IT Strategic Planning - Info-Tech Research Groupstatic.infotech.com/downloads/ITRG - Strategy...
Transcript of IT Strategic Planning - Info-Tech Research Groupstatic.infotech.com/downloads/ITRG - Strategy...
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 1
IT Strategic Planning
Overview of Service Offering
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 2
Our strategic planning methodology is based on our OptimizeIT & BenchmarkIT programs
The BenchmarkIT and OptimizeIT programs were developed based on extensive
research into IT strategic planning best practices and consultation with our clients about
how they best achieve strategic Business/IT alignment
Our methodologies are constantly validated and updated based on customer feedback
Our results will provide an unbiased view of IT, based on a proven methodology and
industry leading research
Our methodology is executed by senior consultants with a strong understanding of the IT
function
• Typically, 10+ years of management consulting and/or operational experience
• Our approach includes integrating our senior research analysts in relevant topic areas
We will include a set of key notes, tools, and templates that represent leading practices
across key components of the IT strategies
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 3
Info-Tech generally recommends 8-12 allocated weeks to complete our IT Strategic Planning Methodology
Peer Benchmarking
(Phase 0)
Business – IT
Alignment
(Phase 1)
Application
Direction
(Phase 2)
Infrastructure
Direction
(Phase 3)
IT Organizational
Direction
(Phase 4)
IT Strategic Investment &
Value Roadmap
(Phase 5)
Set Conditions to
Achieve Alignment
Peer Benchmarking
(Phase 0)
Scan for Potentially
Enabling Technologies
Determine IT Value
Imperatives
Peer Benchmarking
(Phase 0)
Develop IT
Vision & Mission
Peer Benchmarking
(Phase 0)
Develop Application
Strategic Direction
Gather Baseline
Company Data
Peer Benchmarking
(Phase 0)
Determine Peer
Group
1 Week
(Net Execution)
2-3 Weeks 4-5 Weeks
These phases can be executed concurrently depending on the your team’s availability
Assess Current
Enterprise Applications
Develop Technical
Infrastructure Strategic
Direction
Assess Technical
Infrastructure
Alignment to Business
Objectives
Assess Current IT
Organizational
Structural Alignment
Assess Current IT
Capabilities
Determine IT Initiative
Priorities
Define Strategic IT
Initiatives
Prepare Strategic
Roadmap
Finalize Strategic Plan
Determine Budget
Impact
3 Weeks
Develop IT
Organizational
Strategic Direction
Analyze Results
& Develop Report
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 4
Phase 0 – Peer Benchmarking
Activities Description Deliverables
0.1 Collect Baseline Company Data We'll ask you some questions about your approach to IT strategy and use your answers to
establish a performance baseline and show how you compare with your peers, and
determine any modifications required to our strategic planning
Survey Questionnaire – Allows key
stakeholders to provide their input on the key
topic areas
0.2 Determine Peer Group We will determine a recommended best-fit peer group for you based on your answers to the
questionnaire. You can then choose to customize your Peer Group for maximum relevance
based on the demographic profiles of other IT organizations using the program. Peer group
criteria are based on the following criteria:
Industry & Business Orientation & Geographic arrangement
Revenue & Growth
Employee & IT staff
Peer Group Definition – Determine the
specific criteria of the peer group you wish to
be benchmarked against. This will determine
the overall sample size we are able to achieve
0.3 Analyze Results & Develop
Report
This step will generate the report that will allow you to review your benchmark results and
learn how your current performance compares to your desired state, and how you compare
to your peer group. Additionally, we will include recommendations on what the key focus
areas should be during the strategic IT planning process.
Benchmarking Report – A presentation that
outlines the benchmark findings, conclusions
and recommendations to the strategic IT
planning process. Note: Results will be based
on survey completions rates
Overview Outcomes
Benchmarking will help you assess your approach to IT strategic planning, by asking you a series of questions about the impact and
relevance of various aspects of your planning process. These results will be tabulated into a Benchmark Report which summarizes
your capabilities compared to a set of peers. This will address key questions, including:
Compare your IT practices to your industry peers. How do they allocate their resources?
