Ict4gov eservices strategic_planning

EEEE----SERVICES STATEGIC PLANSERVICES STATEGIC PLANSERVICES STATEGIC PLANSERVICES STATEGIC PLAN
Thinking Boxes for E-Service Strategic Value
johnmacasio@onecitizen.net

Essential Question
How to strategically view the
change requirement of the
enterprise, and to integrate the
aligned value of e-services to
deliver the strategic intent of the
aligned value of e-services to
deliver the strategic intent of the
business?

Essential Question
What are the framework,
metrics, process and tools to
understand the bigger picture
of the enterprise, and to draw
the models that elaborate the
the models that elaborate the
distinction and relationship of
performance, function,
information and technology of
the organization?

Essential Question
How to facilitate and draft the
formulation of strategic plan
which clearly defines the
alignment of enterprise’s
baseline information and
baseline information and
change requirements to
purpose, stakeholders,
organization, resources,
programs, time and funds?

STRATEGIC PLAN
•TIME•TIME
•GAPS
•GOALS
•CAPABILITY
•RESULTS
•CELEBRATION

AgendaAgendaAgendaAgenda
Strategic Intent
Strategic Value of ICT
Strategic Planning
Strategic Planning
Template
Software

Strategic IntentStrategic IntentStrategic IntentStrategic Intent ––––
The End PointsThe End PointsThe End PointsThe End Points
The striving for performance is directed
towards the defined strategic intent of
the organization’s stakeholders. The
functions, process, information,
technology are evolved to the planned
and agreed end points:and agreed end points:
Position (direction)
Diffentiator (discovery)
Destiny (destiny)
-Gary Hammel & C.K. Prahalad

Critical Attributes
Sense of Direction -point of view on
long term market or competitive
position

Critical Attributes
Sense of Discovery -point of view on
what differentiate -unique point of view
about the future

Critical Attributes
Sense of Destiny – perceive goal as
inherently valuable

Defining Strategic Value of ICT
Services
Important Questions
– What is the strategic alignment
of ICT services to the business
strategy of the organization?strategy of the organization?

Services
Important Question
– Which strategic alignment
models, decision domains, the
functional responsibilities willfunctional responsibilities will
bring strategic value of ICT
services in the organization?

Key Issues:
Lack of alignment between the business
strategy and the ICT service strategy of
the organization making investments
Services
strategy and the ICT service strategy of
the organization making investments
Lack of dynamic administrative process
to ensure continuous alignment
between the business domain and ICT
domain.
-Venkatraman, Henderson & Oldach

Business
Strategy
ICT Services
Strategy
BUSINESS DOMAIN ICT DOMAIN
External
2
Defining Strategic Value of
ICT Services
Alignment Framework:
Strategy
Information
Systems
Infrastructure &
Process
Organization
Infrastructure &
Process
Strategy
Internal
1
3
4
Venkatraman, Henderson & Oldach

1. Strategy Execution – business
strategy as the driver behind the design
of the organization, and the logic of the
ICT infrastructure
ICT Services
– Top Management = formulate strategy,
– ICT Management = implement strategy)

2. Technology Potential – ICT strategy
is formulated to support chosen
business strategy and the required ICT
infrastructure and processes
Top Management = provides the technology
ICT Services
Top Management = provides the technology
vision to articulate the logic and selection of
ICT strategy to support the business strategy
ICT Management = provides the technology
architecture by designing and implementing
the required ICT infrastructure that is
consistent to the IT strategy components –
scope, competencies & governance

3. Competitive Potential – exploitation of ICT
to impact new product and services (business
scope), influence key attributes of the strategy
(distinctive competence) , and develop new
relationship (business governance).
ICT Services
Top Management = serves a business visionary who
articulates the impact of emerging technology to
business scope, competence and governance.)
ICT Management = serves as catalyst to make business
to understand the potential opportunites and threats
of emerging technologies

4. Service Level – building quality ICT
organization within the organization.
ICT Services
Top Management = serves as the prioritizer
who provides appropriate allocations
ICT Management = serves as business leader
who insures business ends of the ICT
organization.

