socialize everything we do? • What did we miss? • How do we get better? • Are we enjoying the journey? • Are we following our customers’ priorities? • What can we stop doing?
  24. 24. Goals • Primary point of connection with institutional strategy • Strategic goals are choices • 3 to 5 years “We are continually faced by great opportunities brilliantly disguised as insoluble problems.” Lee Iacocca Client Service Administration Systems Web Services Research Systems Learning and Teaching Infrastructure Organization
  25. 25. Objectives. • Goals are not prioritized • Objective used to achieve a goal • Objectives are: – Concrete – Specific – Mutually independent – Tangible deliverables • Goal =  (Objectives) Goal Objective 1 Objective 3 Objective 2 Objective 4 Objective 5
  26. 26. Why plan? • If you don’t know where you are going, any road will get you there. • Simply reacting is a high risk survival strategy • Systems are a large tangible asset and unplanned risk is unacceptable • Strategic plan explains your investment strategy
  27. 27. Some experiences. • Takes longer than expected • Short = useable • Value is in the conversations, not the document • Forces departmental scope & mandate discussion • Pull vs. push • Internally & externally competitive
  28. 28. Are we there yet? • Nope. • Metrics give a partial picture • Planning an ongoing dialogue • Obsolescence is instant • Infinite improvement cycle
  29. 29. It’s not the Plan, It’s the Planning www.blurb.com/bookstore/detail/960910 EDUCAUSE 2010

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