What is important to them? How do you compare?
Quickly see where you stand in the IT
Maturity Matrix
Identify discrepancies between a IT strategic
planning importance and the time you spend
on it
See the opportunity for improvement to reach
your desired state
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 5
Sample Outputs – Peer Benchmarking
After completing our
benchmarking analysis, you
will have a view on where
your organization sits relative
to its peers
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 6
Phase 1 – Business/IT Alignment
Activities Description Deliverables
1. Set Conditions to Achieve Alignment
1.1 Develop IT Value Imperatives
1.2 Obtain Stakeholder Support.
1.3 Set Parameters of the IT Strategy
1.4 Launch IT Strategy Initiative
The first task in aligning IT goals and objectives to those of the business is to establish a working
environment that promotes strategic objective setting and collaboration. A key factor in gaining alignment
is the support and commitment of business executives to your IT strategy and planning efforts.
Stakeholder Guidelines Document – Identifies
stakeholders in the strategic IT plan
Stakeholder Letter – A kick-off letter to stakeholder
the initiative / objectives
Kick-Off Meeting – A kick-off meeting and agenda to
start the strategic planning process
2. Scan for Potentially Enabling
Technologies
2.1 Scan for Potential Business Enabling
Technologies
Periodically, every enterprise should consider how advancements in technology or technology
management practices can be applied to drive business value. Advancements can be new product
announcements or new uses for proven technologies. Some organizations systematically monitor
industry developments to determine if and when a technology is right for them. However, since this
activity is not necessary every time you develop a strategy and may not be necessary for your situation,
Info~Tech considers it advanced.
IT Technology Monitor - Result of scanning the
marketplace for new technologies or new uses of
existing technologies. Helps to determine whether or
how a particular technology might add value to the
enterprise.
3. Determine IT Value Imperatives
3.1 Document Strategic Business
Objectives
3.2 Develop IT Value Imperatives
The key step in this program, clearly articulating how IT will contribute to business goals, sets the tone
and intent for the IT Strategy and Investment Roadmap. During this step, you will clearly confirm the
strategic priorities of the enterprise and propose specifically what IT must accomplish for the business to
achieve those priorities
IT Value Imperatives - Outlines what the business’s
information technologies must be capable of doing in
order to support and enable enterprise strategies.
4. Develop IT Vision and Mission
4.1 Conduct IT Visioning Working Session
4.2 Articulate IT’s Role, Objectives, and
Values.
Have you ever felt that the harmony of your organization is just a little off-key? When parts and pieces of
your organization seem to demonstrate different values and behaviors it may be time to refocus your
team. If it appears that business stakeholders don’t know what to expect from IT or expect widely differing
things, perhaps it’s time to clearly articulate the role of IT in the organization.
IT Vision & Mission - Describes the values and
behaviors the IT organization will adopt and portray to
best align with corporate values and objectives.
Overview Outcomes
The purpose of Business – IT Alignment phase is to optimize the value that IT contributes to the business. As such, in order to successfully outline a
strategic IT roadmap, it is important to start here. An organization has successfully aligned IT strategy to business strategy when there is:
A shared understanding of how IT applications, technologies and services will contribute to business objectives – today and in the future.
A shared focus on where to expend scarce resources, time and money; the tradeoffs the enterprise is prepared to make.
A credible working relationship between the IT organization and the rest of the business evidenced by reliable daily operations, responsive
problem management and predictable, innovative solution delivery.
Support from key executives to participate in
developing the IT Strategy.
An understanding of how emerging technologies,
applications and trends can or will impact your IT
organization.
Clear expectations of how IT will contribute to the
business goals and objectives.
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 7
Sample Outputs – Business/IT Alignment
Our approach is based
on clearly documenting
objectives and capturing
decisions
Our technology monitor
matrix shows what value
new technologies bring to
your organization
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 8
Phase 2 – Application Direction
Activities Description Deliverables
5. Assess Current Enterprise Applications
5.1 Assess Alignment of Current
Enterprise Applications To Business
Objectives
The first task in developing an Application Strategy is to identify the current inventory of applications and
to assess the weaknesses and gaps in them in terms of achieving strategic objectives of the business.
