were

because t heydi d uol

Despile a belief in ils impoi
o I he
issues
In
to l i av e
lias
To pl an f or t be
()neof
of business
t l i r ed
lime scale.
crlical
to fosler
perform
Where IS
role of IS i n t be
plan (o l l i e
i ni] >len ici ita l ion
"Ai i IS
bel ween
"the prnci r- N ol
not upl i f t ed
baveenoughcommi l i nen t
gather dust , or have been i mpl ement ed
have devel oped perf ect l y
lance, in Ihe
i s expect ed t o remai n
by ISand
not e t hal "I mpr ovi n g
a sur vey conducl ^ l
" st r at egi c
andcount er i ng
increased
pl anni ng for I S/ I T has become
gai ned gr owi n g accepl ance, and i s now wi del y acknowl edged in
both business
years.thelH' lief
I he compet i t i ve
obj eclive, or
ef f ecl i ve appl i cat i on
Pr obl ems
acober enl manner
pl anni ng i ssol hat l h e
the mt>sl
slrategy,
pl anni ng process needs l o beconi e
pl anni ng resource
rel atiunshi ps,
di sci pl i nes, cont rol s
approaches
i nappropri al e
T'his wi l l
busi ness i i eei l s,
business t hr ough
awar eness
an i ni t i al pl anni ng exerci se i n oneor more reas
pl anni ng has not become
approach,
l unhi ui oi i s
i nt egrat ed wi l h
for under l aki ng
Thi scbapl er
i levelopinenI
of computer
uiidetsKiiiding
stralegy hring
busi ness and I S
Af ur l her det i ni t i ondVi bon ,
idenlifying
deeidi ng
A comi se bul somewl i at
management of I S/ I T
and t el eeonununi cal i ons.
incorporal i
f or msI nf or mat i on
l ong- l erm
St rategic
Strategic Informaron
pasl decade
non-I S
I S
threals. l i y
val u
l l i at i l i s
s
also
. mi l
pio>
of the
I9H9), I bat
the
I I al so
ng
user "wi s h l i st s"
in a hal f -beart ed
sound I S
i nanagers.
in 1992,
pl ans" for I hei r
t heendof
lo Ihe business, in lerms
a key act i vi l y
and I S/ I T
xtssible
success of organi sat i ons,
of I S/ I T
and Uarri ers
l o I bose
f i ni t er esour cesof
compel l i ngar gi i mcnt s
business
an i nt egral par
and i dent i y
and new tech
mel hml s
of er the Oppor t uni t y
the del i br at e
of t he i mpor l ance
eslablshed,
t mel abl e
. vi i i i
busi ness pl anni ng, and t bat ,
sl r al cgi c
i sconeer ned
syslems lo prvida
infoniialion
l ogel her
|x)tenlial
objectives
nar r ower def i ni t i onof f er e d
t hr oughout t he
i ncl udes
manual and coi npul er
management
1S/1T pl anni ng is l ak en
Planmng:
Systems
l l i at l i ad
Ihe 1980
of both
i f onl y
i n
Ihe
plans
of I he
t asks
iques,
it may
.i f l ovvo
needed
(he
and
been r enamed
st rat egi es that nave
I bis hasbeen
Gal l i ers, Meral i and Speai
t heneed
cxpl oi l i ng
in pt i r sui t
communi l i es.
pl ans Ibal
f or i nt egrat i ng
and t hei rsubsequent
and responsi bi l i l i es
ar e sl opped,
appl i cal i on
of del i ver i ng
and oul comes
del i verabl est hal
i f i t i s t ob e
IS pl anni ng. It
wi l best abl i sbi nga
t osupporl
business
computer
for oiganisalion.il
opt i r nal
lo mean
What
As a
ainis of (be
i mpael o f
di r ecl r esul l o f
col l ecl i vel y
assumes t hal
applltaliims
is Involved
Ibis,
wi l l del i vei
in

Inroduction
dovetaiJ
of business planning.
be necessary
of the business,
real beneils
of IS/I T in support of its
lo achieve the transilion in an acceplable
lo ensure Ibal
and bel t er, more compi vhensi ve
are adopted. The planning process shoukl introduce I he
establisb
Establishing A Planning
Process?
and t hus
requiremenls. However, as soon as possble,
development
i mpl emenl at i on
business and IS
busim-sscanbeallocated
beneils
INTRODUCri O the business.
planning Cor the effeclive
i nf ormat i oni n
IS Pl anni ng
systems (IS) and i nf or mat i on leehnology in business is not
syslems, computer leehnology tbe concepl that syslems and tecbnology conlrihule
organisalional i nd recl l y.
business. toiKreas-lbsconliibiiIionsulslanlally
by l ^ederer
strategc
of del i ver i ng
compullng
wiiclillM.'org.inisalionhlKHild
opj>orluniles
for organisations
I S/ I T i nvesl ment s was general l y
uni l erpi nst l t ecl oserel at i onsl i i p
underst ood.
st r al egy i ng (199-0
st rat egi c pl anni ng " i s ranked as one of I he l op
of syslems lowauls
t omp. i i i y,
thoseaiins,
thal Informa
so for some years, and il
so f or some l ime, both in lerms of t he import anCC
act i vi l y and as a cause of management pr obl ems.
oi ganisati on. i nanyorganisal i ons
been left
f r amevvor kand manner,
it is cl osel y i nvesl ed i nl hem .
ef f ecl i ve, i t i s st r al cgi cs
3
N
al l its
(IT),
aspecls of (ht r
and
Sethi (1988) i s:
and
i m peme nt."
i s:
ai i
and t)u>
(ton. II is a
some ftilure visin of the
"
process
a
97
i n H Ithlhi
lo
l o I he
o d,
good
def i ne
t he I S
.
i n
lo
a new
l o
In recen!
l o
These
,
Auother
(1990)
alignetl
also
Sdn r
Snior
l'olilk.il
N.ilure of Ihe
Tablt i.
the setling up of
Ihe tolal
Ihat
In
Ihal
ments
top
-I I >esp
when
Thell
eariier
tltese
ntimbor
lo gel lliem
from ihe
Ihal
911
example
frequenlly
sysiems
localisetl jusiification
problems caused by I S/ I T i nvesl menls
a loss
in organisalions
indcales Ihal !hcconsc|ucnt
lo slralegic aims
ducumente*I
respondcnls
managemenl's ittsecurtty
hi ghl ighis
pasl evo!
and I T resources.
as diversifirntion
benefils from
User-educalion
I lUttU's
management eommitment
lisled i n descend
Ihe slralegy,
of 186surveyed)
prevenl cd
a similar UK survey, Wilson
especially
mil il alesagai nsl
management demaud
3 Top managers
industry
eontexlstill
advantages.Thcy
generaily antl did
1 Top management lackcd awareness
researth
was a prereimtsite
problems prevenling effeciive
surveyed 20
over ihe
of surveys have altempled
running (he
implemenled,
teams. They
f rom busi ness
from a Ihorough investiga!ion
neverdeserved l o
norlT'inspired
Strategic
Ihat
par!
in lite
one
u l
Tlie faclors ciled seem
Doubts .iboul
seems
(1989)
do no!
as to wliat
a DI *
pasl 10
wlle
may l i ave
of
Ihe overall
firewnttitf'
pul l i ng
era vi ew
for BUCCC8B,
sl ral egy
1$
much
business

I nformaron I nltochit/ion
total sysiems, sffafeeies
gain business backing. Kalher,
and objecl i ves,
gol as far as lo
Impl eni enl al i
o
board, bul were MctlSlllillg
business.
Rccognising
ihe business gol on wilh
Diflictilly
conflicls
lo demnstrale
years or so. 1-ederer
resources
US companies lo determine Ihe
survey had
developineni
management altitudes
bul Ihal
i denl i l i ed Ihe f ol l owi ng re. i sons
Atl<i|>l>\l
fretmency
of the impacl
no! undersland how 1S/1T
tended losee"computers"
.
2 They perceived a eredibilily
IT can do and how easy i t is l o
diffieulliL'Stheirorg.inis.ilionlkishad
view iuformation
in.maged
they cannol
plan, lo deal
or growlh,
lo reflect vews
ion of IS/IT, ralher
or two of the "softer" issuespoli
face of change. Ninely
cl ai med
of Ihe busi ness sl ral egy,
.
Anolher survey of 34 IJK
business prtblemscaused
te Ihe difficult y inexpressingall do not
lo see a financia! Typical problems relang
.
5 Finally, and an increasingly apparent problem of Ihe 1990s, is that
lopiii.inigerslit ivebetinneacliont>rientated
eff orl i nl o
of control of IS /I T i nvestmenl s,
deparlinenls
of IS/IT,
can become
an ef l eet i ve
idenliied
conflicl belween pars of IIK'
of inveslmenls can produce beneils
actually ct)unterprtKluclive
were askeil
and then implemenling
ng pri oi ity order i n Tabl e
on average have a shorter
require overall considerably grealer lS/ITspend
than shoukl
lesscrilical
of prt)blems
and
llian
beneil s
than
in IS
informa (km
business needa
constructed
Ihe need or
it was oflen
f or Ibi s,
ofereil
in purcly
gap bel ween
juslificalion
long-Icrni
slralegic plan bei ng developed and then
implemenled. Organisationsclaiming lo ha
lo Idenlify
Iheability
being sel up ,it><
Telecoiitiiiiiiiicalions
wilh major
ils fu (tire
compaes
plannng
Sysiems
Ihcy
oblain Ihe sought aler
llien lelt with llie
ils
IK'
snior
of IS/lT
s l i own Ihal
of
IS/ IT
do il,
i< < l ong lerm benefit. They onl y
gi ven
vean
il.
3.1. I n
Exisling
issues
Middle
lies
have
oflen
Ihan
l o
comes
Piannln
and lechnologyarchiteclurcs
werederived
and priorities,
by business
sign-off
IT dcpartmenl
"real" jobof
organi sal i ons l o have sl ralegic
effcelivencssof
and Mendelow (1988)
management
slralegic plans. An
obtaining (op management cnmmtment
difficult lo oblain.
i n order of
occurrence
i s havi ng
slralegic
annpcralional
the "hype" of Ihe IT
and I he
indeliveringtlK'elaimedbeneils
as a business resouree
appn-ci.itc
gel whal
ISl xwf i tsi ncconomi cl erms,
for invesl-
withashort-termfocus
plannng,
Ihe other issues above.
a luunber of baneis
IS/IT slralegy (73% of
barriers inhibiting firsl
The barrersare
Ibi s survey t op
tomeasur
impk-mente
in recruilin
IT iiwe&tmen
management
Technology lag^ing
business issues, such
and lo provide appropriately skilled usor
based on Ihe
implications.
and mi ddle
per cent of
Ihal Ihe I S/ I T slralegy was either a formal,
or Ihal Ihe sl ral egy was
ctmducled
by IS/I T
IS/ I T sl ral egi es are very severe.
lo IS/IT fina
l eadi ng l o individuis
slrvingit>achievencompalibleobjecives
a source of
organisalion,
Ihal art*
in Ihe overall business context
expecled business life
redevelop more
be necessary.
from a survey of 2
g
driven
lo find a way
plans, a
:
.
lo be
ils i riliealily
I hey need.
e
<>' )

Sei-u p
Prioiity
u
Banie r
3 lll'IH'f. S
2
1 g
1
2
i
4
5
6
5 t
7
8
9
4
1 1
9
7 atliluile s
1 0
1 1
8
1 0 Ix'himl ne<\i s
falOM i Mirvcy l>y Wilhon (IWW) .
Tlie survey
by I he Kobler Uni l
neos are:
o r
Ihroug h
is/rr ,
,
and
1
e l e va l e d a l mo s !
Me r r l l l - y n c h ,
ri sk
Th o
Tl i e
l'igure . l
Do ve l o p
VI l o n
Uoa l a
IIUIIHIIH lian
pu t
l u v e
s i t p | k i r l
l a r go l s .
o
I h e m a r e o f t e n
s l r a l o g i c ( I t r o s l s n o o d e d
VVhi l o
p i t l a l b
Al l
s l r a t c g i c IS
Seum.
t l i m e .IIM
(. TI ir
5
I I >i l l u ul Cy
Y*
Pi ubl e i m. l i Ue d i n o r d e *
I jbk-
1IKI
l o l e g e m l
s e ve r a l o t l k ? r s
A me r i c a n
s ys t e ms , has a l s o
s uc c e s s r e s u l t i n g f r o n t i mp l e m o n t i n g c o m p u l e r a i k l
n u mb e r of e x a mp l e s ,
key s l i mu l i
pot e nt i . i l
n e c e s s i l y
C h a l l e n g e s
l'i*dtlh>nat
Oo t e i mi n e
a s a l i s f a c t o r y
b e e n , o n I h e wl t o l e ,
ma n a g e d
d i r e c t o r a l e s , it
c mml i u a l e d
bu l wl t e n
mi s s i n n s a n d
b u s i m- s s p l a n s .
p o o r l y
Io r o r g a n i s a l i o n s
p r o b l e i n s c o u l d
a mi ml n - r
a l l o l i t o
' f r e q u e n l l y
l o p l a n n i n g r e l a t i n g
f i ml i n g s o l
am l fo r 11
f o r c x | ) e r i e m' e d ,
c f f e c l i v e l H
o l t hO K
]HH>r
l e n g l h
l i i ek
l l i e
r e s o u r e o
UK c o mp a n i e s ( F. a r L
A>U|>II
e x p e n s e
7 1
:
.iilur<*
s x o r b i t a n l
Di f l i ni l l y
4 Pi l f i c nl l y
n i l i n d i n g a
' Suf i i - s- .
1 Di l f i ni l l y
i.Z Piltjlh
Slf.ihy>it
ci l ei l
o f I S
butinca
a c t
t i t o l a s k
o i l e t l ,
n i l o b e
o l
u l
1993) , wh k* h l a n k c d l i t e
frunt Le dc r e r
I n i-sl. i hli sli .i
i n l i n d i i i g t e a m
111
ni i d, '
m
s l a l u s . l l k T o a r e
h a v e b e e n r e p o r l e d
Ho s p i t a l Su p p l i e s , T h o r n s o n ' s
b o u s t e d
a s d e mo n s t r a
i n a r o u s i n g
of i n v o s t i n g
t o i mp r o v o
j4anmng
s l r a t e g i c
t o o f o c u s v d
a s a n i n t e g r a t e d
io n p t a n s l i a s
o f I r a n s l a l i n g
o b j e c v e s ,
l o r o x a mp l e ,
s e r ve d by I r a d i l i o n a l ,
l o me e l I ho
b e c i l o d
ol I ho n i
f o r e g o m g
( o p e o p l e , wh i c h
I e i l o r e r
c o mmi l t e d
l i i g h l y s k i l l e d
p l a n n i n g r e vo l
s u r v e y ; ,
u s e r - I S
lo p m a n a g e m e n t
s t r a l e } ; y
i n vo l ve i l
p e r ma n c n l
n u mb e r o
mui i i b e r H
c o i i vi i u i i i g
t e a m l e a de r whume e t s
)I
o b t a i n i n g
I niiin.ilUm
ma n y ol l i e r
s>
ti ng
r e t t i r n
b e e n l of l l o l l k'
I h o
v a l e s ,
we r e
ve
no t
h o u n
w b o me e l l i t e
IS g r e a l l y
l o p
e x l e n s i v e l y
a wa r e n e s s an d i n t e r e s t .
i ni pr >vod
i n t e n - s t
vor y s u b s l a n l i a l
o n n v e s l me n l s
p e r s p e c t i v e
o n c u r r e n !
b u s i n e s s - w i d e
s t r a t e g y
c n t i e a l HUi v e s s f . Kf o r s
l u n d i o n a l l y
f o r b u s i n e s s
o r i g n a t e i n t i t o
p r o b l e n v s
a ml S e l l i i ( 1 9 8 9 ) i n t h e i r
l o t h e wo r k .
a m l we l b i n o l i v a t e d
a r o u n d p e o p l c .
i n d c a l e tlw l
i n l i ndi n g
d e ma n d a d f r o n i
l o p ma n a g e me n t
l l i e c nt e r i a
d e p o i kl e n !
ma i u g e me n t
Systeim
l l u l l l k ' y
s u m s
i n t o
l i l i s
I
l u p
I n IIIIKI l i t e
s peci f i ed
o n I M
Ame r i c a i i
i n I S/ I T
i n t o l l t e i r
b u s i n e s s
a n d b a r r i e r e
s u r v e y o f
p e o p l e t o b e
I ml o u b l e d l y ,
s e v e r a l o f I h e
c n mmt t me n l
p l a n s
i l
or
s t r a l e g y ,
f o c u s o n