Strategic Alignment Model of ICT
– Draw the Alignment Schema
– Identify the decision domains, and draw
ICT Services
– Identify the decision domains, and draw
the ICT Integration Decision
Relationship Between Business Units and
the ICT Services Management

Strategic PlanningStrategic PlanningStrategic PlanningStrategic Planning
Strategic planning provides the
participatory engagement and thinking
tool to define, elaborate, document,
agree and communicate the strategicagree and communicate the strategic
baseline, strategic intent, strategic
action and strategic resources with the
constraint context and perspectives of
time, stakeholders, performance, funds,
environment, leadership and technology.

Strategic PlanningStrategic PlanningStrategic PlanningStrategic Planning
INTENT
TIME
STAKEHOLDERS
BASELINE
ACTION
RESOURCES
STAKEHOLDERS
PERFORMANCE
FUNDS
ENVIRONMENT
LEADERSHIP
TECHNOLOGY

Strategic IntentStrategic IntentStrategic IntentStrategic Intent
Mission (Core Purpose)
Vision (Here to There)
Goals (S.M.A.R.T. Targets)Goals (S.M.A.R.T. Targets)

Building Blocks of E-Services
Strategic Intent in Government
MANDATE
VISION
MISSION
VALUES
T
E
C
FUNCTIONS
GOALS
OBJECTIVES
POLICIES
PROCESS
PRODUCTS
ORGANIZATION
DECISION
STRUCTURE
INFLUENCE
RELATIONSHIPS
LOCATIONS
THE GOVERNMENT AGENCY
INFORMATION
SYSTEMS
C
H
N
O
L
O
G
Y
USERS
CUSTOMERS
PARTNERS
SUPPLIERS
CORE CAPABILITIES
DIFFERENTIATING CAPABILITIES
KEY PERFORMANCE INDICATORS
FUND SOURCESSTANDARDS
PROCESS
METHODS
TOOLS

Strategic ActionStrategic ActionStrategic ActionStrategic Action
Objectives
Priority
ActionAction
Responsibility
Timeline
Cost

CAPABILITY STRENGTH WEAKNESS OPPORTUNITY THREAT
ORGANIZATION
PROCESSES
Information Systems
S.W.O.T.
PROCESSES
DATA
CONTROLS
TECHNOLOGY

Strategic ResourcesStrategic ResourcesStrategic ResourcesStrategic Resources
Leadership
Technical
FundsFunds
Technology

Strategic BaselineStrategic BaselineStrategic BaselineStrategic Baseline
Financial Worksheets
Customer Experience
Internal ProcessInternal Process
Employees Lesson’s Learned

BalancedBalancedBalancedBalancedBalancedBalancedBalancedBalanced ScorecardScorecardScorecardScorecardScorecardScorecardScorecardScorecard
If we succeed, how will we
look to our shareholders?
Financial Perspective
To achieve our vision, how
must we look to our
Customer Perspective
The Strategy
must we look to our
customers?
To satisfy our customers,
which processes must we excel
at?
Internal Perspective
To achieve our vision, how must
our organization learn and
improve?
Learning & Growth Perspective

Balanced Scorecard PerspectivesBalanced Scorecard PerspectivesBalanced Scorecard PerspectivesBalanced Scorecard Perspectives
How do we Objectives Measures Targets Initiatives
appear to our
Stockholders?
Financial
Customer
At what internal Objectives Measures Targets Initiatives
Internal Business ProcessVision
&
29
appear to our
Customers?
At what internal Objectives Measures Targets Initiatives
processes must
we excel?
&
Strategy
sustain our
ability to change
& grow?
Learning and Growth

Performance
Model
Business
Model
Information
Model
Technology
Model
BASELINE
(Context)
Balance Scorecard Process Mapping
& Review
Information
Systems
Readiness
Configuration
Assessment
Standards
Compliance
Service Delivery &
Support
Assessment
INTENT Mandate,INTENT
(Purpose)
Mandate,
Mission, Vision,
Goals
GAPS Needs
ACTION
(Change)
Objectives,
Priority, Raw #
Tasks, Time,
Results,
Responsibility,
Metrics
RESOURCE
(Cost)
Services
Goods
Budget -ABC