The health of current applications and their ability to support the business as it changes strategically are
the critical elements of mapping a strategic direction.
Application Assessment - Evaluates how well
current applications are positioned to support
business objectives and strategies.
6. Set Application Portfolio Direction
6.1 Identify Opportunities to Improve
Strategic Alignment
Once you identify where the application is weak or missing capabilities needed to support business
objectives, you need to set the course for strengthening the application portfolio. At this stage in the
development of your IT strategy, application direction typically involves determining how best to fill the
gaps in your portfolio both for current operations and new initiatives that may be introduced by other
departments.. Based on your application directions documented above, you will want to begin
documenting what will be required, what the expected outcomes will be and what benefits the business
will receive as a result.
Application Improvements - Describes major, high-
level application changes and additions required to
realize corporate strategies.
Overview Outcomes
The Application Direction phase is designed to answer the key questions of how well will our current portfolio of applications help us achieve the
business’s top priorities and what additions, improvements and changes are necessary in the near-term, medium-term, and long-term.
As an analogy, let’s say you are considering the purchase of a vacation property in the country. When you see the property, you can imagine what you
want it to be like – the landscaping, the house, and the outbuildings. These are your objectives. Then you consider what you have – the existing home
and buildings, the current access road and the trees and shrubs that are already there. Which do you keep? Which do you tear out? Where will you
renovate and where will you build new?
Just as the development plan for your new country property needs to consider those things, your Application Strategy needs to consider the health of
existing applications and their suitability in the future of the enterprise.
An inventory of current applications.
A good understanding of how well current
applications are suited to support business strategic
priorities.
A set of improvement opportunities to fill in gaps or
to make improvements to the application portfolio.
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 9
Sample Outputs – Application Direction
Exchange
ONC Mailer
Silver Pop
WEB
Search Engine
Perseus
Web site
Web Tracking Software
CRM
REPORTING
Web Trends
Intranet
ERP
Financials
Acc Pacc
Infrastructure
Phone Tracking
Help Desk Apps
Sales
HR
SAGE Abra
DESKTOP
MS Office
Benefits
Our scan of the business
identifies gaps in application
functionality
The application
direction captures
your current state
and future state
migration strategy
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 10
Phase 3 – Infrastructure Direction
Activities Description Deliverables
7. Assess Current Technical
Infrastructure
7.1 Assess Alignment of Technical
Infrastructure to Solution Priorities
and Business Objectives
7.2 Identify Technical Infrastructure
Gaps
The first task in developing an Infrastructure Direction is to identify weaknesses and gaps in
the current computing and networking technologies in terms of achieving strategic
objectives of the business. The health of current technical components and their ability to
support the business as it changes strategically is the critical element of mapping a
strategic direction. Once an inventory is complete, the search for gaps begins. A technical
infrastructure gap can be a weakness or hole in your computing and networking platforms.
Infrastructure Assessment - Evaluates how
well current technical infrastructure elements
are positioned to support business objectives
and strategies.
8. Develop Technical Infrastructure
Strategic Direction
8.1 Set Technical Infrastructure
Direction
8.2 Identify Technical Infrastructure
Improvement Opportunities
Once you identify where the infrastructure is weak or missing capabilities needed to support
business objectives, you need to set the course for strengthening technical platforms. At
this stage in development of your IT strategy, technical infrastructure direction typically
involves identifying components of the computing or networking platform that will need to be
added or replaced during the life of the strategy.
Infrastructure Improvements - Describes
major, high-level technical infrastructure
changes and additions required to support
application directions and to realize corporate
strategies.
Overview Outcomes
Your Infrastructure Direction needs to consider the health of existing infrastructure components and their suitability in the future of
the enterprise.