'l.umm
M
lo iUmw%
o sevent
Envtronmen l
bnvironinwn
inipJemeiiling
Busi nes s
t
pl anni ng team WN
forlliem
planning exerci&
Piir|iosu
planniiiK
s pe e i f i e d
manageme n
Functional
I Ob j e c t i ve
liiipluinuii
plannin g snppor l
and Sclhi Mar ket i ng
Fl nanc
Funct i ona l
Ci i kl o mo r
Sj l i s l a c l i o
u a s u c c c s s f u l
p l a n n i n g a s :
- (i hki cl i ves
e o n s t r a i n l
Ku s o mc u
i mp l e n t c n l c d
a c o o p l a n e
l i m e i n v o l v e
r e l a l i o n s l i i p
p r i m o r e q u i r e me n b
s e s s e nt i a l
i n v o l v e d
w a s b o r n e ou l
8 0 c x >n p a r e s . Th e
a n t o n g I h e
a r e Us t e d fiainruvi
I Ss l r a l e g y ,
a n d ma n y
p l a n n i n g . T h i s i s p a r t l y b e c a u s e t l i e
c h a l l e n g e !
P l a n n i n g
o r i e n t a t e d c o u p l e d wi l h
ma n y I ms i n e s s o s h a v e a n i mp r c s s i v e a r r a y u n wi s o l y , l i a v o
am l p e r f o r ma n c e p l a n n i n g . An e ve r i n c r o a s i n g
e f f e c l i v e c o mp e t i t i v o
f u n c t i o n a l an d b u s i n e s s l e l e a t mn u mi c a t o t s
ha s al l to o r a r e l y be e n c o n s o l t d a t e d Ai r l i n e s ,
p r o g r a mme . Th e f u n c t i o n s l l o l i d a y s
p r o b l e m s l o b e h a v e b t v n
( s ee Fi gu r e 3 . 1 ) e x a mp l e s . wMc
^
ni re/jlron it icopl e
y
( he
1
M
o
e
e n t e n a
t
gr o t i p a s .i n - s ul l o t h e pl a nni ng
o x e r c i s e
st a l
<I989 .
t e a tu res o
s
f ul l y
c
d
s
f o r
by (IH-
mo s l
i n T a bl e 3 . 2 .
o f l i t e
f d n g
a ml
am l
a ble t o
.
U
Ext e r n a !
De ve l o
St r a l e g l e s
e
et c.
S l r a t e u y
/ Mi s s i o n
s
Ol . i . i .
I taiget s
lliHlue l
s
At l i o n
InUmi al
l
<
t
C n r r e n l
I ni l l al i vu
TQM
n
k
T o d a y
l i t o l i i gl t
b e o n
am i
h
Sl r al egi c
ur
f ot usi n g
i ssues.
ol i j et l
Al ll e t t ut s et ,
1S / I I ' , h a ve ti
CoilItlIUCt
s y sl e m s
i mpac t m
IS /I T
Wha t
som e
I n
r ev ol v e
bot m e
mor e er i l i c a l f or si> man y
way s o f
. ! u 11...
It
i n f o r ma l i o n
on , fo r exampl e , eusl ome r
Obj ec t i v e s
end - USer or cent r a l
d i s l i i b t i k i l
o r i e nt a t k m ,
and ui i pl e me i i l a t i o n
i t i s i n) | or l a nt
r e l a t i o n s b i p b e t we e n
Theseandol hei ' i ssueN,
I he degr e e t o whi c h lo p
of a p pl i c al i o n s
Figure 1.2 bttfftk
ac hi evet l .
t he o p p o r t uni t i e s
p o r t f ol i o , an d ho w a pp r o pr i a l e ar e I h e
I he s t ai t i n g
busi ness pr ct i cos
pl a nni n g tu r l i t e
t a k e s o m e
meas ur e d ?
i s goo d IS
Wha t i s
p r o g r a mm e
r esponso ( o
ma j o r c h a n g e
i s ne e d e d
I b i s e n v i r o n me n t a f ul l y
e mb a r k e d
sl r al eg y i s
i s not r eq ui r e d .
c o mp e t i t i v o
Co mp e t i l i v o
pr ocess r edesi g n l i as
a roun d p n t e e s s
apopul ar k t c us o a t t e i t l u Hi . a n d
Thi s i s I I H'
sat i sf aet or y
goo d eno ugl i .
busi nesses
t c g ul a l o r y
e nt e r pr i s e s ,
Today , as lite
del i v o r i
ha v e s t e ad l y
sl r al egi c I S/ I T pl anni ng . l i l i l i
l i t i s wa s p r o b a b l y
i mp l e me n t a t i o n s
has f r eq ue nU y
a s s i i ut t f s u l
h a v e s o f a r
10 2 Strjhfik
ser vi ce
i ss ues. I S/ TI "
I S / I T
l l ui t mwt ilw
btniiuss
hi g h
poi n l ( ho w soun d
l i r s t
t i m o - l w o o r
l h. i l
upo n
On I h e
ad
g a i n e d a i
man y n. . i .1 . l u ; ..
( t o r t o r
I h. i l
f ocu s u n i ni pr o vi
g a i n e d
i l n i 1 1 t i J I I H. I i pl
l u i r bu l di d n o t
s y s l e m s
i n i p r o v e me n t ,
f or I S/ 1' 1
I T i l e v e l ( p me i i l .n e s e a r e p ni mi ne n l
or c enl r al i s e t l
r el al i i Hu I
obj eel i vi - s
l o di s t i ng ui s h
an d I he
s u c h a s d e f i ni n g
ma n a g e me n t i s i nv ol v e d i n
t ur r e n !
>tiintwi<t
i mp a c t a p p l i c a l i o i * .
( whet he r
I T s uppl y
an d r esi d s. l i t e
l i m e ai t d
mor e y e a r s h e l we e n
A s s u r e d l y
pl a nni n g an d I t o w
ol s l r al egi c an d t ael k a l
k ey bus i ne s s dr i ver s ,
p r o g r a mmo s . a ser i es
o i k o mp a s s
i nt o g r a k - d
by man y
a cr i t i c a !
c o nt r ar y ,
v a ul a ge . T hi s does no l
use ol I I' i s l es s
i mp r o v e mo n l .
e n v i r o n me n t
mane e i s dep< m
T t er e i s al so
i n c i v i n e n t a l a n d
pr es s ur e s
an d c o mp e t i t i v o ,
ng oust nmer
ng i mp r o v e d
mu me n l u m ,
d a mp e n
wer e not der i v e d
bee n s uggesl c d
i deas I . i r
r er r i v e d
InUmiuititm
k i v r
I h e
ai u l
o l
a
n u ' . i n t ha l
o k ' i i ci l e d as IIK*
I11
I. ni
f r o m
I ha t l he s e o l e n
ol he r
p l a n n i n g i n t i nl ay ' s
ar e t he sam e
I S/ I T f u nc l i o n s
or c oi i v e nl i t t i k d
b e l w t v n
b us i nes s , ai u l
f ul n r e
o r t o b u i l d o r a c q u h v i
t osear c h
o ut e o m e
e mb a r k i n g 011
i t s i mpae l
ta n success be
pr oj ocl s
an d I h e
s u p p o r l i n g
I h e d e v e l o p me n t
b us i ne s s pl a nni n g
el eme n t
r eal i s t i c
i n w h k i i
un heal t h y
I he g r o w h i g
di s c o nne v l e d
mo u nt ,
os | t oci al l y
f o r ma l i s e d a n d
o r g a ni s a b o n s .
k- s s wi des p j
Systcim
s el t i n g
f o r som e " ear l y
. I I HI
i n t l i v
an d
l l i er o
t h o s e I h a l ai m
n: . i

t'famtmf
ImitHkKlioii
r r agebut ar eequal l y . I - I . . - , .
Man y o Ihese
t i i ul i omnui i
r epor l e d sucressfu)
compr ehensi v o
enl husi as m
'"L.'PP
l o pt npoi n t
Devk>|Hiie(
lltVUMMJ.it>
compet i t i v o ad
service boc ome s
economi c
is a r ecogni t i o n
i mpr ovement s "Funclonal**
'
Coriiulldale
I)uvnlo|Hiien
r ec ogni t i o n Iba)
busiucs?.
gai n n g
, .minos
Ibi s envi r onment , business
I i t ol l t ok l
'FtMKlHMUl
panacea for instanl Progcdnim
a t obus l IS/I T
wel l - st r ucl ur e d
majo r chang e pr ogr ammo s bei ng
Consoldale,
m
Brcdkt hrouu
c ompa ni e s
f r a me w n r k fnmhraw
i mp l e ni o n l a l i o n
sl r al egi es i n
ma n a g e me n l
busi nes s r e q ui r e
( see F gur v
I mp e t u s
" G o o d " I S p l a n ni n g ?
an d i mp l e me n t i n g a n a p p r o p r a t e
ens ur e d
i s no l i ns i a ni a ne o us . a n d
be addr essei l
obj et t i v e s
sl r al egi c
I S / I T obj ecl i v e s
i l emoi Lsl r al i ng
no l hi n g l o do wi l h
of pl anni n g
i l . i t al us'
an d h a r d wa r e , or wi t h
i mp l e me n l a l i o n
or ho w e o ns t r ai ni n g
ser vi ces)
wi nn e r s " easi l y
pr oduc t di f f e r e nl al i o n
as tl tsi ?
p r i Kl uc t i v i t y ,
por t f ol i o
c o mp e t i t i v e
fo r I he
ar e
o a
si gni f i can!
r ef er enced
by enl i gl i l eue d
del i v er i n g
pr nt vssos
c o nt r o l t ke y pr ocosses
c o or di na t o d
l ei i uwt l o g y ,
busi ness,
t
Ut er .
f o r
Al t e s
va ntage.
e v er
an d
wi l l nol be
l i as
.
sl r al eg y
1S /I T
.
of
3 . 2 ) .
an d
i l ni ay , i n f ac ,
an y - - m . m u 11I
var es wi d e l y wi l h :
i s I h e t ur r e n t
,
10 i
. 1
11. . . I , i I li {. 1 .
1 ni . . 1. ... 1
I. , ..
St i dl uyi e *

1
1

Deuelop
Plan
'
m m
Determine
biiairiess
Sl ral ey y
Pi opuse

t
. ... .
e
l
....... t
'
PutonlMl M. i j . r i
1. Piufecl s
Ouvolo|t
f:iuiuo Prove
Pl an s
( l U l l y
Bi ial ne** a
usual cas 11 r e
h
k
me n l s ) ,
.
f o r
.
.
er a i s
externa)
syst oms
inslalled
It
ils OWrl
The aim
offered
o
make up t l u' wider
calios
pot en tial, its i m med a
have a el ear
mor e Iban
Once il
play
denved liuin
eul t i ng to di r eel valu
bul
104
process, where t he deli verables
Once slrat egic IS
I >STABUSI I I N( i
idenlifying
i n t his chapl er,
forward hore
reinforced by t he f l exi bl e f r amowor k
Sullivan' e
and compet
- us*'
-- ability
by (heir:
- res|oiisiveness
Import an!
approaches, whos e
of i nfl exibl e formal planni ng processes l ow. nds
A sbift
(o gui de the introiluction
base.
The devolopmenl
of t echnol ogi es,
A broader scope for planni ng, which incorporal es a wi der
forward i n t hi s book. I l e
of IS/ IT. They are still
which were needed l oenabl el her eal i sal i onof
proposed
approaches were expressed al mos!
can be chosen t o meet
also proposes a toolbox of techniques,
Establishing
responds t o many
envi r onmenl s f r om the most
pl anni ng that can be adaptad to fil
(ai l ored approach. Kal her,
so, since each siluation is unique, warrantingcareful
eondudi ngsl r al egi c
book is not
Ther e i s no st andar d appr oach t hat
busi ness, and del i vor t he benofi ls
mauagei s,
maki ng recommendal i ons
is sucressful
creal i ng and s uppor l i ng
achi eved, t hen
by t echnol ogy. Once
bul also
it is necessary
business planning. II
exunJned
The business envi ronment
l echnol ogy
global pers|Hr!ive
torces influenchig
le conipetitive
under st andi ng
and for it to malte
beconi es
just improving
has been aeknowl edged
i n advanci ng
t l i estrat egicexpl oi lati onof
busi ness
somet mes equal l y f ei oci ous
organisal i onal fl ueney t o del
a ddi ng;
i t s pr i mar y or i ent at i on
slrategy. Al t he
business issues, since it pr omot es IS/ IT as di r eci
not eas y
Stt.itef>ic
ti ve
tl
mueh more
rat her (l ian
valid,
l l i e
t n e curr enl n e e d
,i
t
IS
t hey
Ibis
f or
not onl y for
o llie
t ha t t h e
impera ti
i veri
l i as
samo limo it must
t ool s
and pl ans
pl anni ng i s esl abl i shed,
A S I HATEGI C
a nd t he
.
Thef r amewor kand
pr oposi l i on
benehmarki ng t o ost abl sh
i n bei ng abl e
inilialives
al ma are to find
away fr om Iradi t i onal ,
of information,
just traditi onal
and aro contai ned
a number
.
Si mi l ar vi ews about the need f or f l exi bl e evol ul i onar y
Sfrategfc
externa!
to the least
in with
considera
planning. It
at t empt i ng
can guar ant ce
and then iniplemeiiling
that are underslood
slralegc
IS/ IT can take ils place as a si gnifica ni
t wo- way awar enessand
busi ness people tu
IS/ I T peopl e
the contribuiion
in Chapter 2, whi eh
over comes l i me
as woi !d-wi dea>mpol t i nn ncreases, and
t he i ndus t r y.
a significan!
abuixlantly
theefficiency
i nformat i on and it l uisa
defence. Its
f r om admi ni st ral i ve
t ur ned a f ul l
continu
lo achi eve. liy
Infomuilitm
(o shifl
for lite benefit
in tlie
woul d
t hem
lu ve an
lo
(nuil IS/ IT
l ai d out
evident t hat
O
180
l o meet OP
def i n (ion,
ar e r ef r eshei l
t echni ques for assessi ng
OutJjneoJ
s t andar ds
and implemeiil
of key elements
sophislicat ed,
a wi de
l>efool hardy
awar enes s
underst and
in some delail
and CStance
I ncr easi ngl y t hi s
i t mus
Syslems
Ihe
I he
the processes
within effeef
of
i
planning are

l'l<iiminf
I S/I T Wa/mng
be deepl y embeddcd
of competitivo
from which an appropriate
and MIS needs,
degr ees, from cost
eftieieney
ng aggressive competitivo impact,
objectives and prioritics are
ves. Long-termbciicfilsaresought
f nr mul al i vepar
pl anni ng
a decade ago by Sullivan
ve planning approaches,
conipelitivepoleiili.il
approach pu l
proposed:
business strategy.
Tliestiarchforcoinpelitivoailvantagelliroughlheapplicatioiio f
objectives for IS/1T are far speclrum
individual operalions,
in order lo develop slrategy for IS/IT,
DI *.
The need lo unite technologies, as they emerge, as well
impact on the business, it is csscnlial
business strategy, ils objectives and systems and technology architccdircs
envi r onment and o and integral ion of new and existi ng
means acqui ri ng and technologies.
communi - f or mal st r uct ur ed
barri era. flexibl e
the most
Summar y
of (he business, and epitomised
and business pl anni ng approaches were resources to where they are
busi ness envi ronment and t he
elemente needed,
increasingl y creati vo use of IT by usis,
is to be maximised, t o eval at e
business issues, of per f or mance f
o the poleulial organisations.
busi ness slrat egy.
cooperation is
cont ri but or
t hat sl r at egi c IS/ IT pl anni ng i s evol ul i onai y
and "t ool box" approach pu l
pl anni ng, wher e success means
and committad
to meet the needs o the
pr omi s e.
success, and this
Chapt ers
described
envi r onment and
i nfor mat i on needs and fut uro opport uni l i es are covered i n
l o pul f or war d a pr escri pl i ve met hodnl ogy
loallempt
(ion, and
i s pr oposi ng a f ramcwor k
l ' KOCES
I S/ I T PLANNI N G
speclrum of A Cont i nuous Pr ocos
and which
and interna], business and teclinical
i ( i s a cont i nuous evol vi ng
f r om l i me l o

i n
and
or
(rom
l o
Ihen it
lo
t he externa)
a
lliat
mor e spvciic aspeis
to
l oby key
for
l odo
4i r I S
drvers .
1'KM. VSS 10 5
sel
1986). He
IS/ IT.
as wi t h t h e
pl ans, comi iig ou l
opt i ons ,
i s
*l a nd 5.
S

needs
stralegic
It
eaeh
Il i-,
shotikl
agreed
as par
Itefore
by harl (19S9, 1993),
Table
to
roleol
antl asl del
ratlier l l un
l ul ure
ladcle lilis lypeof
o such
far roin
i .ni
For Ihe
wi t hi n .1
IS
the
IS/IT
to | >i Ko itiM.il
lito
106
methods
careful l y,
ollowi ng
on Ihe nt al uri t y
rol e of Ihe
i ntormal i on
inonnation.
Stralegic
Meelunisms
virtuall y
aiinl
IS
or

