PO1  Strategic Information Technology Plan
Control over the IT process of ...
defining a strategic information technology plan
    with the business goal
    to strike an optimum balance of information technology opportunities and IT business requirements as well as ensuring its further accomplishment
     
      is enabled by
      • a strategic planning process undertaken at regular intervals giving rise to long-term plans
      • the long-term plans should periodically be translated into operational plans setting clear and concrete short-term goals

        and takes consideration

        • Critical Success Factors that leverage
        • specific IT Resources and is measured by
        • Key Performance Indicators

RECORD OF ASSESSMENT
Assignment ID:  * Enter Name: *
Reference Code:  * Enter Location: * Tel. Num: *
Enter Full e-mail Address: *
  Control Objective:

Define a strategic information technology plan.. 
CRITICAL SUCCESS FACTORS
Selected Status
Description
*
The planning process provides for a prioritisation scheme for the business objectives and quantifies, where possible, the business requirements
*
Management buy-in and support is enabled by a documented methodology for the IT strategy development, the support of validated data and a structured, transparent decision-making process
*
The IT strategic plan clearly states a risk position, such as leading edge or road-tested, innovator or follower, and the required balance between time-to-market, cost of ownership and service quality
*
All assumptions of the strategic plan have been challenged and tested
*
The processes, services and functions needed for the outcome are defined, but are flexible and changeable, with a transparent change control process
*
A reality check of the strategy by a third party has been conducted to increase objectivity and is repeated at appropriate times
*
IT strategic planning is translated into roadmaps and migration strategies
*
*
*
*
*
*
*
*
KEY GOAL INDICATORS
*
Percent of IT and business strategic plans that are aligned and cascaded into long- and short-range plans leading to individual responsibilities
*
Percent of business units that have clear, understood and current IT capabilities
*
Management survey determines clear link between responsibilities and the business and IT strategic goals
*
Percent of business units using strategic technology covered in the IT strategic plan
*
Percent of IT budget championed by business owners
*
Acceptable and reasonable number of outstanding IT projects
*
*
*
*
*
*
KEY PERFORMANCE INDICATORS
*
Currency of IT capabilities assessment (number of months since last update)
*
Age of IT strategic plan (number of months since last update)
*
Percent of participant satisfaction with the IT strategic planning process
*
Time lag between change in the IT strategic plans and changes to operating plans
*
Index of participants involved in strategic IT plan development, based on size of effort, ratio of involvement of business owners to IT staff and number of key participants
*
Index of quality of the plan, including timelines of development effort, adherence to structured approach and completeness of plan
*
*
*
*
*
*
*
*

  Conclusions:
* Non-existent 

IT strategic planning is not performed. There is no management awareness that IT strategic planning is needed to support business goals.
* Optimised 
IT strategic planning is a documented, living process, is continuously considered in business goal setting and results in discernible business value through investments in IT. Risk and value added considerations are continuously updated in the IT strategic planning process. There is an IT strategic planning function that is integral to the business planning function. Realistic long-range IT plans are developed and constantly being updated to reflect changing technology and business-related developments. Short-range IT plans contain project task milestones and deliverables, which are continuously monitored and updated, as changes occur. Benchmarking against well-understood and reliable industry norms is a well-defined process and is integrated with the strategy formulation process. The IT organisation identifies and leverages new technology developments to drive the creation of new business capabilities and improve the competitive advantage of the organisation.
* Managed and Measurable 
IT strategic planning is standard practice and exceptions would be noticed by management. IT strategic planning is a defined management function with senior level responsibilities. With respect to the IT strategic planning process, management is able to monitor it, make informed decisions based on it and measure its effectiveness. Both short-range and long-range IT planning occurs and is cascaded down into the organisation, with updates done as needed. The IT strategy and organisation-wide strategy are increasingly becoming more coordinated by addressing business processes and value-added capabilities and by leveraging the use of applications and technologies through business process re-engineering. There is a well-defined process for balancing the internal and external resources required in system development and operations. Benchmarking against industry norms and competitors is becoming increasingly formalised.
* Defined Process 
A policy defines when and how to perform IT strategic planning. IT strategic planning follows a structured approach, which is documented and known to all staff. The IT planning process is reasonably sound and ensures that appropriate planning is likely to be performed. However, discretion is given to individual managers with respect to implementation of the process and there are no procedures to examine the process on a regular basis. The overall IT strategy includes a consistent definition of risks that the organisation is willing to take as an innovator or follower. The IT financial, technical and human resources strategies increasingly drive the acquisition of new products and technologies.
* Repeatable but Intuitive 
IT strategic planning is understood by IT management, but is not documented. IT strategic planning is performed by IT management, but only shared with business management on an as needed basis. Updating of the IT strategic plan occurs only in response to requests by management and there is no proactive process for identifying those IT and business developments that require updates to the plan. Strategic decisions are driven on a project-by-project basis, without consistency with an overall organisation strategy. The risks and user benefits of major strategic decisions are being recognised, but their definition is intuitive. 
* Initial / Ad hoc 
The need for IT strategic planning is known by IT management, but there is no structured decision process in place. IT strategic planning is performed on an as needed basis in response to a specific business requirement and results are therefore sporadic and inconsistent. IT strategic planning is occasionally discussed at IT management meetings, but not at business management meetings. The alignment of business requirements, applications and technology takes place reactively, driven by vendor offerings, rather than by an organisation-wide strategy. The strategic risk position is identified informally on a project-by-project basis.
Settings will expire on: 

(Do NOT edit.) Field set by Form.
Saves only "*" fields & sends E-mail to address above.


Maintenance Functions

Note: If using Netscape on a Macintosh you may have to submit twice, the first will fail, or you can push the "Save Changes and/or Set New Expiration" then Submit.