O
R
G
A
1. Identify and engage the service of the
Mentoring Consultant, Technical Consultants,
Technical Facilitators and Researchers
2. Assist and coordinate with the AGENCY NAME
A
N
I
Z
E
2. Assist and coordinate with the AGENCY NAME
ICT Services Strategic Planning Committee
3. Define and agree on the strategic planning
framework, tasks and timetable

D
I
S
C
O
V
1. Set the organizational assessment framework for the strategic
planning
2. Identify the specific issues or decisions that the strategic
planning should address
3. Identify the information that must be collected
4. Conduct Focus Group Discussions on the situational assessment
a.The Mandate, Laws and Standards
b.Technical and Business Units and Business ProcessesV
E
R
b.Technical and Business Units and Business Processes
c.Current Organizational Strategies and Limitations
d.Best Practices and International Trends
e.Future Organizational Strategies and Directions
f. The Enterprise Architecture
5. Gather and create summary presentation of the information
gathered from the key technical and business areas of the
organization
6. Assess the information needs/requirements of the agency
7. Assess the existing IT infrastructure (i.e., hardware, software,
network, special solutions/devices, etc.) as to its applicability
and further use

D
E
F
I
N
E
1. Revisit the mandate, mission, vision and values of the organization
2. Define the aim, goals, and objectives of ICT services aligned to the
mission, vision, values, and business ends of the organization
3. Identity the strategic directions of the agency
4. Define the Enterprise Architecture aligned to the strategic directions
5. Define what it takes to realize the strategic directions
6. Define the ICT service projects or components of the business case
7. Define the metrics of success or key performance indicators
E
7. Define the metrics of success or key performance indicators
8. Define the best practice references
9. Identify the key areas of the plan requiring specific technical experts
10. Identify the necessary upgrades and replacements that must be made to
the IT infrastructure using lifecycle management practices for
infrastructure and technologies employed
11. Identify the information systems necessary to support the mandate of the
AGENCY NAME.
12. Define other ICT projects that need to be included in the AGENCY NAME
budget forecasts and to be prioritized within the next three (3) years.
13. Identify the criteria in the selection of the appropriate systems
integration/solutions provider for the eventual implementation of the
ISSP.

D
R
A
F
T
1. Consolidate the input derived from the focus discussion and research
2. Design and develop the AGENCY NAME Enterprise Architecture (EA)
document
3. Develop a three (3) year Information Systems Strategic Plan (ISSP) that
would serve as the “blueprint” of AGENCY NAME in the various aspects of
technology, solutions, IT strategies, IS strategies, IT manpower support
and budgetary requirements, among others.
4. Ensure that the developed ISSP is in conformance to the requirements of4. Ensure that the developed ISSP is in conformance to the requirements of
the regulatory bodies in the Philippine Government primarily as it related
to monitoring, approval and implementation of the ICT vision of the
agency.
5. Prepare an ISSP that conforms to the NCC format (M.O. 2003-02)
6. Prepare the E-commerce Plan of the agency in support of the E-commerce
Law so that the agency maximizes the use of the Internet in the various
aspects of operational and strategic thrusts.
7. Prepare the ICT Projects Investment Roadmap that considers hardware,
software and network infrastructure, information systems, and other ICT
projects that need to be included in the AGENCY NAME budget forecasts
and to be prioritized within the next three (3) years.
8. Conduct a stakeholders and users review
9. Revise and submit for final approval

I
M
P
L
E
M
1. Define implementation and monitoring process of the
project outcomes and recommendations
2. Facilitate the organizational definition of the
Implementation Oversight Committee
3. Define and perform a technology transfer program to
ensure that AGENCY NAME management and the
corresponding staff of the agency understand the
M
E
N
T
corresponding staff of the agency understand the
conceptual and operational aspects of the deliverables
4. Conduct training on ICT Project Management
5. Conduct training on ICT Subcontract Management