SlrdltfiU
Bttbtii hm^
tme.according
planning limclable
delivercd
planning ... ir
iinchanged,
being incrementa!
recorded backlog lists. Altenulively,
extensin
rapid strategic thrusts,
i very.
Il is unlikely
Plana arblng
frequency
DevelopMient
demands,
The supporling
stralegy,
monitoring
perspxi^ves
process, and once pnt
paramelcrs
planning for Ihe
IS/IT in (lu
business lu
planning process ilself
choaenand
o reorientation
otganis.ition,
business as a w
1.3 Ilstrales
and l l t ei r
A Learning Process
Ini ti ati ng the Pl anni ng
planning is also
and business |>eople
lechnical
cooperati vo pl anni ng envi ronni enl .
pai l nershi p
syslemsand
lile of the business and ilsconthiuingdcvclopment.Thisalso
alongside a continuing evol uton in the
nrganisatiou
underslandable prnblem
trivial cltange
systems
retened lo as "wish
lo business slrategy based IS/IT
planning s
I S/I T f uncti on
stralegic planning iI
embarkiug
of a conlinuous planning procos.
consldered,
for Ihe planning aclivity. These
gi ve a sound
i nici al Ihal
process of
determine whothor"success"is
ol lite
planning and
markedly affecled
3.1 contains
embarking
soctioits,
silualion.
should In-
pl anni ng Ior IS/IT. II is vital lo assess Ihe silualion
and then
When the move
Ihe l argel portfol i o is mure bal aneed
slratcgie
several charactoristics
planning I mr i / on
d<-velopment plans
techniques
approach,
the stiinuli
answei'ed,
oblainetl
At Ihe sanie linio as definingtbeclivos
a learning
by Ihe
or may
based
mOVC OUl
a
its
hole
an
a lisl
which witl
previous round o
n the
be omi pl etel y
from Ihe strategy
dcl ermi ned
or a quisition
i nraslructure,
i nl et nal
process,
are beconi i ng
issues, and learning
belween business and LS/ri"
lechnology
mal ur i l y
on calalogued users'
planning, especial
in the business. Il
from ooe
are dri ven
Strtegk
of the pl anni ng hori zon,
where Ilie
euterprise.
wi ll be the sl imulus
nhjoetives
reached. They
and Ihe levis
to extei ul i ng
ade>|ii.ite
planning or
process, l i t e
by theissiicsand
o qucsl i ons
allliough clearly lite
emphaaiaed
l o empl oy
l o suit. Each
vary aceording
prompl i ng i he
TOR can be cre.iled,
. i nt l
Ine cycle.
nm l Ii>
by t he
lighlly linkcd
unce
ana
are
Ihal lus
(o
lists". or rom
ly
llie shi l
focus
i hal
II tl i e reoi
i snol
wi l l
stiinuli
t l ul
Al ai l l n-ro
Ihe most
(o
need
Intuinhititm
loexlernal
culture of Ihe organisalinn,
Depending
main deli verables,
revised. For
be updatod
undcrl yi ng
o applicalions
intobroadcr
def i ned
shoul d have
ext enul
essenlialeli-mcntsof
into place are likely to slay
in severa
more awure
lo idenliy and oxploit
reorintales
ascttreresourecs
o (he I S
not begunslrategk"
in not knnwing
go f rom lite
demands
IT lechnical infrastiiiclure
since Ihe
very likely lo ha
i s even more
no IS/IT
is from Iraditioiul
and wher e
imporlaiu'e,
need to change. Typically,
to Ihree
by curren!
IS/IT P/JWIO
extensin
may nol
bul a radical change to
is on flexibilily,
a busi ness about to embark
ienlation
already under way
lo set it off. ' lite
and focus are, in effecl,
exempliy
o awareness and coimnitmenl
the contrbuti on
increasingmaturityof
on stralegic IS
nol be sel
amounl ol lime aitd
planning, since the effort
achievable.
sl arli ng point, l i t e
tltc largets beingsought,
prompli ng tl u-a.
need lo be answered
aitswers
is no one
appropri al e
organisation nu-rits
tlu- curren!
for planning. OIKO
and snior
on
l ui d
pan-
takes place in
I n,. " i
( o mee!
itsel
LS/IT
IM>W
l i t e
fiist
fioui
offered
typical
so Ihal a clear hrief
spenl
if lltey
wi l l
"besl "
for the
for lite
Systems
ori^,busiiHv>smHHlsandopporlunilics,the
and Ihe beneits
thoscope
or sofl .
example
as requircd,
ol cl unge
responso
ni (ulives
a business
a relatively long
business
llH-strategicnuiugcmcitl
in place, allliough
moni l orcd
I respecls. Both
o business and
opporl uni ti es
Al bes! , the culture of
to Ireat
i nt hedayl oda y
operation
planning, lltere
lt>goabout
lactical planning used lo develop
usually
planning,
oolcome
ve far reaching iinjxictson
dificull
planning has beendone
lo stralegic IS/ IT planning,
emphasis
in offensive or defensive terms,
lime scales Ior
or more years, and
and fulure business needs
/Vaca 10
from earlier developmenls
enlail an
del i vcri ng
responsiveness,
on stral egic
time is not also engaged in the renricntalionol
lechiM>lt>gy
liten theexpectation
appnucl t
indicalionsof
Ihe mal uri l y of the I S/ I T
wi t hi n I he
by I S/ I T.
plannutgappro.ieln-sidentilhil
characleristics
planning, wltellter
Ulereare
and Terms o Reference
in concrete, bul
foundati on l o bii iltl
ellorl isspent
Itere t an
I l owt ogof orwanl dopends
porp"-..-
can be deiited.
tivily. box
benie
on IS/IT planni ng. The key questions are exainined
vary wi del y wi l l i
way lo l ackl c
antl Ihe
peopl r,
a di fi eren!
circumslances,
Ihe questions
management appi uval
planning to proceed
planning aclivily,
Vhnni n g
o
inay be
:
the
.
.
Mo span.
and
wi l l var y.
takes place
.
il. It isa
lite fulure
t o
befte .
wliere
i s on
then
I he
7
or
I S/ I T
I he
letl
is Ihal Ihe
ihe slag^e
.
t ' ycl e
or lite first lime, or
ntany aspeis lo be
(TOR) can be
on.
in tlu-
ni
II is also
i n I he
anI
aro
.
il i s
Ihal
Exlemal
Cnapter
revisin
Lxlenial
cxisling
beneftls
Ihe IS
aligning the IS
Tire
lo revea! any "h id
L'learly, il i s
I low
.ifltxri ihu- coiulmi and
Box ..
I01
competilive Ihroats
directl y
Technical Faclors. Tliese
of business slralegy. These were discussed
lushiess
objedives
stralegy,
There are a number of sources
committnenl
sought,
to match Ihe pace and magntudeof
appropri atei nformal i on,sysl emsand
The purpose of I S
slrengthen
al l of Ihe acti vity falls
wilh IS/1T following Ihe business lead.
business responses.
shows how Ihe
slrategy needs to be a
respond to fast movingstimuli,
is settng
conveni enl limelabletostttthe
torces acling
pelitivencss,
business slralegy
demand
be deli vered
purpose of IS
regul arly; al l e.ist
Once success faclors and mensures
exampl e, toavoid
They may also
"achevmg
example,
den agenda" under
perception
inipossible
how success will be measuretl
hel pful to
should the protess
How
Wi i . i t
What
Whal are Ihe
How should Ihe IS
How can Ihe
Wliat
outcome
What are the purpose and the
Quesl
Sintiere
Thcre
pace
where
to the
( r om i he
mcl ude
long will Ihe
nn>sl
Other
shimlJ
focuscd-
main
ions llial need
sometimes
aecordi ng
Ihe ablt>*
upon i l .
The arri val of threars
produel i vi l y
IS/IT operarion.
al evcr y
delving into
one or two
and mai nl a ni ng
underst andi ng
theslated
of Ihe business communily,
sharpen Ihe
Other resources are reiguired
resources, rom
achievefhebcst
.flVrtive
elemenis
slrategy be "markeled"
planning?
Wliat
be Ihescopeof
planning, and what are Ihe
stimuli prumph'ng
Inlomuilion
and filness
progress meeting,
loo much
and meeti ng
and olher
perspective
which reas
repuls--for
approaches,
of the business slrategy
and consolidated with the
ar e I he
on Ihe
planning. and whereshould planning be
What aspecto o
the need for
of l l i e
delail
the
example,
and which lux*hni.[ius
and cooperaon
to ensure Ihal optimal
are oblaned Irom (he
business unil

Syslems Purpose and sti mul i dri vi ng i s pl anni ng
I Ol
lo beansweretf lo ensure
being satisfied
key business drivers to he
curren) business and technical
PURPOSE AND STIMULI DRIVING IS PLANNING
what issues, constrainls,
of planning?
planning is to ensure that Ihe
corporale
planning processbeeffectively
K will achieve this
business slrategy, and by impaeling
it is possible lo improve the overalt com-
oiganisalion
deiiverables
expeclations
and opporlunilies cannot
business planningcycle.
organisalion?
Should the approach employed be lolally prescriplive,
out to be fl exi bl e and responsve
and tochange ts
ble lo respond in Ihe sanie way. Figure 3.3
of change in tlteexiemal
faclors associaled
deleimining
The effect can mean activity
is always Ihe
i nto Ihe "Deferi d" box, but 1S/1T can hel p
roles and responsibilities.
of the business, fulfiliing
lo respond Ihrough
pl anni ng and implemenl ation
technol ogysuppl y
(auloiualed
change demande*!, and deliver the
l o pri orl i sed
planning procesa Inke
and undersl andi ng
be steercd
of stimuli for planning, or revising Ihe
on lliese
at Ihe end of the pl anni ng
any of whi ch may
of pl anni ng.
lo give a general sel of success faclors for any
planning process, as ltese will bediclated
Faclors. These faclors drive Ihe devel opi nenl
faclors. They at some length in
TOIiand 2, and were mentioned above
the sjxmsnr' s
eredi blily
reminders
al any poinl,
pose threats
slimulale 1S/IT planning. For example:
the fi nal product i n mi nd.
are agreed, they can be reviewed
(real or potential)
organisation
mixture of bolh,
lliecritical
and
wi t h l op
ara) wi t h
as a whole,
how can Ihe
levd business functions
business analysis dowit
which skills
which
involved in Ihe
al slralegic
and objedives (o be met,
organisation build
expeliente of IS
to a very
should ideally
processand
befte
levd
lailored, <>r a
on ils
success
be
are they
tools,
support,
and
to Ihe
I hal
in all
plans,
l'Uumin
embarkitig
addressed?
environment,
underlying problema and risks are likely lo
or on specific core business processes?
integralcd
and whal
are required
previous
planning?
or eniploying
delailed level
available? Whal Iraining will
adniinislralive
physical facillies)
what will it <i>st
and managed
by setl i ng
process.
by Ihe objedives, stimuli and
are likely
objectives,
expeclations, or
in the business environment".
planning team, for
or to keep
they are
best possible valu
by ghHy
l o meet
be forced into a
A business Ihat
needs lo be prepared
plansaccordingly,
environment can prnmpi
four quadrants,
danger Ihal
building up strategiccapability
i s to crate
infrastructure
whi ch have
of the business.
have an effecl on the ai ms
or opporlunilies
based on IS/IT
new producs or markets created by IS/I
g
011 stralegic / S/ f f
plannin g
and
wilh business
?
support
?
be
reijuired ?
?
?
?
out cnteri a f or
for
.
can
lil e
I he
to
and
to
.
I he
I he f t i l l
St i mul i
and
and
.
T
timeor anolher all
nol . di equally and
tlows,
or
Currenl
doliver
Hiemal
presen!
econoin
di astil
I
l'uipoae 'Uiil btitiiuH driving H
nlernal
emerge,
TIK.'
means Ihat the
The
ollit'r bodi es
i , i . . i - i cos
l'igiire .J..
dr amalle
lociised
Detj ree
110
business uiil
I Uushiess
feed and supporl
IS/IT funclion. Similarl y
pl anni ng ai vi l i es,
are importan!. The aclivities shown
conti nuousl y
and Ihe galhoring
interna) enviroumeut.
and feed
searchos for innovalive
behind discreto planning aclivities,
Monitori ng
I nf ormati on
strategy. Thesubjeetnf
to recogniso
numerousolltor
envirorunent
rolalionship
increased valu
Technical
on (he need
Recognilion
i nfraslructureis
New producte
marketing led
for example, cti angi ng
Restructuringoften
necessilaling
Major ralionalisalion,
chango if
si mpl y mean a new atl i tude
he business laken
restrudureor
changos in the business environnient,
Hiisiness
or when
IS/rXsol hal
use of technology and how
ITgroup
involved
probably the need or
entrepreneurial. i bi s
emphasis
association o business ail
whi ch cal i
legislativo
leclmology
advanlage,
factor clianges
Sfrafeg/c
I he
here
activo
Ihrusls. Theso
such
Howa ai ul
internal
over
Ihey
wi l h new l ypes
or
or risU l *i ng
: T . I H. ;
planning lako
i'liinmnx
i nformali on tl ows
dr oppi ng down hi l o
Figure 3.4 Ilstrales
intolligenco
mechanisms
mechanisms
Mon t oi i ng
ISissuesisconlinued
I he need
faclors.Tltoy
and l egacy
bel weon
for monoy,
Fticlors.
lo eslablish ils
of the im
incapableol
or markotswhere
orientalion,
resul l i ng
a severo Irimming
caused by, l or
il oceurs
lo technt>logy, or il
by a new ownor
intgrale
and may resul t
Faclors.
reeognise
needs to keepabreasl
new skills aml for dileront |>eoplo
i mpl i es new
in (he slrategy
I S/ I T i n
demandsor
producing au
real or
Infotmation
hi t o
Icwl : al Ihe
an
may all
IS
lo cut eosls,
Theso
I S/I T wilh Ihe resl
The sti mul
wi l l
urgenI
account
t op l evel ,
are those
operal i onat
aro used
can fulfil au effeclive
lo reassoss
prompt ISor
systoms
to improvo Qw
faclors may ari so
preciso rolo in
por lance of slrategic
I ber o i s
or moro frequently
f rom corporal e
exampl e,
as a resul l of merger
wliensigniicantaiid
pressure
need l o i mprovo
polcnli al
Systetns
al l Ihe
Ihat
lovol
the
I he
h om
corporal e
conti nuos
f rom (he
strategic
stakeholders,

l*Lumin pUiuiin/;
of Chango of the business. The stimul
may be as diverse as:
STRATEGI
Responso lo the regular business planning cycle
or manager - t l us
may herald more
limovulloi
or lakeover.
competitiv
downt urn
of IS/IT budgels.
RAOQNAJJg
planning,
a business from a production led
MEASURE
coritlnuoua
liii|i'Ovdinuii
radical (edmlgt
psiformanc
I. n
o radical business ro-onginei'ring
nowadays as a result
a rocogni t i on
adapting lo new requrements
planning for IS/IT, hased
busines
EVOl. UTIONARY
need lo
worki ng
Dimt'HsioH and the business, the rocognition (h<il
aro starting (o "crack", and
business management
competitivo
puHl ueli vity
rol e of IS/IT and i l s currenl
i nl henexl secti oi t
busines
IS/IT responso
shareholders
Mcehani sm
process
a competi ti vo al i gnmenl
be oxpl oi tal i ve
al ti t udes l o t he use of I S/I T, and
to become
of technol ogy
of leclmology trends, nnovalive
competitivo organisations are appl yui g
aehievableopporlunilii's
to respond l o lechnical
as application portfolio reviews,
to tullec
and i nformali on to and from the externaI
directivo and ecdUick
of monitoring information. t
information routes,
are mainly
in Ihe
pr ompt ,
pl anni ng.
for 1S pl anni ng can ari se and i ndi vi dual
i n t he need l o ol omonts
g
Pacu
o l
Chana
RAMI O
D
TACTI CA L
b WMd rM|KM M
1>1J_I . K. I L >
E
t
I Q M
O
CHANGf c
AMAC K
i
o
I "ANSI Ol M
t
e
i
t
STEP
CI I ANG E
of chanc e
vii
s
or
and
.
l i nei s .
f rom
I I I
.
may
i n Ihe
lo a
.
l h. i t the
.
s
(lie
.
s
and
'learly, thesc aro
bul al one
i n the
lerm
then
later in Ihe
Insight into Ihe curren!
impact
tctica)
fcil ties
tctica)
slateti in
Curren!
would (low
"
k
User neuds
112
llow
these will
culture, managemenl
drivers for chango, proposed
available ils long-lermmission.goaLs,
A btoad overvew
faclors worth
bespecifictothe
aclivily is sel up lodeal
any petlinenl
During Ihe iniliation
in more
chapler,
business .mil
planning process itself,
planniug process can achieve
planning. The irsl
lo ptoceed. There
environmenl will
Assessincnt
AFFECTING
CUKKlNT
analyses, logether
ptanning level in the
for potenlial
users' levis
facillies
developmenl and implemenlalon
4 Deixlopment
etc. to malch
users' requirements
and services.
developntent
the business IS strategy is converted inlo
3 IT supply planning
(he business IS
perspocliveof
back up the strategy
Innovative
business IS
procosses
2 Uusiiuss
slralcgicframcwork,bothinlemallyand
figureX4 I nformation
Develupmenl
IT (Supply)
Ptannin
Tactic
IT needsN.
Business
Externa!
Business
Strategk
lake
style,
visin for Ihe tullir,
stageof
deplli
i l s aims,
ol
I S
wilh
mu
in
g
priorHes \
IS/IT
IS/ITbolh
plamng
I S/I Tdentan pUmiing
and
Implemenlatio

