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Strategic planning tig 2014

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Slides from my presentation at the 2014 Legal Services Corporation Technology Innovation Grants (TIG) conference in Jacksonville on technology strategic planning.

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Strategic planning tig 2014

  1. 1. Developing A Strategic Technology Plan Peter Campbell CIO Legal Services Corporation
  2. 2. Organizational Planning • A Technology Plan has to integrate with and support broader organizational planning • A unified strategic plan ties together the strategic plan, business plans, and budget
  3. 3. Definitions • A Strategic Plan describes the key strategies that will accomplish the mission. These tie directly to the mission statement, goals and values. • A Business Plan outlines the steps required to accomplish the strategies.
  4. 4. Strategic Implementation • Technology plans aren’t laundry lists of applications and systems to be installed. • A strategic technology plan must be well-informed by business needs and developed in light of org-wide goals.
  5. 5. Comprehensive Evaluation  SWOT analyses  Technical and end-user assessments of options  Clear understanding of business needs versus software assumptions  Creativity
  6. 6. SWOT Analyses Outsourced VOIP Strengths Weaknesses • Outsourced maintenance • Vendor handles security • Subject to bandwidth issues • Reliant on vendor for issue resolution Threats Opportunities • Vendor goes out of business • Vendor is hacked • Former capital costs are expensed • Improved remote phone use • Cost savings
  7. 7. • Software evaluations have to be made by both the technologists and the users, and those decisions have to be vetted from the top. • If the users don’t know what the application will do for them, it’s not worth buying 360° Assessments
  8. 8. 360° Assessments • IT vets the compatibility and technical requirements. • Users assess the features and functionality. • Participation in selection increases ownership and commitment to project.
  9. 9. Software Assumptions • Software comes with assumptions about how you operate. • Key to software adoption is comfort with software assumptions. • Build vs. Buy should factor in Build vs. Customize.
  10. 10. Creativity • With smaller budgets, larger risks are acceptable. • Look for creative alternatives: –Refurbished equipment, Open Source, Strategic partnerships • Use SWOTs to determine where risks are warranted
  11. 11. Technology Planning • You can’t budget effectively on a year-to-year basis. • Long-term planning allows you to spread out recurring costs and space out large projects in ways that even out the expense.
  12. 12. Technology Planning • Develop a road map for major system upgrades and replacements to smooth and foster adoption. • Large projects, such as email system upgrades, can be planned in ways that ease the pain for everyone involved.
  13. 13. Plan Elements • IT Mission Statement • IT Goals – Tie directly to org goals/mission • State of Technology • Key Operating Principles • Major Initiatives • Chronological Plan
  14. 14. Questions Answered • How will the actions laid out in the plan support the mission and strategic plan? • How will staff be resourced to use the technology? • Does the organization have a strategy for application support and training?
  15. 15. Conclusion • Good planning requires that you understand who you are, what technology must do well for you, and where you can get away with it by doing things more creatively, or, perhaps, not quite as elegantly as a for-profit organization might.
  16. 16. • Peter Campbell • CIO • Legal Services Corporation • pcampbell@lsc.gov • http://www.lsc.gov • @peterscampbell

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