The Infrastructure Direction phase was designed to answer the key questions of how well will our current computing and networking
technologies help us achieve the business’s top priorities and what additions, improvements and changes are necessary in the near-
term, medium-term, and long-term?
An inventory of current technical infrastructure
components.
A good understanding of how well current
infrastructure is suited to support your
strategic priorities.
A set of improvement opportunities to fill in
gaps or to make improvements to the
computing infrastructure.
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 11
Sample Outputs – Infrastructure Direction
The infrastructure direction
will outline what
infrastructure components
will be kept, enhanced,
retired, replaced or added
Infrastructure gaps will be
clearly identified and
documented to inform our
recommendations
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 12
Phase 4 – IT Organizational Direction
Activities Description Deliverables
9. Assess Current IT Capabilities
9.1 Assess IT Capabilities
A capability is an umbrella term that describes how an organization performs an activity. A
capability is a combination of people, processes and technology. The first task in
developing an IT Organization Direction is to identify weaknesses and gaps in current
capabilities, particularly testing for how ready the organization is to support the strategic
objectives of the business. The health of current technical components and their ability to
support the business as it changes strategically is the critical element of mapping a
strategic direction.
IT Capability Assessment - Evaluates how
well current skills of the IT organization are
positioned to support business objectives and
strategies.
10. Assess Current IT Organizational
Structure Alignment
10.1 Assess IT Organizational
Alignment
An organizational structure is more than just reporting lines or workgroups. The
organization must be designed so that resources can be marshaled and deployed to best
meet business expectations. The next task in developing an IT Organization Direction is to
understand how well the current structure of the IT organization is positioned to support
how the business expects to operate in the future. Determine whether structural changes
are needed to improve communications, interaction with the business, and service levels.
IT Organizational Assessment - Evaluates
how well the current IT organizational structure
aligns to the organizational structure of the
business.
11. Develop IT Organizational
Strategic Direction
11.1 Identify IT Organizational Gaps
11.2 Set Organizational Direction
11.3 Identify Organizational
Improvement Opportunities
Assess whether changes in application or technology directions will require changes to the
organization. Once you identify where alignment issues, organizational holes, or interaction
confusion exist, you need to set the course for changing the structure of the organization.
IT Organizational Improvements - Describes
major, high-level IT organization structure and
skill changes and additions required to realize
corporate strategies.
Overview Outcomes
Many companies focus exclusively on the technology aspects of the IT Strategy ignoring the fact that it is often the human factors
that have a more direct impact on overall strategy success. As we help develop your IT Strategy, we will consider how well the IT
organization is positioned to deliver it and following key questions:
What are the strengths and weaknesses of our IT organization – our services, our skills, and our processes?
In particular, how ready are we to do our part to act on the business’s priorities?
What changes do we need to make in how we deliver IT services in the near-term, medium-term, and long-term?
What decision making framework needs to be in place to ensure transparent and effective decision making?
A good understanding of the organization’s
strengths and opportunities for improvement.
Ideas for how well the organizational structure
supports delivery of IT services and
interaction with the business.
A set of opportunities to improve skills,
processes, and organizational alignment.
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 13
Sample Outputs – IT Organizational Direction
Using our industry staffing benchmark
data and application and infrastructure
needs, we will determine an optimal
staffing allocation and structure
We typically quantify the specific
Organizational improvement
opportunities to enable their detailed
review by IT and HR management
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 14
Phase 5 - IT Strategic Investment & Value Roadmap
Activities Description Deliverables
12. Define Strategic IT Initiatives
12.1 Evaluate and Select Initiative
Options
12.2 Assess Current IT Projects and
Initiatives
12.3 Define Strategic Initiatives for IT
You now have a set of opportunities to improve the application portfolio, enhance technical
infrastructure and strengthen the IT organization. You now need to turn those opportunities
into action and describe what needs to be done.
IT Capability Assessment - Evaluates how
well current skills of the IT organization are
positioned to support business objectives and
strategies.