I nfrmothn
Environmenl, Issues
level: the next level
Planning:
IT Strategy
Impacts
Threats and
Opportuntie
supply plansIS
plans, and plans fot the provisin
Foeding
and an analysis of ski
against tlie
implemailalion
Businoss
aclvities,
and services in responso to detailed developmenl plans and
ftllocaled resources. At Ibis level il
(Demaud
of satisfaclion,
ways of improving Ihe
form of effectiveness reviews,
polentially innovative ideas.
IT needsN.
^\liilrastructur
l -NVIKONMIi N
Resources
IT (Supply)
Ptannin
PLANNI NG
Ihe Curren
Etteclvunus
are l wo
be invaluable in deeiding
is in Ihe iniliatinn
IT plans^
i
User
satisfactiu
and (lie
in Ihe analysis and interprelalion
lechnical
when (Itoapprnacli
in t'hapters
planniug, Ihe
issues will need to be understood
wilh these faclors. While
flows and
organisationat
assessing so that
sel up lo be successful, such as:
Iheexlernal
level: oondng
ate slrategic
process. In
ideas for applicalion
formulaHon process. A detailed
IntemaDy
slralogy
of the business perspeclive,
slialegy,
chango
performance monitoring,
Critica] demands. Detailed analysis and interprelalion of all
place later on in Ihe planning
effeclive
oul of
1 Is,
I,
levis
lite lime of
IS
Systems
business
plans whiiii
a mature
of informalion
and exletnally
developmenl
res*nnves,
and Ihe
and to comb
SSUI' S
of assessmenl that
planniug, there are
intiatves,
have been
is also
newly
levtk
is
lo be
curren!
IS
Ptannin
Planniug
environmenl.
planning
ate primaty
IS planning environmenl,
and technology
input into
procesa.
down is where the deinand
in also are more detailed views
capacilies,
slated demands
at the lowest level are the
provisin
necessary (o be fully
the oxterual environmenl
services. This feeds back into (he
ANI> UISKS
AN D I TS OUTCOMIi
t liivhoiinieii
are needed in IS
of planning (o ensure that the
second is p,nT
of the curren!
environmenl. The second level is inlioduced
adopled is considerad, and
4 and 5
environmenl, and
so that the planning
Ihe precise issues will
common
planning is properly postioneil,
as far as it
slructure,
and any shor!
process, if necessary.
in supporling business slralegy
g
Stratca y
Hislor y
potunlia l
s
)
o
1 1
priorHes \
|Kllcll)t |Kllcll)t
/
g
^
n
s
n
fe,ilb.n k
inpuls inio t he
.md Kisks 11 3
of IT
on
.
of IT
aware of
and
S
l
Itow
ol" Ihe
.
and
is
vales,
o
in Ihe
they
Hxtracls
1994)
Sourtr: Ail iiplcil r om . si i i w y
1 )ata as a
by IS utd non~l$
Stmrce: Af k- i
liul-user
general I S
fdhle
Cufivnl
most
198'/ (l' arker
threo
was ether
wltoreas
hall of Ihe
1980, 1983
It is also
the
1 low IS
o
114
expected them
rank Ihe
problems, are shown in
assessed by all respondenls,
from the resids o lls
case, bolh
of cach issue,
was earried
coiulucti.il
Ixlucation
corporalc
Improving IS
BMIK-IKMII
conipulin
Competiave
Man.igrmenl
3.3 hwvs
IT supply factors.
Auol her
and software development issuesin
Iheremandcraddressed
planning: slralegic IS/IT pl anni ng
educalion
slralegic
and kl unden,
surveys.
Sli ghll y more
increasing in Un
issues. Tahle
12 of the remai ni ng
issues. The top nio
management
expccled
business were
I980s, management issues relating
that whiletechnology
and 1986,
Urancheau
perceives
The IS/IT dep.irtmenl
they may
concerning IS
necessary to
Current Issucs
benclits delivered
planning has
l i l e
in comparable exlemal
cnverage.struclure.skillsand
portfolio.
The current
past, and Ihecomposition
Strategic
Table
IS
oul
i n 1992 (Calllvrs, Mi*r<ili HH)
rcsourc
g
survey
porta IKe,
15
views
wi l l
nol have
have
lo be in 1997.I'!xlracts
in terms
survey, showi ng
and non-IS
and how problemtica)
in 1992.11
of snior
Business process
Dala as a corporale
dvantag
dnlysis,
eoveri ng
other words, Ihe whole
technical.organisational,
of snior
systems: Ihe use o
1988) were assessed. The
re. onlly,
or relaining ls
3.3 shows the
were technol ogy
issues were all
accorded wi th thei r IS
to remain the same
increasing in imporlance. This relative
issues weredecliningin
of about
and WY-therbe
lo he importan!. In
cl earl y wi sh
been directly influenli al
management, and any umlerlying
Concerni ng
bernconducled
perspectiva
organisations,
mat uri l y. and
role of I S/ I T in
Inotmalion
it
redesig n
resourc
a
human,
IT for
Ihe
l evd
i uto
70 IS
(1967),
(hefirst
I S
n t he
I he
the
diferenliated
Measurng
management
IX-veloping
liifunnation
Or^anisutimiiil
.i(t.iH<xl
26 issues (Galliers,
compeli ti ve
key issues that
top ni ne
and IS
the 1990s. At
imporlance
direelors
based on
edilionol
in the past, ils
of IS/IT (rom
role IS/IT
organisati on, ils
IS
Quality
!S ule
k'arnin g
fnmi a suivey IOIKIIU e d
Mer al
thfCC
ths
eflCCtiVtM
an informa t ion archileclure

Syslems Fl.mnhif
iitviionnivnt,
and management praelices
in J9H
efecliveness,
business
isplaying
same industry
and business issu
Slralegic planning
iiiaihu>tniu-n management
the business.
f r om i t .
deliverables
and conlribution
Aligmnent
Managemen
a good understanding of the current issues
problems, even Ihough
Measuri ng
archileclure
and Wet l i oi U'
i n prompt i ng pl anni ng
to address Ihose
book, auanalysisby
surveys conducted
iiia/ia^ers
and manageis, indicated
in the second
to the role of IS/IT in Ihe
balance was
Issues in 199
slralegic planning
i mi HHt anc
problema!
the same lime general
colleagues on the major
management and business of software devetopOKft
application
issues. All except Ihe
t l i nmgh
concerned IS
Organisalional learnin
four considered
important from a sel of 23 assessed all related to slralegic
planning:
Spcaii nj; .
goal alignmenl: business and I belween
advantag
manageis
was lo the resjxmdi-nts,
management: in Ihe slralegic role of
the top 10 issues,
of imporlance and posi ng
inlormation
range of
3.4. The respondenls were also askecl
same issues in terms of imporlance and posing problems, as
from these results are slu>wn
and Speari ng,
in Table 3.5.
Sucurily and control
lasl
IS
g
of these
managors
to organisalion
effectiveness
for compelitive advantage
Role and conlribution of I
Ihe imporlance

of the current
or fekl
.
and
t
.
issm-s it
i n
issues,
(he
in
I S/ I T
S
e
I S/I T
Issuvs amt Kisks 11 5
6
Ranking , KailUing ,
e 1
1 1
2
3
4
5
2
3
5
7
e
6
7
8
9
6
8
9
4
t l ' W7) .
iu IW J
Ranking. Kanking ,
2 c ic
1 4
e
l
2
3
4=
4=
6
7
2
3
5=
1
1 9
5 =
M
S
Decisin supporl syslems
8
9
1 0
13
18
9
7
1 1
8
10
IWH) .
i n I bi s
.
t o
I S
o whal
i s I hen
Havi ng
SI Ol ' i : , I. Xl ' I ( I
early
sl ral egy
I
Sume
i bi s
Scopet
ai hi evei l
e mpl oy
whi l e a l ar g e
peri od
2 I S
' Ihese
l he l i ght
prohl em i n both.
and is ex peded l o be
1
Scvcral
Soune. Adapto) fnmi a Mirv.-y
Role ancl
Qunlily
IS for
Securily
Data .is
Ranking
Tabh :t.s llw tap 10 i s
116
undersl and
One poi nl mus
pl anni ngacti vi l i es , an d
con i rmed
appropri at e
produoed
envi ronmcnl .
f ocus as a resnl t
i ndi vi dual bus i nes s , any of l he
sl andi ng. 11
col l eagues .
I hebcl i cf
I 987s urvey,
probl emati cal
I S/ I T f or compel i l i ve advant age.
3 Educalkm
o s ound
1980-1966,
and is expecl ed l o IH'
for compelilive mlvaniage
communi cat oas "
de duc t i ons
Improvbig
Slralvgic
t mde r
i s l h. i t
bul l i as
ma y
is ehvtegk pknnhtg

I nformaron Cxpedatl ons
management issues IS/ IT . Documenl ed
pracl i ce
.
Importance problemati
lop priority
of snior
Improving
by l x>i h
a rorporale
Managing
and control
undenl andi n g
drop| x?doul of
by 1997, snior
compelilive (-Klv.iiii.ig
more delailed analyses given in lhe paper,
Developing to be ni easurabl y
Teteconununkaiion
Orgaixisaliona)
I' erhaps
may be i nteresti ng
Measuring
o software developim-ii of l he ol l i er
oonfribuUon key i s s ues may
comhiclwl
t>f signifi cant
ext ernal env ronment .
Ibi s will
hypot hes cs
exami nal i on of i h c s e
al ready gi ven f or cl ari f yi ng
l owever,
may be more di f f i cul l l o det ermi ne i l s
was the mus
so i n 1997.
I I domi nat ed
i s s ue i n 1980, 1983
pri ori ti es
organi s al i unal
whe n t he bus i nes s s e t t l es downon e e
revi si n
enduri ngi naj or
l he bus i nes s
A T I O N S
demanda I hes e
i nf ormal i on, i mprove d bus i nes s prt xes s es an d
communi cat i ons .
l he purpos e of pl anni ng and assessed l he c ur r e nt
envi ronrne nl , and I hes l i mnl i
l echnol ogy, and l he spreadi ng of ne c e s s ar y l o
across organi s al i ons pres enl more f act ors t oe ns ur e t hat
be underl i ned by l he wi l l emerge as a res ul l
and "Managi ng di s t ri but ed
f orward l ook
was a iairly
I S Dc ma n d ,
i n 1997. be cl ear Irom
a nd al i hal po i nl I hal t hei robj ect i ves
number o organi s al i ons consi der l echnol ogy i ssui -s
I S/ I T s l ral egi cal l y, COnruses
di sadvant age rom (busi ness ne e i l s
s us i ai ned Sirategy
r a nke d
s ugge s l s
t he out s e t .
IS
aii
and 1986. It i s nol
pul un I S/ I T
h i g h
II
I hal
s e i s
l he
l e s s
Ihey
I I Un-
s l res s
t he
deal s wi l h whal
Systems
expected
pioblcnwic
slrategic
dislribul ed
i nformal i oi i
Importanl
Simi larly,
di ffi cul l
concern l oi l l nwi wgers .
pressures l l t. i l
i n l erms
i nt erna!
Adde d t o
l o be t aken Lnt o
. rppearance
s ys l ems "
ranki ng i s s n e
was i ncreas i ng
n umbe r
and parl i cul arl y
and Obfedlvos
e v i de nc e i nl he f o r m
even af l er
i ss ue, f ew organi s ati ons know how
monogemenl
o ma na ge n i n 1992*
ranki ngby
management wi l l
o I S/ I T i n a s l ral eg e
I mport anl or
l >el i eve l l i ey
to note i f i t i s a "non-i ssue"
resul l s are referred l o i n laler
be brougl i t
change wi t hi n
t hrus l comes rom
mean that s ni or
a nd pr oUi bl y
appropriate
whi l e the busi ness i tsel f i s i n a stal e
may not
more, and i l
and pri nci pi e i s s ues af f ect i ng
de t e rmi ne cl earl y l he s c o| x -
UH' bus i ness
Whi l e mos t IS/ 11'
have shi l ed,
al ongs i de bus i nes s needs
supply (l echnol ogy as a means of tl el i very
l o do wi t h
to be
I ty is jnd non-tS
IS
i n IW2 (Callwis. Mvrali aiul
a Umt
ii \a
Thi s i s
be s e l
and
lliis l h e
al l i ng behfnd, ii doea nol
of
s everal
l uv e a
non- l S
t he
c hange
whi l e
l l i ere is slill
i n s uc h
Planning
I mportan!
managen tn
planni ng
s ys l ems
architectur
effecti venes
Spcaiing,
pl anni ng for I S/ I T can bu i l r. i wn
issue In
seen as a hl gh
l he i ssues i n
l o deduce I hal
hardl y s urpri el ngi n
organi s at i ons , and l he
o more,
externa!
very cons i derabl e changes
l echni cat power and res poas i bi l i l y
aCGOUnt
ot "IVle
i n l he 1997
i n 1992,
i n i mprt am e
2. l l owe ve r,
bel i eve that i t i s neeessary
l o avoi d c ompe l i l i ve
appear Ihal
ore vens i gni l i canl t emporaryadvanl age
11
c. i s es t ud cs orcxai i i pl e s
years as a s l at ed
l o goabout expl oi l i n g
was seen as i mportanl and ral her
c or r obora
1997. I ' res umabl y,
very cl ear
eonl cxl .
managers | X' rceved
pr obl e ma t k
al ready h a v e
by 1997
chaptera,
i nt ns ht t rper
bus i nes s ,
i n t he bus i nes s
management c ommi l ment i s
changi ng l he rol e of I S/ I T .
the sl ral egy may achi eve a new de i ni ti on
rol e and appl i cal i ons '
o fl ux. Por Ihis
be parl i c ul arl y
wi l l ne e d
AN D <>l i | l < I t VI S
pl anni ng, i t
and obj e c l i ve s
l i as cl earex| Hvl al i ons
I T Suppl y
pracl i l i oners
a l e ndency
a way Ihat
and th-mand
expres s ed as i nf ormal i on s ys l ems rei pi i remenl s ) .
i nf ormal i on, s ys l ems and
mi
199 7
Issues i n 1997
Ranking,
c
i
i
resourc e 2 9
3 1
4 1 6
BusineM proc redes i g n

'
o 6
6
e 7
LO
Decisin support s ys l em s
6 i 1
a 9
learning 10
20 20
8 8
s 12
4=
l 1 4 1
of I S 1 5 7
W4) .
rom
. H I . I I ' . .. :
1992
nmki ng
19K7, .uul i t was l he l op
i i i s an
bel t er, fasl er, cheaper
i n
.
i n t he
l o
ma n y ha v e
I hroug h
7
ting l he
l i ve n i n 1992, i n l he
i ba n t he i r I S
a cl e ar ui ul e r -
.
In a n
IS/ IT, or l he
of Ihi s rol e, i t
reasoi i a ny
.
of l he
.
l o
l l avi ng
FlgMlt 33 < >>f is
Scope,
unils. 1'hese
above, i hi s woul d seem
l'H-l)
supporl
Hiere
thal have
One o Ihe mosl val
The
IT
of view. It lluis
11 8
slruitui e,
supportive
lo and from
processeslo
inormation lows
said al l
achieving business results
needs. Vertical rather
management focus
compromise
theserviee
organisations
etc.) are heavily informal ion based. I'reviously,
unclions
neallocang
slructures lias
organisalions lowards
of resources,
businessslrategydiablesa
any other
develop a coherent
across Iunclions. Seeondly.
enabling nianagenienl
50-75% of
i>rganisations
showed Ihal IS/11
A decade ago, I he I' I MS/MI TI'
unclions.
organisalion, especially
organisalion.
should be 11' slrategies
from IS/IT lo business
done Ihis
probable tliateachshould
where lliere
pl anni ng i s l o defi ne Ihe
decisions
business,
stralegy
o business
locuseson
lechnology,
Str.itcfic
Dial, Hiere
(han
their
I hem wf t hi n
o le n iiK'ant
oigan isa liona
lolal
wliere
s
sl udy
scope
although
I hr ough
horizontal
i normati on
i s remi i i ed
unclions' neeilsand
(accounling,
t he pri mary aci i vi t y
adistributionof
ncl udi ng
l o control the ilegree
busiiK'sscosts
general)y
On Un-
if Hiere
achieve
are likel y
of planni ng. I n
'(lese meaiungs
desiguales liow
needs anel
the cise
and how U
Moamtion
in Ihe
wi l l
when bol h
i nforni ati on.
are under
ol her hand,
and reeognise
l o be a number
technology
on i denl i f yi ng
alignmcnl
manage Ihe
l i ne
i s