EEEE----Service Strategic PlanningService Strategic PlanningService Strategic PlanningService Strategic Planning
Content Elements:Content Elements:Content Elements:Content Elements:
Vision
Mission
Values
Goals
Objectives
ARCHITECTUREAS-IS-STATE TO-BE-STATEARCHITECTURE
Investment
Sourcing
Funds
Results
Risks
Timelines
Governance
AS-IS-STATE TO-BE-STATE

EEEE----Services Strategic PlanningServices Strategic PlanningServices Strategic PlanningServices Strategic Planning
InterrogativesInterrogativesInterrogativesInterrogatives
WHO ARE YOU?
Corporate Mandate, Service Vision/Mission,
Programs, Organization, Performance Areas
WHERE ARE YOU NOW?
SWOT & Environmental Scan >> Corporate
Performance Areas
WHAT YOU WANT TO BE?WHAT YOU WANT TO BE?
Business, Data, Application, and
Technological Architectures Definition;
Principles and Standards, Integration View
and Models
WHAT ARE THE GAPS?
Process, Data, Application, Infrastructure,
Service Support Needs
WHAT NEEDS TO BE DONE?
Business Area, Performance Definition,
Action Statements

WHAT ARE THE REQUIREMENTS?
Process, Information, Technology, People
and Funds
WHAT ARE THE STRATEGIC INVESTMENT?
Program Scope, Assigned Resources, Time
and Cost Estimation
WHO SHALL MAKE THINGS HAPPEN?
RAEW Analysis – Stakeholders – R=
EEEE----Services Strategic PlanningServices Strategic PlanningServices Strategic PlanningServices Strategic Planning
InterrogativesInterrogativesInterrogativesInterrogatives
RAEW Analysis – Stakeholders – R=
responsibility, A= authority E= expertise,
W= work
HOW DO YOU KNOW IT HAPPENS?
Performance Rubrics= From 0 -level of low
performance to 5 -level of high
performance)
WHAT IS THE IMPLEMENTATION PLAN?
Work Plan, Governance, Change
Management Plan, Migration Plan, Quality
Management Plan, Security Plan

STRATEGIC INFORMATION SYSTEMSTRATEGIC INFORMATION SYSTEMSTRATEGIC INFORMATION SYSTEMSTRATEGIC INFORMATION SYSTEM
PLANNINGPLANNINGPLANNINGPLANNING
Strategic Architecture:Strategic Architecture:Strategic Architecture:Strategic Architecture:
– The statement of the to-be-
state or desired models of the
following
1. Business Architecture1. Business Architecture
- Function and Process
2. Information Architecture
– Data & Application
3. Technology Architecture
- Standards, Network, Apps
Dev, Database etc.

Strategic InvestmentStrategic InvestmentStrategic InvestmentStrategic Investment
– A listing of actions and resource requirements
to support the strategic goals, objectives, and
architecture
1. People Capability
2. Process Improvement
3. Infrastructure Building3. Infrastructure Building
4. Hardware Acquisition
5. Software Acquisition
6. Database Requirements
7. Service Acquisition
8. Business Continuity
9. Continual Improvement

Strategic Sourcing:Strategic Sourcing:Strategic Sourcing:Strategic Sourcing:
– Definition of the sourcing strategy
to acquire the resources and
services to support the planned
actions.actions.
1. In-Source
2. Out-Source
3. Mixed-Source

Strategic Fund Sources:Strategic Fund Sources:Strategic Fund Sources:Strategic Fund Sources:
– An identification of financial
sourcing to support the strategic
investment
1. GAA
2. ODA
3. Internal Funds
4. Generated Income

Success Indicators:Success Indicators:Success Indicators:Success Indicators:
• Indicative items to be
measured quantitatively and
experienced qualitatively to
speak of results.speak of results.
• List of expected key
performance indicators to be
realized by the selected
strategic actions.

Risks to Mitigate:Risks to Mitigate:Risks to Mitigate:Risks to Mitigate:
• Statement of “What If”, the
potential to occur and the
mitigating measures

INFORMATION SYSTEM
Strategic Action Timeline
INVESTMENT/ DELIVERABLES
YEAR 1 YEAR 2 YEAR 3OBJECTIVES ACTIONS

Ict4gov eservices strategic_planning

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