13. Determine IT Initiative Priorities
13.1 Prioritize Strategic IT Initiatives
So now you have a list of initiatives that can be linked back to the priorities of business units
and the enterprise. However, most companies do not have unlimited funds and resources
available to do these projects. During this step, you will prioritize IT initiatives based on
strategic value.
Prioritized Project List - Combines
improvement needs for applications,
infrastructure, and organization with existing
planned projects to develop a comprehensive
master list of strategic IT initiatives, prioritized
based on strategic performance.
14. Prepare Strategic Roadmap
14.1 Identify Pre/Post Requisites
14.2 Estimate Key Delivery
Milestones
Assess whether changes in application or technology directions will require changes to the
organization. Once you identify where alignment issues, organizational holes, or interaction
confusion exist, you need to set the course for changing the structure of the organization.
IT Implementation Roadmap – A high-level
project summary that outlines the list of
projects, key delivery milestones and inter-
project dependencies.
Overview Outcomes
Prior to starting this phase, you know all of the things that IT could do to help support business objectives and priorities. Now you
need to sort through what IT should do, when and how. The purpose of the IT Investment and Value Roadmap phase is to take all of
the improvement opportunities, Applications, Technology and Organization, and:
Evaluate their relative importance based on business value and cost.
Determine interdependencies (e.g., need to develop a new skill-set before adopting a piece of technology).
Combine opportunities into projects.
Set milestones for completing projects over the planning horizon.
Estimate the impact of the investments required on the IT budget.
An agreed list of key projects or initiatives.
Agreed priority, sequence and timing for
strategic initiatives.
Recognition of the implications of the IT
strategy on the IT budget.
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 15
Phase 5 - IT Strategic Roadmap (Continued)
Activities Description Deliverables
15. Determine Budget Impacts
15.1 Forecast Expenditures to
Complete Strategic Initiatives
15.2 Prepare Business Case for the
IT Strategy
Your roadmap lays out your commitments to deliver technologies, solutions and services
over the course of your strategic planning horizon. To meet those commitments, you may
need additional financial and human resources. For many organizations, this may be
straightforward. However, if your strategy is likely to require significant additional resources,
consider following the advanced steps outlined here.
Compare your current capital and expense budget, and your headcount plans, to the
resources required to deliver against your milestones. Forecast the financial and human
resources required to meet your commitments. Now you need to establish the timetable for
your strategy; to determine when your organization will deliver its contribution to business
objectives.
IT Strategy Business Case - Determines the
financial implications of the IT strategy on the
IT budget and compares investments required
with the business benefits associated with the
strategy.
16. Finalize Strategic Plan
16.1 Develop Final Report
You have determined the role of IT in achieving the strategy of the business. You have
outlined sets of projects and initiatives, and laid out a series of milestones.
Now is the time to communicate how your organization will contribute business value over
the next few fiscal quarters. You will explain your organization’s priorities and how your
projects will support and enable strategic business objectives. During this step, your primary
objective is to gain support and commitment from business management to your strategic
roadmap.
IT Strategic Plan - A summary document that
highlights the priorities of the IT organization.
Overview Outcomes
Prior to starting this phase, you know all of the things that IT could do to help support business objectives and priorities. Now you
need to sort through what IT should do, when and how. The purpose of the IT Investment and Value Roadmap phase is to take all of
the improvement opportunities, Applications, Technology and Organization, and:
Evaluate their relative importance based on business value and cost.
Determine interdependencies (e.g., need to develop a new skill-set before adopting a piece of technology).
Combine opportunities into projects.
Set milestones for completing projects over the planning horizon.
Estimate the impact of the investments required on the IT budget.
An agreed list of key projects or initiatives.
Agreed priority, sequence and timing for
strategic initiatives.
Recognition of the implications of the IT
strategy on the IT budget.
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IT Strategic Planning
www.infotech.com 888-670-8889 (North America)519-432-3550 (International)
Info-Tech Research Group 16
Sample Outputs – IT Strategic Investment & Value Roadmap
Our approach includes the
development of a business
case and the quantification
of the business costs and
benefits
Additionally, our roadmap
includes the prioritization and
timing of new IT initiatives