Syslvim
Bxpectatfons
applicalions
o information
and exploiting
opporlunilies
lo be appUed
informationand syslemsand
be used
Straiegic
l o make
a l ar ge
of distinct
haveitsnwn
business stralegy. 'Che eviderice
a inore direct
performance,
one for one wilh
Corporate
IS/IT
Management
Business
UnH I
A single IT slralegy
may
is centralisalion of olher
il may be nn>re
al divisional, regional or even unil level
dishibuled
(Slralegic riannng
more effeclively
Corporate T
Business
Unil
IT Strategy
vertical Integration
the controlo!'
o syst eni s
for TV sliah^ie
the sludy showed
IS/IT slralegy for a stralegic
I grouping (see Figure3.6>.
requirements
l o f ol l ow.
Integration o management focua and business purposea
coordinated approach lo the
The reorienlali on
market
secondary/supporl
chai na of i he
market research, forecasling,
sysleuis
were lesssalisfacloryIhe
the diverse primary aciivity
unil and specialist
coordination
and enabl es
coherenlly
may be a si mpl er reason! I n
Ihe business, along
and fronicustomerfcaboul
suppliers
business para
depend on effeclive linkages along these processes. l li e
contri )!
past these
Ihe primary systems requiremenls. This aspecl will be considerad
effecli ve
when
a va i la ble
l l diR-'s not
IS
Civen
.mil
i l s
mete
lypes
l'hmnin
from a business poinl
in siipport
compel i t i ve
i n del i veri ng
ul ti matel ycompcti ti veadvantagel nl othe
Ihroughoul
Busi ness Uni l
underl aki ng slral egic
organisalion,
business
ISstral egy,ti ghtl ycoupl ed
suggesls that organisalions
conl ri bul i on
necessarily follow
slrategies in I hal
be appropri al e f or I he
eorporal e
l o focus IT
in a diverse and highly
enterprise (see Figure 3.5)
Institute,
deployed in
is belvveen 50% and 7,S%,
Ihe business unil,
integration
il is more feasible lo
business unil Iban
the arguments
coherent
managenienl
of many
based slralegic business unil (SBU)
unclions,
business
planning
in funclional
resull of compromises
needs. l.ess
f uncl i onal
(Ibfectves
on SBU relaled
is more focustd
IS/I T l o be empl oyed more
practice,
pri mary busi ness
logislicsand product processes,
lo enable supply and demand and olher
rs (o be reconciled. The primary systems requirements
secondary/
and planning systems can be overlaid on that
of systems haveoften
g
f or I S/ I T .
Ihe res! of Ibe book.
(SBU )
uni l s, i l i s
t oi t s
Ihal
whol e
.
i.e.
for
major
bel ween
11 9
Stralegy
Strateg y
Busines s
UnH
Straloy y
S
Strategy
1 1
$
on
.
diiven
in
Ihey
al i gn
key par of Ihe
In
Many
bei ng
or t he i r
markel s, I he n
s ys l e ms
may
al a
bl i ghl s
reas of
Uni n
.Se ope,
l.i. Lui
f un lionaI . mi l / o r
+
ili on-
l'i^ure . ). (
Ocp
120
a
i
bus i nes s s l ral egi es .
bus i nes s uni t s ,
i nf ormati on
s ay, prof i t
concerned wi l h
are. Al o n e
c hoo s e s t o ma na g e
own ri ght -it
The "corporat i on"
I he s tral egy l o
corporal e s tral egy,
congl omral es ,
manul act uri ng
s uch as I he res t rucruri ng of Tho r n KM1
f or mul a l e d.
regroupi ngs of compani es Ihal
devel op c ommo n accounl i ng
c us l ome r
pri ori l i es.
uni l s are very s i mi l ar, they are stll
l i kel y t obeopt i mal
needs. I n
each uni l i s l i kel y l o h a
very s i mi l ar in
acros s group compani cs .
be s ucces s f ul
Devel opi ng I S/ I T
bus i nes s uni r
des cend on Ihe uni l s
"corporate IS/1*1*"
Carbi de
management and IS
c o mpul mg i nt he
i nl cgral i on
deparl menl al
as ref l eet ed
Cons i deri ng
I mptcatUms
engi neeri ng
detall when
Slr,lvU:
wi l l h a
l
Of l e n
t erms o f i l s
Un l c s s
wi l h
Ihe
laler,
Cor por a l e i nf ori nal i on
whos e nt eres l s
a nd revenue f i gures .
Al l ernal i vel y, t here may
t he componen!
ve i nf ormati on
i n ma ny
each busi ness uni l and i !
whe r e I he buy i ng and sel l i ng
dramat i c
base l i as
Por e xampl e
f oranol her' s. I - ven
I bi s cas e an I S
s l rategi es al "gr oup l e ve ! "
c ompa ny
s l rat egy
manage me nl
I 980s ol l i nc aus c d
i n Fi gure 3. 6, s ome
i mpl i cat i ons nf
iiifumuition
be a nced f o r a n IS
tacto, thei r uni l costsare
a di f i e r e n!
t hei r market
I he l as k
reacl i on
a nc vc nl owe r s c l o f
pe ne t r a I

Syslems
ExpechUions
Corporale
and ICI
show Ihat
and Ihen
compan es,
Group/Divisio
busi ness uni l l eve!. Unh^sl hecorporal i oni sessenti al l y
i s al mos!
i s emi al l y
unl ess i l
UDSINESS
be dangers associ al ed
Ihe whol e
produc s , operal i onal
ve very di fi eren!
sl rategy that
when the Individua]
likely to ha
-
rlniQii
ions may
prof i l e, o
veryi l i f erenl .
sysl ems was dlW
oceurred
Individual group reorgani s at on
i n Ihe 1980s
bas ed group s t rucl ure l o a mar ket
Urtatiiig
bus i ness uni l s were real l ocal ed i n the c ha ng e ,
nons ens e of any prev ous
of bus i nes s es i s a
I he val u
obvi ous l y
and al s o
i s prubabl y
a ppnr e l i e s
i n real i l y l o do much
of Focusing
S Strategy
f oeus i ng
c oncl us i ons
cas es i s besl
s ys l ems
busi nes s es , whal ever al
Hi s l ori cal l y, "sl rategi es" were cs s enl i al l y
e nd of t he scal e, Ihe hol di ng e ompa ny
s y s l e ms
a very l i mi ted number >f
Ihe bus i ness and each
onl y need a f ew el emenl ary enqui ry
"i ndi vi dual "
s hal egi es l o devel op, as di s cus s ed i n Chapl e r 1. The
i s orl en
"corporate
achi eved. Most case hi s t ori es of Ihe al l empl s of cu n
reci ui rements,
sl ral egy tornee!
are i n s upporl i ng I hei r
needs sup|ort
I SftT stratiytt
when
are
Ihe
ol her.
i n I he earl y 19HIK
wi th
me i s
beca
I'art of l l i e K'l
whi l e Ihe
makes
whi ch
l'l,innin
lo busi nes
chai n anal ys i s l echni ques are di s cus s ed
bus i nes s process redesi gn and bus i nes s re-
di s c us s c t l
Plmnthtg
pl anni ng on ( hebus i nes s
can be drawn:
c i umi l al i ve
"s l ral egi es ",
Pers onal
sni or
l o devel op a
1 S / I T s t rat egy". There i s t i t i l e evi dence
t o devi - l op
l engthy pl amng
nol hi ng resul ts! In
s l rategi es were s ubs equenl l y devel oped more ef f ecl i vel y
a s i ng l e
i mpos s i bl e
unl i ke l y
i s a group of very s i mi l ar bus i nes s es .
al l empl i ng l o d e v e l op c o mmo n
organi s al i un
s t r al e g i e s
bus i ne s s
one uni t ' s needs i s nol
bus i nes s
ve di f i e r e n!
be di fi eren!,
us e of s cal e
"f ai l i ne"
l o Ihe s overal
s l ral egy
can oc eur,
f r om a
ba s ed s i m e
ma ki ng a
g r o up s y s l e ms s yne r g y .
most sense
i mpos s i bl e
for I he "CorporU"
s een as a bus i nes s uni l i n i t s
needs bas ed on i he
any one l i me
ma y o nl y
obj ecti ves and, as such, ma y
a nd model l i ng s ys l ems , l o acces s ,
corporal e
are enl i rel y di ff erenl f rom
own pa rt i c ul a r
l ong- l er
>
n
UNI T
Function
!
s
.
on I he Sli U
uni l ,
l ot al o
whi c h o t e n
I hat Ihis c a n b e
paes s uc h as
,in<l i Htjet livvs 1 2 1
e vt - n l i mi t e d
both
.
l o
T t e r e
i s
a n d
IS
l o
was
ture.
l o
e l s e .
SB U
i va y i t
b e
those t >f t he
m
out pu
joilll
well
If
more
ptate
While
at the
Stopc,
FigHft
and
122 Slrategic
i\iHt.ilions
CORPORATIO
pt.itmili);
informal
Long-term
resourcln
across Ihe
supply and consistency across interna!
corporate, business and I S/ I T levis
Corporale
between these levis
culture/polic
Sciecting
Corporale services
Ihe BCOpe
Corporale IT
considera!ion,
may be worthconsidering
for example, choosng
Consolldated
lulormatio
Corporale
informatio
BUSINES
BUSINKS
BUSINESS
strong nianagemenl
clear
Ihe role
strategic business planning is vvell
In cases where strategic planning is
Business
Producs / market
Operational stralegy
appropri ate
learning curve can be conlained and the
o slralegic IS
Iheir valdity,
Resource
Consolidation
Businus
more Iban one unit isconducling
unils are similar in Iheir
IT SUPPI.Y
the planning process is a good idea. Altcrnatively,
can be staggered
Applcatlon
be common
Opportiiniles
Informal Ion
technologics
Acting
oppor t l i ni l y
Resources Sharing lools,
Operational method
t
Shari ng applical i on
portfolios do not necessarily emerge from wli al
i.7 Rdlioftskipt
similar businesses.
product/i ndustry
when Iheir
sufficienl common fealures
ion from
factois
or al leasl
[he
whole
i t may
Informatfon
and allocalion
business unils.
organisalion
Inleraces.
be more
of I S/I T
planning
emergi ng f r om
i dei l ti fi c.i ti on
using common tools
portloli os
Synergy is mosl
mu
may IH'
t o l ake
likely
Systems
mfonnatioti
of resources, and dxnw
l
;
requcnll y,
are implemented
The ocus
and ihe
are Hltislralcd
obvi os
di ffi cul t when
in iiuridng
commi l ment and i nvol vei nent
business plans
is airead
new techniques
can beexercised
before being appli ed
business
advantage of contmon elements.
Ihe outputs
for mul ual
as sounding-boards
worksl mp
for capluring
or i ndi vi dual appl i cal i ons.
to oceur
profiles are in comparable stages
generic
s
on
when t l i ere is onl y
a chotee
and di red
t o scale
ona small
profile,
Planning
planning
inforuiuUo
ilemund/supiHi
11.
common policies
lo achieve economy
of slralegies
relalioivships
i n Pi gure
a SUuiing
one SHU
there are several. A few
ofstarting
an SBU
are assured
ion are known and available
y respeele
eslablishe
not vvell eslablished it mij'ht
down the seope o the exeivise
and processes
scale lo demnstrate
lo a larger organisalionaI
across Business Unit
IS/IT planning, and especially if Ihe
Ihencriiss-relercncuig
planning .iclvilies
Tl i ere may
for each
supporl can be as diverse as:
during analysis, perhaps holding some
sesMons
planning
Si mi l ar
when the
of mal uri ty,
slralegies are similar and when Ihere
in Iheir business competlive slralegies.
N
g
goals /
ies
n
n
need u
IS need s
-
s
s
S
J
s
s
n
suppl y
/
,ind i >bjo< tivos 12
i.i:. . I
for IT
of
3.7.
Poin i
under
point,
wher e :
d
d
st> t l i . i t t he
unl t
s
i l uri ng
unit.
.
al f i rsl si ght ar e
are
have! he s ame
Il
on
skills
plan*,
t|iiality sysl ems
al Inp
Ui be abl e l o i neel urgent
refleci cise
To build
table .1.6
Scopc, lx/tci
llu*
i nl o a n
excepl
model a
Such
f or
l
mndcl s,
t he
124
may be pl aced on cerl ai n acl i vi l i es . md
Dependi ng on I he reas ons Ihal
Ihe
IS/ IT' operal i on
I he s l age
i he
I he s i / e o! i he
objecl i ves.
has been s l at ed s everal l i mes I hal no l wo
hxpecl al i ons
archi teel ure, coupl et !
and business people for the successful expl oi l al l on
BlWUn
l i nked l o busi ness needs bul al so
lecbnol ogy
funclion.
Hnsurelh.ii
in Ihe IT
and devel opmi e.
lilentify
can be buil l
Knsure
Keposilion
accessibilily
IX'lermine pulcies
l'A|ui|>
l ong-l erm needs
fnncl i om.
ldeiilify
infornialion
a robust
Gtnwr.il
LUIDOS
recomi nunda! i ons
Ev e n vvhen Ihe pri mary
exami ne*!
cri l i cal requi rement e.
probl ems l o be res ol ved. Th e s e
nonnal l y
organi s at i on, bul I he y
Muepri nt
sel of objecti ves may be s el , as i n Ta bl e
gi ven Ihe curren!
necessary
f rom l i j e
The objecl i ves for Ihe IS
f or I he l i nai t cc
acros s a l arge enl erpri s e wo u l d
f i nanc al consi deral i ons,
Howe ve r ,
combi ne bus i nes s dat a model a ac r os s l i t e
s l ral egi es can I n d u d e
I S / I T manageni enl
Some l ar g e
avai l abl e l o ol l i er
e nvi r onme nl s ,
pave Ihe way for s hari ng
i ni ormal i on
Jl owi ng
management . Some
i l i s i s covorod
c ommnnna mi ng s l a nda n l s
i nf ormal i on archi t eel ure,
busi ness. Thi s
Bui l di ng
a nal ys s
a nd i mpl cme nt al i on
Shari ng
Siiategic
i m media
The
wi th
llial ( he t e
issues,
Ihe IS/IT
tabn plans
Ihal a sound
for Ihe
llu* II
.mil Objvt vvs
will
if
and
may occut

kthmttflon I 2!>
sof tware set olOltjti.tivvs
pol i ci es
process onl y
common
frainework
systems and informalion tecliuology,
even when Ihe
a>nsdt' rabl y/ Il i ercMnaysti l l bt -subsLi nti ( i l ovei l apnt l i i Moi uepl ual
currenl and futura infonnalion
alignmenl of business and IS/ I T slralegies, objeclives and
and much ReoOgnftM
dala dicltnary are likely (o change
di f f erenl
l url her i i i
rati onal i sati on
fimctiun
requiremenls
managemenl,
of Ihe corporale informalion
for ef f ecti ve i nl ercommuni cati ons,
dehntons.
systems,
bul w. )rl b reverse engi neeri ng eff orl l o make
busi nesses
IS/ITfunclionmorecenlrally
managemenl
informalion syslcms arahltactura
and mai nl ai ned
a |x>rlfi)lin
lo overeme
bus i nes s e s ha ve
funcli on.
IX'lermine an effective and ailiievable
s l ral egi es , whi ch
p o l i d e s
corporal i on.
f undi oni soi i i ward
and Ihal (he aims
wi del y communi cal ed.
corporat e
I henl hepot enl i al l y
not be s ensi bl e or j us l l i abl e,
technology
i s an acccptance
of i ni ormal i on and
f unc t i ons
Obj ec t i ves
pl anni ng
I he s l abi l i s i ng of I he i nf ormal i on res ource
and mi ni mi s i ng mai nl ena nc e, among
bus i ness obj ecl i ves and
l o e n s i u e
s i t ual i on and avai l abl e res ources .
f rom l ' l anni n
3.6. ' Di ese coul d sl rat egi c pl anni ng acl i vi l i es
s el of obj t vl i ves f or ml rodi i ci ng vari al i oi tari se
hardl y me e l
ei i count erei l .
bus i nes s uni l
i n t u m
Bophi s t kaon
CTearl y. every cas e i s di f f erenl and mus
on i t s meri l s ,
of devel opmenl of I he organi s al i on
t e probl ems
objecl i ves are Ihe al i gnmenl of bus i nes s
and I S/ I T, and I he purs ui l of l ompet i t i vc p r o mp l
i ncl ude del i verabl es . l
:
or
de ve l opme nt s i f
Chapt e r
we l l - de f i ne d,
acl i vi l y
crilical
Us ual l y Hi ere
bal anci ng
Ihal l l u-
of MI Ihal
of sliared
di ff er.
a r e
I IH
wi l l
Systems
appropri al e.
I bi s may be down
concept ual model a
appl i eal i on
9 , whi c h
ma y b e
Thi s coul d
i mpl eme nt e d
c o mpr e he ns i v e
for consol id
l i eadquarters
mas s i ve
are pri mari l y
dri vers
the real - worl d
pres s i ng s l i mul i
ne eds , s t arl i ng
advant age, i l i s
stiMv#ii
f or Ihe l ong-l erm
needs of Ihe
lo be res|n>nsive
crealion, mainlenaitce,
in Ihebusiness,
be requ red
weaknesses
l ookl ngand notf ocuwd
of ihe funclion are mil
responsi bi l i ty
of the currenl appl i eal i on | ui f ol i o
for
t o b e sai d
n e e de d
i n
i n llu-
i mpa c l al l o
al
lask
Ihal
Ihe
lo tasl t han^in^
with
beca use
under
a n d
Planning
Wk- nci r vi r onmenl s
l o t he end of
sel ecl ed par s o i he
pt)r! ol i o i dffer
f or s hari ng hi gh l evel
dc i ni l i ons.
cons i dera i nf ormal i on
b e l we e n
by us i ng cons i s t en!
f aci l t at e s hari ng dal abas es , or
di ff erent
organi s at i on.
corporat e
t he bus i nes s uni l s .
i on, f or exampl e
are onl y i nl eresl ed i n, say,
of rabonati si ng
deri ved
for change. Il
Ihe objecti ves are sensi bl e and achi evabl e
A very ge neral
s l rategi c pl anni ng f or I S/ I T
c ondi l ons
a nd obvi os
predet ermi ne l l u; f c ua
posi l i on, resources
l i kel y I hal
creal i on of an i nt e gnt e
I S/I T p/atuWh
management of i nformat on,
needs f or Ihe organi sal i on
busi ness wi l l evol ve, ai ul
business needs, and
control and
resource
reprsenla!
is areated
over Ihe
andexploil
organisalion st
Internally
only eleai
between
of faclors
c ons i de r a t i o
c urre nl
f ac i ng I he manageme nl
pl anni ng, di f f erenl empbas i s
exampl e, a s et
.
model a
u n i l s .
I h e m
t o
.
i s
f orm a
a n d
b e
etc.
d
j
aiul l o :
( bal
I ha l
.
.
.
ion
levvl .
so llial li i^b
.
liletiim* ni I h e
Ihe
indure lur i he IS/IT
ly
IS/ IT
.
ol her t hi ngs .
g
s uchas :
n
t e a m
I he
ne eded .
ad di n g
II
Ihe
proj ecl
pro| ecl s.
coul d,
never
t ems
obvi o s t u i he
I 'l.vming

