How to Decide
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Transcript of How to Decide
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Peter Campbell Techcafeteria April, 2009
How to DecideIT Planning and Prioritizing
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Peter Campbell Techcafeteria April, 2009
Organizational Planning A unified strategic plan
ties together the:
Strategic plan,
Business plans, and
Budget
by using balanced scorecards and business process maps to strictly tie actions and expenses to mission-serving strategies.
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Peter Campbell Techcafeteria April, 2009
Balanced Scorecards A balanced scorecard
identifies four areas that your strategic plan should address:
financial,
constituent (or customer),
internal business processes, and
employee learning and growth.
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Peter Campbell Techcafeteria April, 2009
Balanced Scorecard Constituent strategies
might include:
starting a newsletter to inform and engage constituents, or
program-related services, such as offering classes to job seekers or providing counseling to abuse victims.
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Peter Campbell Techcafeteria April, 2009
Balanced Scorecards Internal business process strategies might include:
replacing analog phones with a Voice over Internet Protocol (VoIP) system, or
instituting a new purchase order process.
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Peter Campbell Techcafeteria April, 2009
Example: Supporting Criteria
StrategyStrategy AreaArea ObjectivesObjectives MeasuresMeasures TargetsTargets InitiativesInitiatives
Increase constitue
nt awareness of our
accomplish-ments
by distributi
ng a monthly
email newslett
er
Consti-tuents
Increase mission
awareness
Increase donation
s
Improve communi-cation
eCRM analytics
Donations
increases
5% increase in new
prospects
7% increase
in donation
s
Start monthly newslett
er
Add member-ship to
web site
Publicize in NP Times
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Peter Campbell Techcafeteria April, 2009
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.
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Peter Campbell Techcafeteria April, 2009
Technology Planning Developing a road map for major system upgrades and replacements will smooth and foster adoption.
Large projects, such as email system upgrades or changing databases, can be planned in ways that will ease the pain for everyone involved.
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Peter Campbell Techcafeteria April, 2009
Elements of the Plan Technology plans
should have at least three components:
Strategy
Support
Actions
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Peter Campbell Techcafeteria April, 2009
A plan answers these questionsHow will the actions
laid out in the plan support the mission and organizational strategic plan?
How will staff be resourced to use the technology?
Does the organization have a coherent strategy for application support and training?
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Peter Campbell Techcafeteria April, 2009
Comprehensive evaluationSWOT analyses
Technical and end-user assessments of options
Clear understanding of business needs versus software assumptions
Creativity
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Peter Campbell Techcafeteria April, 2009
360Participation 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
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Peter Campbell Techcafeteria April, 2009
Making ChoicesSource: Ed Granger Happ
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Peter Campbell Techcafeteria April, 2009
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.
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Peter Campbell Techcafeteria April, 2009
Resources Further information and
relevant links are at the Managing Technology to Meet Your Mission wiki:
http://www.meetyourmission.org/
Contact me:
Peter Campbell
http://techcafeteria.com