SWOT Analysis for SWOT Analysis for EIRMS EIRMS (Enterprise (Enterprise Information Resources Information Resources Management Strategy)Management Strategy)

Ben Berry – CIO ODOT

October 2nd 2009

Master Change Facilitator

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Overview

• Purpose– Emerge a SWOT (Internal Strengths &

Weaknesses and External Opportunities & Threats) Analysis for the EIRMS (Enterprise Information Resources Management Strategy)

• Executive Sponsor: Dugan Petty – State CIO

• Owners: CIOMC – CIO Management Council

Kick offKick off

Dugan Petty – State CIO

Executive Sponsor October 2nd 2009

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SWOT Workshop Context

• Changed Environment

• Strategy Planning Process

• Business-based Strategy/SWOT

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SWOT Workshop Scope

Collectively analyze and evaluate agencies’ abilities to accomplish their missions and business outcomes through their use of Information Resource Management (IRM).

IRM includes the strategic management of enterprise information, technology and human resources. Wise planning and use of IT (a subset of IRM) can help coordinate and unify an organization, and add further value when coordinated across multiple organizations (the enterprise).

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SWOT Workshop Objectives

1. Distill central theme or implications from the workshop to inform development of the information resource management strategy

2. Find commonality across agencies

3. Lead to strategic information resource management goals and objectives to most effectively support agencies’ achievement of their mission and business outcomes

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Introduction

• Master Change Facilitator – Ben Berry – CIO ODOT

• Facilitators– Gabriela Pop, MBA – ODOT IT Intern – Howie Pham, MBA – ODOT IT Intern – Joyce Wu, MBA – ODOT IT Intern – Diep Ho, MBA – ODOT IT Intern

• Coordinator – Vickie Warner – Executive Assistant

• Participants

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Ground Rules

• Evidence-based information, not just

opinions

• Encourage everyone to participate

• Respect ideas

• Listen, try not to interrupt

• Be honest

• ……

• …

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“Synchronize the Organization”

Agency CIO's The Team

Master ChangeFacilitator

Facilitators InternalAuditors

Agency Line of Business

Administrative Services Business Managers

Enterprise Business Executives

Gather people from key agencies to create consensus decision making

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Less time to decide(time efficient)

Leader decides

More time to decide(more developmental)

Group decides

L1 L2 LF1 LF2 M

No group Self or written information

Gather info and then Leader decides

Leader meets with people one on one Collects info Leader makes decision

consultative

Leader meets with group in open forum Prompts ideas and considers input Leader still makes decision

assumes Goal Congruence

Group participation Group Decides

autocratic consensus

The Art of Decision Making

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SWOT Process Steps

1. Brainstorm ideas -Every idea is considered

2. Use the “In and Out Frame”

3. Categorize SWOT ideas generated

4. Prioritize SWOT ideas

5. Select top SWOT ideas

6. Report-out SWOT Analysis

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ExternalFactors

Internal

Factors

Opportunities Threats

Weakn

ess

es

Weakn

ess

es

Str

ength

sStr

ength

s

StrategiesBuilt on Strength

StrategiesBuilt on Defense

• External factors – Refers to factors outside the enterprise in state government such as: citizen/public, business partners, legislative partners, etc.

• Internal factors – Refers to factors inside the enterprise that are related to: agency business and mission, business objectives and decision making, agency results, etc.

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Improved Enterprise

Information Resource Strategy

Improved Enterprise

Information Resource Strategy

Internal Weaknesses Score

Bell-Shaped Curve“The Law of Things”

0 2 5 8 10

Internal Strengths Score

Competitive ParityMINIMIZE

MAXIMIZE

Weaknesses Strengths

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Brainstorming Template

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Brainstorming TemplateIn and Out the Frame

In the Frame

Out the FrameOut the Frame

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Brainstorming Template – Categorization

CategoryCategory CategoryCategory CategoryCategory

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Brainstorming Template –Prioritization

CategoryCategory CategoryCategory CategoryCategory

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StrengthsSWOT Analysis for the EIRMS

Collaboration Leadership Policy and contracts

Opportunities Threats

WeaknessesPeople Misc.

Miscellaneous

Misc.

Misc.

Resources BureaucracyPeople / Leadership

Enterprise approach

Governance

Collaboration Customer Technology

Communication

Resources/ Partners

Enterprise approach

Citizens

Legislature ResourcesSecurity

Technology

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Final Report-OutCollaboration: - Cross agency relationship and collaboration; Recognize the need to improve enterprise imitative; CIOC- good forum for exchange ideas; Growing integration of enterprise architecture in agency efforts.

Leadership: - United CIOs; Leadership/ mentoring across agency boundaries; data-based documented decisions.

Policy and Contracts: - Ability to establish statewide contracts to leverage buying power; Staff augmentation contract; BCP planning process.

People: - Intellectual capital abundance across agencies; Agency innovation in the use of information technology.

Miscellaneous: - Involving business and administrative success; Web access to information; Successful use of project management.

Resources: - Lack of good funding vehicle for enterprise issues; Biennial budget process not aligned with IT lifecycle; No resource to look at common needs; Fragmented revenue stream.

Enterprise approach: - No collective management; Lack of unified mission; Lack of ability for agencies to settle on enterprise business agreements.

People ad leadership: - Employee morale; It staff skills evolving slower than technology; exhaustion of workforce; Risk adverse culture.

Bureaucracy: - Lack of ability to move quickly; Time consuming IT contracting.

Governance: - Immature IT governance process in some agencies; Spread IT governance statewide.

Collaboration: - Enterprise opportunities; Shared email system; Better partnerships with the legislature.

Customer: - Use technology to extend the service delivery model; take citizen view of state services; public expect “on-time” , “real time”.

Communication/ PR: - Better education of citizens; Leverage citizens support for improvement; Communicate state accomplishments.

Resources: - Use of federal government contracts.

Miscellaneous: - Streamline DAS approval process on agency IT contracts; Leverage workforce ideas; Expectation of sustainability.

Enterprise approach: - Raising frustrations.

Citizens: - Legislature and citizens do not perceive the value of IT; public perception of government as wasteful and sloppy.

Legislature: - Legislative perception; Union resistance to outsourcing solutions; Regulations and policies that build barriers.

Security: - Security risks; Lack of sufficient funding for security issues.

Resource: - Unfunded mandates; Mainframe support staff.

Miscellaneous: - Turf Protection.

WeaknessesStrengths

Opportunities Threats

SWOT_Workshop_Outcomes (Update...

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Things that worked well Things that we’d change

+Plus-Delta

Everyone participated

The facilitation was good

Prep-work sufficient

Productive discussions

Different perspectives at the table

Entertaining leadership

Good structure, No surprises

Nicely compressed timeframe

Helpful interns

More business people needed

More time needed

Too many colors

Process suggestion: brainstorm first for 3 minutes and then discuss

Some sticky notes were not discussed

Too many dots more dots needed

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Final Words / Adjourn

• Value for the EIRMS• Next steps and owners• Suggestions

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This presentation was designed by Gabriela Pop, a graduate of Willamette University MBA Program. For more

information contact Ben Berry at [Mailto:ben.berry@odot.state.or.us ]

SWOT Analysis for EIRMS

Synchronize the Organization

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Room Layout