cndl cs s
itislil t
t aki ng a mo r e
t he
be ( aken
kiunv
thal few
resource fr om a u
syst ems,
for
fui ure ne e ds ( whe r e known)
VSllK of Ihi'
low l evel ol
of IS
sl ralegy is
Box
I2( Sti.iU-gii'
l i .i mvwoi k
3.2 Coi mi nm
Consl rai nt s
Gradual cvottttion Theoret i cal l y,
relatively new, or being
pl anni ng may be to effect
teclinology-based
and scope. 1 l owever, it is ofl en wi s e to st at e cl earl y
obj ecl i ves
Caining
awarencss
conimunity No reconi mendat i on s
business vi ewpoi nt ,
contiibulion
of the business.
and soft ware prt i duel s
Overseas
Uetei mi ni ng
one of Ihe It i s ver y di ffi cul t
provisin
enhanced
i nformal i on. Invari abl y
insufficient
whi ch consl rai nt s shoul d be speci fi ed. 1 l owever, i n pract i ce.
al ways one or t w o
a r e a s l l i a t a r e l o b e a n a l ys e d .
cl ear l y spel l
a compet iti vo
pl anni n g s pons or , or I h e
compt i t i vc o f ma j o r
orgaui sali ons
how l o go aboul
Finding
up by Ihe IS/ I T gr oup
ideas, thal can be implcmeiitcd
hear d ofwi l l
be r es ol ved al t he fi rsl
d e b a t e s a b ou l
an d ha s ,
ent erpi i se. Thi s may be dr as t i c,
s uppor t ers
cent ral r ol e ht
b l ood l e l l i n g
j^'/iuirr^'M^A'riij/
a global arch lect ure
onsislency P LANNI NC ;
and l oprovii leasphnglHMnl
of i nformst i on
process of s t r at egi c p l anni n g I or
compl ex,
di mens i ons
of common s ecnari os
and t ool s
3. 2. They seeks t o s al i s f y ef fi ci ei u-y,
busi ness. t i bj ecl i ves.
i mi nci l i al e
p l a n ni n g ho r i z on.
Jusl i l i cal i onol
"slraU-j^ic
l o be uni l er
port foli o wi ll
rapi d i ncreas es i n I T bi t dgel s .
pr obabi l i t y
rel at ed l o
Thi s coul d be a ve r y c omp l ex and c os t l y op er a l i on,
Ho w l o s el ecl new t echnol ogi cal
How t odi s t ri bul eda l a
t h e l e g a c y o f c u r r e n t i n f o r ma t i on a n d
s cr upul i ms
p l anni n g process i s l i kel y
prior ities
ati earlij wiimer:
l i i i i ue a n d . i
of I S/I T
fot alhvation
inchiding
a hi gh risk
a n d s c ope, i.e.
wil l be m a d e
ver y c l ear
c onc er n ti>
l i or i z on
t hal improviM-i
mai n
exi s l i ng
wi t ln I he
tlu'
I he
r eas
oul
l l i ent
lntomt.ition
stauuifs
plaiming:
management
and a history
of I nulgct
obj eel i vcs
of i nformat i on
sysl ems and mor e
wmpon, drect l y
it for llie
ob)eclive
execuli ve
f/>rfrfuii<>tr
and i nt egri l y l l uougl t ai ul
thal rel ecl
(Ilstrate
Hi ere are
I Thudgel
busi ness Btrategy
what Ihe
c on c e r i i i n g
of d oubt
a l l l i es l ar l ,
bu l wh i c h Ihe
check]M>inl.
r es ul l ed
bu l i t i s i nf i ni l el y
e f f e c t i ve
i f ( ackl ed
wi l hi ni Ls over al l
i n k e e p f n g
quadr ant " s ys t ems ,
Ul t egr at km
s ys l e ms
wher e
made
sti ppl y
l i ndi ng I he mos l
quckly,
Tl i e
f r om
vari ei l
h o w I he f oc ns of
o hers, whi t liar e ralher
>t
atl ack rui n sni or
i
,md
IH-
Ev e n
lis
Wh i l e llu-
il
Systems
iiulkathig
a l i gnmcnt
imtlcr^taiiitiiif:
of l he pot ent i al
ol di s appoi nt ed
by exisltng
and resotirces:
of pl anni ng
and sysl ei ns.
accessi bl e
Ibi s i s coupl ed
of f unds
ori ndi recl l y.
fi rst lime in t li e r
pr omi s i ng
furst rat cgi c
t o fi nd one or two "pr i ze
bri i i gi ngsi gni fk' ant
nml er l yi ng
cont rolhng
jif'/iiJirlMrr:
the informal
for cnmpr el i ci i si veand
an i nt egr at ed
e xpe c l a t i ons
pl anni ng may
more "laclic.il"
i si jui ti ' Ci ti ni non
management Ior
hese al l a c ks
e nvi r o mne nl s
a nd s ys t ems
/\/>/>/O.H:/I
c on s l r a i n t s
p l a n n i n g pr oces s wil l
s p e ci f l e
a n d b r a n c h c o mp a n i e s
t o d e f i n e a c oni p l e t e l y
concer t i i ng
t he wh ol e
p l a n n i n g
c ov e r e d . Nor ma l l y s uc h
s o, i t i s much
what wil l or will nol b e d on e a s e a r l y
i n i nun edi a l e
p r e f e r ab l e
l
;
UAME WOR K
expl oi t al i o n
compr el i ens i vel y .
scope. ai Hl
ef f ect i venes s and c omp e t i t i v e
i mpl eni enl al i o n
wi t h t h e
cri t i ca!
i s pr obabl e t hal l i t e
i i i chi deei i t r i es i nal l i j o. i dr . i nl s .
o f i n or ni at i o n
i nf r as t r ncl ui e ,
l o bo l i nked wit h
with
pursi t ed or the first t i me, one CU8
l o a
i n
ni
wi l l i
acti vi ly i s oflen quol cd
llitf fitcus here is
for each
va i
l l i e
II I he
c a n b e
s houl d
n ol
I h e
I f wl t . i t
p r oc es s coul d fai l . I t
It
f ul ur e appl al i ons
In
l'Lnnii\f
ayCCt*thlU
business
a gradual reori ent ali on from a
busi ness -bas ed
an envi r onmenl
I S/ I T among
expi vl at i ons
Ihe focus may be lo det ermi ne obj ect i vel y
systems lo Ihe
fr equenl l y,
is lo develop pri orit sed
Thes ecoul d
i nt cgr at ed
Ihe need t o budget
and hki lls
i nof fens i veordefensi v e
as an obj ecl i ve.
pl anni ng
nppoi tuni l i es
pl anni ng may
wi nn cr "
benefi l t o
reas on may be t o wi n over rel uct ant
body lo commi l
t he business.
Ihecrealianof
bus i nes s
ion resource,
flexibleprovi sin
resource.
are gi ven i n Box
y from busi ness l o
i nnal urcf or
for IT management
seemi ngl y
budgel can be di recl l y
a v oi de d
f or t he f ut ur e
devel opmenl capabi l i l i e s
I 27
be def i ne d as a by- pr oducl o f
t he reverse of
d o , or
h a r d wa r e
a r e ou l s i d e I h e
gener al i s ed l i s l
p r ob l ems or
wi l l I vd o n e a Un d l I i e s e r e a s
of l e n s e e ms
boar d o di r ect or s , t hat
t e a m ha
coi npl i cal i on s
wi s er l o ha
as possi bl e. Tl i i s
cancel l at i on o e mb r yon i c
l o a n e nd
AN D A I T R O A C
of I S/ I T i s
needs t o addr ess s ever al
t hus acombi nat i onof appi i Mche - - .
a r e r e q ui r e d .
or val u
t i me scales e i u o mp a s s
bus i nes s s t r at egy
ar e pr oUi bl y
p l a n ne d d c vd opme n l
addi t i on , there
and s y s l e ms
b e c a u s e
and m' e<l s
j us l i l i cal i on
busi ness s l rat eg;

ftotn I S/I T plannin g
f ocus .
whera ihen i s a
I he business
( r o m t he
t h e
currenl and
pl ana
st eni froin new
a n d
.
It woul d appear
.
t o I S/ I T
nni t , wl i ere llu- pnr pos e i s t o
insta rice :
.
.
l o e n d
users .
obj ect i vos
e x a mp l c :
.
s c op e .
of r ea s i n
Hi e r e . ir
i si wi t
c e i l.iin
ve
wo u l d
ve the
o f
.
H
I he
i sa h i g h
s
o f
.
y
appl y
figure
Moi lul s
Pl annl nu
IS; (
PLuining
Wbi l e gi vi ng
all h a v e a par
I he i ni t al
i nt egr i t y mu s
I he
12l \
througlHHit
1 S/1T
Those ar o descr i bed
and t he us e mad e
4 The exlernal
3.8 The inputs
Ff.imcwoik
budgol ed
por t f ol i o of exi sl i ng
resources and l i t e
busi ness, i l s
3 The iiilenml
compel i ve
2 The externaI
r esour ces, pr ocesses an d t he cul t ur e an d val es
1 The inlei
of I he pl anni ng pr ocosI he
An o v e r v i e w
I he Sl r al egi c
pl anni ng ski l l s, exper i ence
hi gh- qual i i y
qual i l y pr oduct . Th e mos l i mpor t an !
f r ai newor k
on o f f er i ng
gui dance an d sl r uct ur e
pl anni ng, busi ness
f or war d i n I h e
pl anni ng pr ocesa,
capt ur e bi novat i ve
i mp l e me n l i n g
be pr eser ved i n al l the n d i n g s ,
consol i dal ed p r o gr a mm e
busi ness dr i ver s ar e appl i ed
busi ness
i ncl uded i l
wp p o r t s
As far afl
emphasi s
acl i vi t i cs.
f or mul aI i on,
Str.Ucf'k
S/IT
.mtl
mo d e l ,
1 S/ I T
I hal
I he
. 1
on del very of Ihe
I he oi gani s. i l i on,
management
in som c
of I S/ I T by e x l e ma l
enuironnienl:
AftfHOMh
bul not yol unde r wa y i s al so part of t l i e
s y s t e m s an d s ys l e m s unde r
l echnol ogi cal
ma l u r i t y ,
IS/IT environmetti:
ch nat e
business envinmmenl:
nal business emwnment:
i nput e, oi i t put s
s h o wn i n
I Mj nn n g
a n d i nor e i
t eam, e n d owe d
can meet
a wi d e var i e t y
l o I he process,
anal ysi s, i nf or mat i nnanal ysi sand
book consi st e
an d t her caf t er .
i deas wher e
strategy.
of busi ness IS
l o acl i i eve
are expl or ed in a sl r ucl ur ed
t he r ei | ui r ement s
mi xt ur e of
r e c o mme n d i n g
product I hr ough
I ( may
or gani sat i on. i l
tnlhtm.Uon
itraltgjf. I he
dol ai l
i nfras truc
cur r en!
Fi gur e 3. K,
lian
wi l h
mos l
o f
MH>
Uu t
I h e
also l i nk up wi l h
ensur i ng
( echni i | ues,

Systcms
12'
chango managemen t O
product devel opmenl , willi
S/ i T, orbocausei nf or mal i on
Exlernal
Business
Environmen
IS/I T
Envlromneiil
or technology are cssential elemente in the produc t
an approac h
formal an d informal,
deman d that
manner,
effeclve I nviiomiiuil
initialivea.
an d In choosing
informal lech
ttiey arise in Ihe
Th e overall approach pul
i
Envlroninoni
of a composile
innovalivelhinking
lo play Appicachua.
e mph asi s i s
and providiug
Tocliniqtia
evenliialilies
ingrediente are a well-balanced
a good balance of knowledge,
a pinch
l'rocess:
i l l u s l r a l e s l h e bu i l d i ng
and pr ocessi ng acl i vi l i es.
Appl cal i ons &
Mal rl cut
and ouijmh
busi ness st r al egy,
l echnol ogy t r ends an d oppor t uni ee
of I he busi ness.
b o d i e s .
the economi c,
in whi c h t he or gani sat i on i n Chapt e r
I he cur r en!
busi ness cover age
ture. Thecurrenl
d e v e l o p me n l ,
c o mmo n el ement a of I he
i nt erna) I S/ I T
consi st en!
e n v l r o n me n wher e ncoded
iques
I S/ I T
l'hinniiif
r e- engi neer i ng
l o I S/ 1 T pl anni ng, I hi s
For mal t echnki ues
al l appr opr i at e el ement e of
and the cri l i cal
pr l or i l i sal i on
Consi sl ency
ar e al so i ncl uded l o
busi ness, bot h
model in whi c h busi n ess
an adapt abl e
for del i ver i ng a gi xxl
of commo n
Ov e r v i e w
obj ect i ves,
i ndust r i al and
o p r a l e s
por specl i ve
an d cont r i
appl i cal i on
sl r at egy
pol i ci os
;
a n
b o o k
are
wi l h i n a
a n d
a n d
dur l ng
.
sense.
Mo d e l
bk- cks
Bri el l y, I hese ar e:
htptlts :
.
in Ihe
bu tion, ski l l s,
or
t

t
lulo nial
i . . . i i . . .
t
Inlernal
l
Externa!
j
Tote aml
s
IT St r at ou y
Portfolio
t
>/ Ihe pUmng pne m
4.
Outputs i
t h a l
.
In
e x p f l d l n e e d s ,
l i r f. i k l i l i - wl i ol i ' pnx - e s s U|
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ai xl l l xi r
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c o u t a i n s a st-t o t . Ln. i t k- r i s b e s l l u l
a p p r o . i t l i ,
In
u i c l l k x l
c o i n s
i bi s c t Hi l d l e s i i l l i n
me l l k x l wi l l ,
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' Ul e p n x c s s n e c t l s l o
d e a l wi l l i s u c h
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c k i s c l y l l x - y ca n l x - I i n k r d
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a * l u e v i n g i t s
130
f l e xi bl e , i i u x l u l a r ,
s i u n ma r y .
and s k i l l s
and l l i e
aml pi e vvnl
i n l i n ' a s i l y
i i Mi Li ^t i i xi t l
f t a f xi f Mf i v
bti fei i k^naml
s l kxi l t l IUA
ai l vt Hat i t l
l o l . ki l i l a l e
Co*nmuHKdixm
l o a n y t i x y t l o i t j t t l i . i n i
a | Mr al K' l
i ms i sl i ' i i l
Mhr i i ki l t t
i nl t Ki i ul ki i i
l o b e u b l i g t x l
i l d i M H H
a HkMs l c nl
bul i ' i xi i pl cl i ' l y
i t axi nal i t - i l i oi i l i H
b e a v a i l a b l e
1 Otviiww
Wb u l k - v e r
and i l e a r
any s t r a t e f c i c
a i x l d i l i ^ e n l l y
ll w e n d l e s s
an d wb y
i c s p n i v . i hi l i l y
o ul c o ui e ,
b y i l s c l l .
b e u n w i e l d y t r
b e s i mp l e ai k l
i n c l h o d
s h a l c g y ,
IIX-I-IIR-I
on I kt w
n e x t s l e p
t o n f r mc t l
S c l e d i n g .
l e c h n i t | t i c s
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n u i n b e r
" l Y h v c r a h l e s
l t e s e .HHI
s t r a t e p . M' s f o r
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Th e p o i l l o l l n s
b u s i n e s s mo d c l s ,
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h u s i i u - s s
2 S stiale$hrs:
Straivfk
ai k l a b l e
l l x-
J nlYfcin.
lx*
HIIOUIII IV
tXX.* ol lita.* i n. i hx
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r c l a l vc l y
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t h e
" d i a r i a m
e a c h d o . u me n l
l o ui xl c i
r e s t s vvi y
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c o n s t r a i i t c d
and Ikt w mu c l i
I I a l s o
b u d i n e s
l o de i i l e
P c l i u u u ;
i n o r d e r l o p r o v i i l e
and e n i p l o y i i u ;
p l . u i i u i i ^
l ' l a n n i i n ;
" s o f l "
t he i
i i u l u d c
d e s c r i b i np ,
InUmiutitm
l i
l i mi * 0 1 1
nxI. H>
t - a n y
h
c h a e / - i s
I kt w l *>
Hit-
a
i
l u>w 1 S/ I T

Sy*tcim
Frsmnwork
nui l or l uncl i o n . rrciMHicriifi-i/
obj ect i ves .
lo r (IK-
t h e infi>nii.ttiii
wil l lx-
> achi ev e t l x- i r
overvk-w,
appmac h
adivily.
(IK .lili...
nui ugei i K - nl .m.ilysis),
I specialis t i i i appi opnal i
1

oul pul s a r e dcscr i be d
|>lultibopliy
ol l l -
Pr ocesa", l al er inatlvb!4-,
conl anui i ^
becauM*
atlvtnalf ^
acvi l i e s ,
pnHVss .
mi x l i i r e
n e c r s s a r y
aml llx- miJMIIS
( i t mpi l l i y
bi i Mi n^t
i i i l oi nul i t m. i ml
a p p b c a l k i n
an d I mp l e i n c n l i n K
rt.is.m-.
l x. -l wi. -en
obj e c t i ve s and l l i e l l i el ui ai i k. ' s . Hi oni i i umi l y. Thi t
a c l i i e v e
p l a i m m g
t h - j x i k l s
n c e d e d .
t o U' . i r n
s o xnpl e x
dc l i vi - ni bl t ^
Mus i ni | 4i <- >l l ul
Kn x - i - k - a r Ki i x I a i k v a s l o t h vc o i i l e n b a r K l
i n M e s e c i i v ui ns t a nc eH, i i | ' ( - ' i i n' ;
r i t p i i r c me n l s
a c c e p t a h k -
b y u n r Mv e s s a r y
| 4aiumi K
wi l h a v v n i c Wl t i i i u kc r a l kx u l d t . v i s kMt s
a l l o g i c a l
coi i t i m- l k- i kki l
Ke s j x i n s i b i l t y
u n wa n l e d
b e a v i l y
s t a n d wl i y
o r d i a p . r a m
p n x t u c l i o n "
c i i l l u i v ,
a h o o t c c mi u i o n l ) '
e x i s l i n j ;
di . u ; i . u n s
11t osen
says l o do i l " .
duraclerislKs
p n x e s s
a r e o b v i o u s l y
up d e l i v e r a b k t
a r e r e c i Mi un c nd e d
p a r a l l e l a c l i vi t i e
e t u p l x i s i s
c h u t e n , i l ck'.tr
o n l l i e
i s b e i n }
p r t x e s s
i s I x - i n e ,
u n d e r I he
a l ' l a n n i n g
c o i k l u v l e d ,
o n l l i e
l e a d e r I I i s
e a c b s l e p
p r i x l i n e d .
wil l h a v e l o lx-
or ga n H. i l i <
t Uu i k l
wi l l i l e p l o y
a r
o t
i n l l i e
t l k - l a r ^c l .
Il i s
u n l e s s
l o a l l
i n l l i e
be c a i e x - l l x- l e a n i
a u n e sor l
. ho s r n s l i o u l d i mi mi u a w a y ol
o l o p t l o w n v ew, ol l l x- wl t ol f a r v a l o I v s l ml n>i .
On r oi
w l i kh i s a v . i y
f o r l i l e
o l 1
d
pi t x ' c n s
sl kxi l t l I >. m a Im 111 tli.it can l x' u
(>x tism,; a
U.1111
HUMUS llial
. i ml me. I n
a s
<>t l l x- | n>
l i mi i o f llk-s-
I
111 l l i e
l u v e l l x-
I r o m
t'ktiumiy
I S/ rri n
Ak Hi g s i d c
b u s i n e s s nm l
I n l e e t u r e s
u s e d .i l
o b j e c t i v e s
t cchi kk>e, y
i r s o u r c e s
h c a d i n g
c r u p i e r
c o n d u c t e d
of a i i a l y l i c a l
d c l i v c r a h l e s
A p p r o a t l
d e v e r a b l e s ,
Th e p l a n n i n g
an d Ikt w
p r e v k t u s
ver y di l l k
i l i s f l e x i b l e e n o u i ' J i
c o t f c v r n e d . a i k l
b u n - a u c r a c y
( o r a s u c c e s s l u l
I bi s p t - r s o n ' s
p r x - s . s i s l x ' i nj " d o i k \
i a i l u r e
s y i x l r o n i e
i s u s i n , ; a
n t e n t i o n e d , s i mp l y
of s l r u c t u r c
n e c e s s a r y . Bo x 33
i n a n y a p p r o a c h
s u i l a b l e
and A>\mhich
l >l ai n ng
.IIIIHIII^II
ll w l ' i ^ .
l i xJ
l o p d o w u
\ a ppi oi i t
.. I
t-<aui|>lt. -.
t - *i *nl Ml l y
a pa r t i c ul a r a p p r o a c h a d v i k a l v s
a t l i l f f r ei l l
i i k' l l l i xl s,
r edesi >; i i
. I ds di i t t
pnx <- vt i 4 >xt
t l t - v. -l o| menl
s l anda nl
11 mU- r s
U1ca1.11.1ro.nl1.11
n a i t i c u l a r ,
l o dt xi ui t a l c
ai<-
any a| >| >n>. it 'l isl xKiltl
" dr l i n - r a M. V
a p p i i x l k e x
apj-n>a>l i
I l *- v. l t -t. i Moi . s
. o f wo i k
de l i vc r a l i k'
I ma l u r l t
o r ^ . mi s . i l i o n
l ol l . <t \ ni p,
ear l i er tr
on t k - l i v e r a b l e
.
c a c h ol t h c t c a r e
an d
o f e a c h
Mi me
.
.
.
Plaiminx ayproai he*, tuols and l,\ hnkftws :
wi l l i i n a
and
l o r
i
l l i e
p r o c e s a
ul l l o
l o
.
i l
No
l o d o
I l a s
y y < ik r al i s . . 1 n t c l l k x !
b e c a i u c *l f ci
l o l l i e
a d o p l e t l
(ir l i t e
I 1 1
fu v i i i i fi ni nf n i un I S/ f C ( Un. ", .
. i n
i
I I . MI XI 11 11.,. .1 .1. l.i: I. > 1
m
VH W mi x l e d n i
slrale^lt. ' j l . n . . 1 .
li HMI t l t f I t t l i i i n| i u^ u s . i l
I
l l x' SJIIU'
mi n g
o n e in Iw o
w-paraU* s l a t ^ t t
1 . ni . . i .Hf . IIH.' ( Mi rpuh bi Hi i I h e v a r i o u : . l af i f > m tlx- pr . . ~. s
v \ Mu* p n n
I
l>. UMX I 111
.
i m . |
ul l t l i ul quc-.
l U- WIMMV p r o c e s s .
> - >n- a i kl
.
t l Hxi kl j xvi t l . '
a ml cl t - ar l y IIHIIK\ I . l . . I , ..t . w h u l i
,
N
y
.
:
s
s
c l Mi k| Xi i nt s
cas*- of Ihe
pr i ceand
" wa nt s "
Ofata l i ves
rcMilling
sl rat egy
I he next
llk'
aikl
pri i wi pl e
cuabl cs t l k' s p ons or t o
OR- o f l i t e mo s t
l igme ^.9
Pl U| K>) W
UuaiiHtaa
i'hnning
l o o l
hutiale
l o . ul apl Ilu
upcl al e onl y.
will
Wi llHi ut
lo
T h e
132 StrMiH
Frdmewttrk
reoogi i i t i t m of i nt eract i vc
recogni l i on
si mpl e
and
[ IMMN
I . . . . . . . . . . . . . . I
UndMttaml
approac h needs
sl rat egi c IS/ I T
i nel ude
IS/ I T iiipuls.
I i ai newor k
al l ci npt m g
propose a framewor k
i ncorporal et l . Oi i cel Spl anui i i g
be avai ki bl e
ral her lh.111
busi nessni odel eoul db e
l
Oa v a l u t Hi Mi r
alHlPli>|Hn<i
business,
occasions, llic
exi sl i ng RnMMMrt
Fi gure 3. 9 Musi rl es
descri be*)
i mporl an t aspeet s
riunntux
whk h pi omp l
d e v e l op a n un de r s t a nd i n g
' Fi lis is l i t e
t o "s e l l "
behi nd s cl l i ng
t h e pur | kt s e ,
wa nt s ) f a c e d b y l l k ' pur chas er . I n
t h e a p p r o a e h d c l e mi i n e d a n d
t l i al l l k- s pons or candcmons t r a l e
s
bus i nes s pai t i ci paut s i dent i i c d
pr ob l e ms
s t r al egi es
e x p e r t a
s l age of s el l i ng i s t os l kt w Ihat
pr opt t s al s
r i - s nl vcs mc . or a l l , ol t h cbuyer ' s | K' r r e i v e d
p r oc es s s l cenn g
p l a nn i n g pr oc e s s ,
h o w I h e
s l r at e gy wil l ar.sisl
K"
and resolve llk'
g r o u p s es s i ons
and "ne e i l s "
needed f or The t hi r d par
t akes 1. 5 t he t i me t aken l odel i ve r
pl anni ng , s l r al egy, llu l
p l an f or llk'
i nves t menl i n I S
check| k>i nt s
obj i vt i ves.
( o
facei l
people lo U-
Ihe fac
2 c l a p s e d
wo r k , l as ks ,
by l op
i*
woi k
llk* slarl
pl a nni n g pr oces s as
wa ys o unde r s l a n d n g
l o c n a b l c
t ocons l r a i n
( r om lite
ui t d ei goi n g
nt ' i i r e mc n t
obj e c t i ve s ,
wil l i nl c r l a c e
i nl cr vi cw. -d,
l i nd ng
d a ys t o
wr i l i n g
t i mi ng,
of s l r at egi c
Ihe ieed
i s l o i denl i f y
mana gement , t hei r
i t mu s !
ma i u g e me n t
key p r oMe
t l k s e r vi c e a r e
i he c os
.IIHI
t hat
n. . . 1. u. . . . . I
maj or
m a y
i he mai n
linns,
and
wil h ai kl (ee*l
o wh o
and a nal y
u p ,
o f I h e
I S
or
t h i s
clearly
I nttmalion
an d cyc l i c n a l u r e
o f i mp or t a n c e
l o a c e ommod a t e
i l l us l r at ed
nl cr pr el i n g
s l r a t e gy
t he procesa, i t i s ne
c ua h l e s
i s e s i a b l i s l kd, s e ve r a l o
p r e v i o u s
bui l di n g
c x. e p t
r evi s i n
b e l o f o c u o n oi k ? s h o r t - t c r m
s t r a l e g y
com| M>nenl s
s c ope and d e l i ve t a bl e s
a nd t he t c a mas s emh l c d
i s s ues and pr obl ema add r e s s ed,
ma na ge ment i mvl i a n i s m s
i nl o bus i nes s
are ne e de d
a r e i de nt i he d .
si s s l age, si m e
c on d u e t
a n a l ys i s
r ol es a i kl
i ni l i al i on
p l anni n g . Thi s
s l r at egi c IS
cl ear l y wi l h t l k-
i n s t a n c e
and pr ecl s el y
obj ect i ves
t he s er vi r
b e s l ki wn
i n a c h i e v i n g
l l k-reby
of s el l i ng i s r ccoi ki l i n g
wo r t h whi l e.
wil l be r e p a i i l
Symim
of
of t he
i n Fi gu r e
Ilu-
f u r I h e I S
veri heli os
all
c yc l e . a i u l
( r om
i nm i
i>l
ti
of t l k'
s e l - u p s l age of l l k-
ai ki
I
ai kl
Md
of t l k-
i s
i t
lli al
l l i at
ils
>!
and I T mo r e
I I ma y a l s o h e i i s ef ul
I Lumin
t h e p r o c e s
hu ma n s i de of t he pr ooM
d i a g r a mm n g
t he bui l di n g
3. 8. I t al s o
I ms i i t e s s
f or mu l a l i o n
l ' l a i mi n g
hcl pl u l lo
i he essent i al c l c me nt s
t l K' del i ver abl es
i n ne e d of r e vi e w
s cr al ch. For cx ampl e,
or det a i l s . ui u e s s I h e
cor e pr oees s es .
n e e d , a n d
a c e ommoda t e Ihi s
f r a me wor k , br i ef l y
Procesa
pri kvs. %.
a r e c on f i r me d
r i - MHi rccs aci | ui r cd, s uchas aut oma( c d
a n d I r a i n e d
r i s k ma na ge me nt
pu l i nl o
c r e a l e d
p l a n n i n g
lo pai ht
hi s gi ves an i ndi ca l i on
o n a ve r a ge
an i nt er vi e w , i nc l ud i n g i t s
f e e dba c
r esponsi bi l i t i es ,
Approadl
for IS/IT
s l a ge is Ihat i t
bus i nes s
r e>| ui r ed
pl a nni n g l o l ake p l a c e ,
pr ob l ems d k- wl i *
means ens ur i nj -
I k- under s l andr t
a nd b a s i c
I v n g o f f e r e d
p r nh l c m s
i t s coi kl uct
c r u p o r a l c
s . i t i s f yi ng
ma n a g e me n t
Ihe purchas er t o t he fact
So, i n t hfl
by f ot us i n g
pr t vi s el y t o t l k' achi evement of cor por al *
1

l o t | u ot e
n
s
i
i ool s
bl ockl of the
needs
ai kl
t o l a k e p l a c e .
J ' r oc e s s
l o be
ai kl
Ihe
(>n ot her
.
b e l ow .
m whi ch :
ge a r
i pat e i u
o f Ihe t i me
il
k
a nd
J i m. . l
13 3
I
.
ka n
Pl 4. IM. lnt f
T
DwtMta / U) Hb l a
i . . . . ... .. i
al
i.
FofxutlMa i r
Slialauy
i
II
a-(O r. . ni Si l ual o
ntf i i. , i
Datan lita
BoUi ana IS
SlidWg y
Pi apai a
Mitffuli.in
Pi al and
Bus lita ta Caaa
lln vil *%*
su MaT M
i
i s/ rr st.ai.tf
a
l - l . . . .
slrategic \4anmi\n piwes s
n e e d s
i n orde r
llk.- b a s c
.
wil l
In Il u-case of Ihe
ai kl lh*
I ki t h l l u*
.
Ihat i h e
f u l nr c
cas r - s i li di es.
i k-eds
Tliis
l i t es. ' ar e des * ribe.1
ful ure
onl o an
k'vel.
Determine
clt ain
Il i gh
3
"litis
IUHIIS ai kl I h u s
crilical
1
ai kl f ul ure
pr.K-ess lor al l t e a m
Lvlu
pl an or
r equi r ed n i
l ea m
a inslida!
,ind
wost ed ef l or t at I be
bct wevn llu.-
aiikkigst ot l kf i U- i m. a
ol high k-vel
heilig
per f onu aboul
t l kt ugh,
The
and
I M
i n orde r lo buil d
s t ep l akes
Define lufotiiuttitm
[ xi l enl i al
appl i ca l i on s
s l r a l i >-H ^ . CVn . \ i >
, l , a
''
n l o r i , u ,
'
, M

1

llK'se
for l l u - de p l oyme n l
' l l t eaccuni ul al e. 1
ar e l e. l t ni . | ues
anal ys i s and i nnoval i v e
l e ve l i nf or ni - t l i on
l o i denf y
I ni kwal i veai wl ys i s o f
bei K'li cial.
cover age aml
pr ovi s i n,
2 I wal ua l i ono f
l he f o c u s
s i l ual i on,
of l he bus i i k- s s
i n l e r vi e wi n g u s e r s ,
I hiilerstand
Fl mnW
me mb e r s
One ol t he ma j o r
s e e
t i ques avai l abl e
ui kl er s l ai t d
l he wo r k
agree Ol
i mnl el l i ng,
t chni <| Hcs
und er s l and l h e a ppr oa c h
und er s l a n d
ba s i s and ade ca l e
e duc a t i o n
i on pl ans
a d e q u a t e
. i vepl . i bl e
Ac h e c kpoi n t
people si *
s yst ems ai ul
rvsourcv
loocust ly
"Wes pei kl
benefi t s can be mor e di f f i c ul t
management , aiul
are peopl e cost e
I he cosls
Stralvgk
mu
l i l i s
a ml
in i l s
(nclora,
ol IS
In-i ng
llu- pri i u
wil h t h e i vs l O (l i e
l i t e
I
t o
for l l k* t eam,
of (ho | i. 11 mu i, ; pr oc e s s

I niMnulnm FrantewtHk
are rel al i vel y or gani s . i t i on.
consul t ant e, i t t hey
me n i b e r s
h a r d wa r e
descri be. !
est mat e . O l M
t he Curret i t
Thi ssl epcai i
onaveragel l i reemai i hol di n g woi ksl ki p s
2 fcasilxlily
iiitpkiiuiil.
ever y year.
pnonl i *ed
wi l hgi oupso l
envi ronmenl ,
[ki l enl i al
busi ness
feasibilily
mont hs,
reference lo any ftirthc-r
Anal ysi s of l he busi ness sl ral egy, obi ecl i ves,
problems, and proeesses.
i l s sl rengl l i s
l or i nven!ment
at l l i oent l o l
i s e over ed
l o l he management s p u n s o r
r e s o u r . e s
bus i n e s s
a c h i e vabl e
l he cur r en!
r e s oui c e s ,
e ont r i bul i o n
i s al s ocwer e l
i s e s s e n l i a l
unde r s t a i t di n g
or de r loi
pol enl i al
i e e xl e nul a i k l
analysis, crilical SUCCL-SS
i pl es I vhi m l t e c hni . j ue s
ai l opl ei l p u l l o us e l u-r e.
pLi i i ni ng
i nl er vi ewi n g
r e vi e w l he TOR
the fli.siucss
bus i ne s s I S
i n di vi du a l l as ks
of I S/ 1 T
are d oc ume n l e t l
del i ver abl es aml l a k e
s ys l ems ar ec. Mi s ol kl al t \ l
|Mtrlfoliti.
h ow t hese del i ver abl es are used i n s u bs oqu e n l | si l i on,
br i e f l y i u
l l K-ISl 1ai i ni i i gl VcH. ' ess ", ai Hl areCi >i i sderwl i ns*>ni edet ai l i i i C^
d i f l e r e i Mc s
p l anni n g and a mor e c onven l i oi t a l
wil l n a ve abs ol ul e l y no kn owl e d g e of any i nf or mat i o n
anal ys i s mel ht kl s or pr . kvdur e s l he res ul l s
Systems
peopl e wil l l l ave l i l l l e or no knowl e d g e of l l k- a pi o| Hs e. l
<md
St rat egk
l i t i s s l age
l o e i t s u r e
l o p r oc e e d. Some
infornuiiion
Sittiation
weakm-s s es ,
appl i cat i ons
I hr oi i gl kui !
in Me
We
l h. i l
su h
(i l t l u- y d o n o l
t
ai ul
of K/ IT .
Th e y
deman d
llk-
of l h e
SyyUnts
i t kml hs ot i ever y
llt erefore
plamiiiig
t ltci W. i re
i s t oens ur e
are alltH*ated,
s l r a l e g y
e ve r yoi u *
l i m e i s
s l r at egi c I S
and l e am
as de t e r mi ni n g cri t i ca]
anal ysi s, val u
pa r t i c pa l e f r o m l h e s t a r O
bel ween s l rat egi c i nl nr ni al i o n
onve r s e l y s ome
aml Uiterpret
and br ai ns t or mi n g
l o i nt er pr el i l s
a nd lite
i n s ys l e ms
I S/ l Top e r a l i o n -
or gani s al i on , ski lls , HHI
a ml wher e i i npr ove me n l s
i nl ern. i l
Thi s i s cover ed
f or i de nt i f y n g
are d*>s-ribod
i s l ur ne t i
or gani s al i on a ml
n u n a g e me n l
r epr e s onl i n g
f or e a c h
anal ys i s ol p r . Hvs s es
b u s i i u - s s
eas y ( n
ar e u s e d ,
I I"
l he bel u- i t i n llu-
sl ml u-s vver>*
wasle aUni l 12
will
l i s t
s t udy s t age.
beit eli l whi c h canool te
thal l he 11
mu
aml th.it
l ui s
projeda
IS pr oj e c t
Thi s me a n s
us e r s . l Ls pui
curren!,
ne e ds . Il u-se fal l i n l o l l i r vc
cr i l i cal
/S
ai kl
a i kl
l l k-
SKU
l he s cvl i on lu-adevl
mml e l l or
I tjmnin
der i v e i hey
i nl e r vi e we e s
and s of t wa r e .
ma na ge r ,
f nl l ow n g
f c . i s i l Hl i l y
year, and i ej eci
man mont l i s
devek>p.
of a ppt h . Ui .
nbp.vliv-j->,
A l rat egy
nvove r i n g
quant i f i ed.
>Kar eel ear
s l eer i ng
i nt er depei ul enei e s
and pl ans ar e
a o mmo n
p r ob a b l y
l he t e a m
p l a n n i n g
how l o use l h e
MCOMS
c ha i n anal ys i s , or gani s al i ona l
and i h e
and r e vi e w t he ai i al yt i i . i l
r op ous i bi l i l y
de ve l opme n l
( e. g. i n a l e a s i bi l i l y s l udy
s ys t e ms
i s t h a l Mi me
of l he i nor e t . vhni cal
bus i ne s s wor l d
and Aftfmatfi
t ha l educ at i on wi l l be a. x>i i t i i ui ous on - t l t e - j o b
Jiiisw.'ss
t a ke v a r i ou s f or ms i n c l u i l i u gs l u d yi i i ge x i s l i n g d i ku me n l s ,
s e s s i n i i s
| kt s e s l odeve l opauevl ens i veui kl en> l ai kl i i g
p l a u mi l
ca l e gor i es :
s ucces s t act or s ,
i n order lo det er mi ne lhe curren!
i n f o r ma t i o n
l o me e !
i n Ch a p l e r
i l s s ys t ems , i n f or mat i o n
s e r vi c es , l ode l ei i ni n e
woukl
i n C' l ui pl er
bus i nes s ei i vi r onnt ei i l
i n Chapl er S.
fact or anal ys i s. val u
oppor l uni l i *- s
i n l h e a p pr op i i a t e
SUJI'X.
i n l o r ecomni endal i oi i s
al Sl l . l
iMisitR-s-s
nuuf H. i l
cur r en!, re. | ui red,
c ons i t l e r e . 1
"De l i ver abl e s fnt i n
(
Architectur
a n d i nf or mat i o n
l he bus i nes s II
g
wa y :
s l udy. Wi
aUt ul 2iYK a s
ms wi lli a i li i t vl h n k
wl i i clt wi l l avoi .1 t h v
sli kl y l ak. -. l o m
l h e cos i n l wo ye a r s wi l hmi l
"
grot i p, t hal
.IIHI
.
l o:
t.*K aml
l o r s | HVi l k r ep. nl
(opi os
)
ol l h e t e a m
o l lit e
I I S
.
Nenia
I l k ' s e.
4 .
IM-
4 .
i ki p t e r s .
V
IS
a i u l
.

e
3.11)
Systems
Porlfulio
Required
Identify
Search
Strateoy
through
Pnpat Oullinc l' lans aml
logclher
This
elearer
Ihe
consol ida I
In
plaiis. The work
terms,
136
informati on
business requi romenls
Top-down lechninues
Ilstrales
is likel y Ihal
crossingover.sinee
potential
Figure 3.10
Appfcatlont
Aclivilies
and Interna)
l'faniYmg
disposaI
slrategy,
pars, and del i veri ng a slructnred
and decomposing
I he upper
analyucaland
are explored adequately,
mnovali ve
described.
A planning process framework
Aual yti cal
probably need lo be prepared for
prepared for "approved" proposals. IVl ai l ed business
An oulline ini gration
a Business Cusv
the IS/IT
is likely lo enlail cise
cinislrncted
direclion
management,
Thisgaina
likely candi da
ion lo occur,
can be fed back i nl o
praclice,
Process", and are addressed fully
proposals. Thcsc
The remaining lasks
I'ornnilalt'
The devdopnwnt
contines
can begin once analysis of
and i s nccded
represente
Stftltegh
noetls, from which Ihe
ti to
scveral
Ihe
l evi s of I he
It
and ils
plan
l o give a ron te map,
i t mcai t s I hal
at I hi s
are tislctl under
up unlil Ihe end of
l o pl ol
the
in Ihe Inltial
Analytkal
powerf ul
one creative.

I nt or mal i on
hrtnvwotk
futura "ideal" in
a direction when
the environment begins, and
the formulation of the business IS stralegy.
of the architecturc
Undeistand
Business
Environment and IS/IT
Environment
IT Supply Pnpou
are to
"Deliverables
in Chapters
point the IS
Defino applcations
portfolio to mout
currenl business
need
What are the
Objeclives of IS
Planning?
for
innovalive
opportunities
Ihe business stralegy,
and snior
tes for the investmenl
provisionalapproval
Ihe stralegy can be firmed
for where IS
and milcslones
Analyse Business
Objeclives,
and
lulorinalion
Define syslems
and Information
Archileclur
Innovalive
Potential
Appllcallons of
IS/I
cooperalion
goi ng forward.
and business aspeis
Analyse Business
Aclivilies and
Entllies Top-dow
Portfolio
Bottom-u
aml 'lain
and a hi gh
cases will
each element o Ihe programme .it
and Prioiitie
appropri al e ti me and Infomtation
Arcltectur
and Creati ve Technuue aml ctealive
essential componente have been
is i mport an!
techniques
and the deliverables are achieved.
ThesedinK-nsionsaieenconipassct.1
The former
and relies more on creative Ihinking.
analysis of Ihe
embryonic ideas for futuro
approaehes aml
organisati on,
business requ aro used
vi ew of Ihe business objeclives, i nto their consl il uonl
acl i vi ti es reiiuireiiapplicalions|Hirtloliois
techniipies,
approaihes
is aiming
level
Systcms
process,
is described
define Ihe
stralegy and Ihe
business management
programme
to go. Outline
business casi-
to understand
in order loensure
lakesaslruclurcd
focuses on |>oinls
to inleiptet
business
wi nners
e temen Is of Ihe
for Ihe
for all or par
plans
for Ihe main
vvi l h
of Ihe
Ihat the
wilhin
may
Pl,mnin
Information and sysiems
devel opi ng mi gral i on
in C' hapler
I T suppl y
from the IS Pl anning
IT supply proposals
for coasideration
to decide on
business.
of Ihe proposals. For tS/IT
up l o gi ve
can then be
inilialives.
Ihe business reas
"approvcd"developments
Approin
can then
Ihe use of analylcal
necessary dimensions
lwobasicapproachesone
analysis ron
systematically probing
remonte into their consti tu
and informati on needs. The laller, having al i l s
of likely high
and Apptoach
business
Hiere is a go.nl
environment, it
emerge. Fi gure
their cornmon
lo examino and decompose
parts and l o exlract
g
4.
S
7-12.
and
a
lo pul
l
l i e
I he
.
s
and
te
nt
1 37
I.fci.-m.il
s
CSH.
Nued s
e
T
n
Evalate Curren !
p
s
I ut ui , . Por t f ol i o
e
slialegi /
deal of
rools .
Ihe
dei i ved .
Ihe
Ihe
1
follow
Hvery
ii
i IS
through. The
line
along
Ihe visin
*
main
These
brought
rsk
al at l if Ihe
for
The
IS/IT.
ln the exisbng
support
Ihe
modds. Theae

I ttt Str.itcgic Delivei.ihlcs
'IV>^<Ii>wnnf()inialionamproccssintKlullingdelivcriiiiivii(biLSness
the plans
continu Ihe roul
emphasis
aetivilies that
objeclives and strategy.
Boltomitp
applkation
and infonnation
Innovave
that can be susfained,
lncreasingly,
and tcclmology
intrinsic IS/IT element or is delivered
The lime scale
wilh Ihe business visin
wilh business slralegy and planning reviews
Whalever structurean
its stralegy,
profcssiouals
lliorouglily
slruclure
Ihe planning process shown in Figure 3,8:
crealiveelemcnl providesaddilions
opporlunilies
boundaries
systems, or use of (eehnology
opportunitiesare
culture of the organisalion is nol
1 IS/IT managemenl
2 business IS
slralegy and policies
application
iii a sel o modcls
3 IT slralegy
and when
schemes. However,
t o f rui t i on very qui ckl y, and i l
Sl rucl ure f or I he Del i verabl es
Stralegie organisalion
demonslrale a mor.- purposes,
accelcrale a few general poi nta rel aling
ideas can be conceived anywhere in Ihe business, and are
l i cqucnl l y
Thesl al emenl sot
Ihemainlyix-sofslralegicsyslemsand syslems and leehnologyarecunlained
acconi panyi ng
contai ned in the IT slralegy, while
DKLIVEUABIJiS
The OUtpUtS
deliverables. The liard
plans, and frequenlly
dictionaries,
reale lo human faclors, such as skills,
purpose
conlai nslheoverall
and suppl y.
2 Thereshould
where consisteni
corporale body. I lowever
one (or each
or geographic units.
organisali on, all hough
services dedicated to cerlain business uuite
the current situato 3 'Ihe execulive summary
and ralionale for whal conclusions
syslems, lechnology, stralegy. Ibis
i nnovati ve
oul pul s
dependi ng
with
sl rengl hcned
proposals
l l i emsel ves
the externa!
notappropriate
posilive
direclly associaletl
aimnumly
FKOM
are documenls
i nchi de
matri ces and i nformadon
of Ihe h.nd
from the IS
f or how i l is going lo be achi eved,
for the visin
Indi vi dual
Ihe objetii ve
appreciale Ihose
described belovv is
portfolio: exisling,
on house slyle
demand in tenns
Hi ere coul d
and recommendalions,
the
may
in all
supporl
wi l h
ol
and ils
be
lliere
SIU,
Thcre
i l rawn
Infoiw.ition
top-down
ate already En place, or
exainination
systems portfolio,
techn]ues are used lo i dcnl iiy
or crale*!
are based tin
wher e I he
(orlhreals)
environment,
be possible. Searcltes
circumslances,
sympathelic
is nol available
it may be that one or more crealive
planni ng lo find and i mpl emenl
contri bul ory
ctxnpeti ti ve
observe^
such syslems weie
TH E I S
slemming
defning
compuler based
analysis models.
awareness
oul pul s i s I t)
is being pul IntO
Pfoimhig
wi l h I he mi
and plans has lo be entirely
plans, and similarly will
business may choose
is to ensure
all udersland
pars of Ihe slralegy I hey
consisten!
rei pii red
and curre
of requirementa for
policies forsatisfyingand
one IS/I T managemenl slralegy for
policies for IS/IT are applicd
may be several business IS
or even seprate
may only
be seprate
from all
may be t l i c
ana ly sis of ihe
on
of li te
wi l hi n
lo
such
I he
f r om
St>ll
Ihal
have
wi l l
ni
Ihe
any
(sec
Systems Planning
business, with
core processes, and the i nformal i on needs and
need lo be implemented
informalion and processes refleeled
fleshesoulihe systems
requirements
business opporlunilies
by appl i cati on
the systems
product or service has an
va Ihe tcchnol ogy
l ol herx>rtfol i o,si mei l l ooks
Ihe business, and especially at the
where inrovavcinformation
for sueh
and probably not
innovation,
to back potentially high
ideas can be
may be one of I he ai ms
ideas in order to
role from IS/IT, and Ibus
leorienlation process.
acl i vi l y.
cluraelerislics
described.
PLANNING PROCESS
planning are a mi xture of hard and soft
slralegies and
material in Ihe form
oul pul s
and moli vation.
document:
placeinformalion,
people and so on
Process
les Iones
consisten!
bcrevi ewcd
l odocumenl
users, management and
Ihe key elementa of the slralegy and each
l o carry
with Ihe
slralegy
slralegy, inclu!
and pol enl i a
supporling the slralegy
decide on Ihe best slruclure to use for i t s
circumslances. Hiere
lo Ihe deliverables:
informali on,
in Ihe business ISsIrategyaiul
application portfoli o. The suppl y el einents
IS/IT managemenl slralegy
balancing thedem.u
organisalion
thioughout
slralegies,
slralegies for defined IUIHi i onal
be one IT slrategy for the wltole
hardware and IT
Figure 3.5)
is a short paper comprising summaries of
the elementa of
onl y paper lo be presented lo
to
.
o
.
impact, high
of
lo
I n ( hapl cr I
of
I he
n
I t i
e
i n
.
IS
inodel for
ing:
l
ar e
id
Ihe
.
I he
ti Mi l ln*
t lie
-
A r u l y s i K ol
-
Ki- >| iiiii>l

S/ T
dik l
deri ved froin
M -I . I- . I I il I I "- . - ( i. i
. ni >i . J I K! diiy < >lh< i
B i m m - M
Hu.v
pl ay
i i li ui . i l
l t es e
cnd- I o
Ihen
ll the
all
wi t b
IIKI ns e r s , s l al es Ibe
lite
ai ' cept
wit h t h e i i ui al e
hkl us l r y
pi t i ned
1 4 0
e mba r ke d
a pp r oa c h l o c h a n ge .
( Ht ei -ngi i HMi nglui Mi n-vs,
and i l ma y
ui Ml er y ngCOfi t r ar y
r e c umme n da l i on s o r
BIIMIH-SS
- I
:
u l u r e
Inrnrriiatinn
Currenl
Currenl ;
WCJLIK' SM. ' .
Inlorui at i on
Ki-y
Mai n
i l s i nt ent a)
Husiii(rss|Hri's|H'i
c as e, i l i s nei vs s ar y
of a s l r a l e gy
a s i gni fi can!
t hat l i a ve
de t e r mi ne I he s e
busi it ess uni l
Such i nf or ma l i o n
l ai l oi s ,
ctHsisl
e nd p r oc e s a s ,
f onner l y .
r ei | ui r emenl s
i l i s very l i kel y
SB U i s c oi i l ei i i pi at i ugor ui t dci l a ki n g
ef l ecl i venes s .
of t he r ci | ui r ent cnt s
pr i or l i es
r e f e r ent e l o Ibe
aj>plicalii>ns
busi ness s l r at egy. lli e
execut i ve
a . hi e vi n g
The bus i i t es s I S
b u s i n e s s
t l i es t r al egi c
change wi l l i ngl y,
us ual l y r es i s t a
c ons e r va
i n general. I
5 'Che 1S pe r s pt vl i v e
p r ov i d i n g s uppor t i n g
p l anni n g c yc l e .
4 The
e x e c uh ve
SltetCgU:
ct i l l nre. If
n<\xts
IS/ IT
n. m ni
mvd?>. aitil Un
dikl
r ol e , s i nce i t
ma y
as we l l
of |IK'
ll
Ihal
for
ni
lism o l i t e
on s l r ab' gi e
be b e l l e r l o r e vi s e I he s l r a l e gy, l a l u n g
wh e l l t e r
IUIKIOUS.
.i|>jlu,ihoiii
itHativc
tarni.tltt
figures ni
rit men!
liVL'di 'srribing
l o as s es s wi l h
wh i c h r u n s
i s ne ce s s a r y
consi der abl e
del ai l s . In
and a e r os s
i s a l s ol i ke l y
wi l l di s pl ay
de ve l opme n t
bus i nes s pl ans
ni anagei nenl
i l s obj ei
s l r at e gy s l at es how
p l a nn i n g l e a m
Thi s di dhMo m y
bi s pace of c h a n ge
e vi de n t e o
The "l i br ar y "
s l r at egy needs l o
management l eam,
IS
oi Ihe
llie
gr eal
t h e conl ext
Ihal
o( t he
l i ves , and il
t i l e
n i a y
l i t e
a t u l
i l may I H*
l l i eexl emal
i mp a c l s on l h e
r e ct i i d t he

InllHIlUtUM)
Del i verabl es ( rom
t he I S
by efiective
needs ti>
currenl busi ness and IS
i.4 rij/iiml
t nvi i i mmf nt
and Ihei r respect i ve i ssues, as a record business slralegy,
of del i verabl es is
ral i onal e
external n
buai nesa
i s i mport an !
fiiviiuiiiiifiil,
be n sl ark iiillnvitlial
l ypi cal II . . 11-
l o cl t ange
i s di ffi cul t
shoul d documei t t
UMtipelilivc
Do* n pl u m
Ihe analysis
^y-amns
mal ui i t y.
IS Sl r al egy: Ma n a g e me n t
IMISIH-SS O f i i / i mn i m
wi l l r e ma i u and ci i i n
SBU. l i s s l r al e gy
s l r al egy def i ned
Cu i n - n l
and s er vi ce
a nd acl i vi t i es ,
liiKirinalitMi
l x Uf
of i nf r as l r ucl ur a l
wil l be for IK'W
wi l l dent and ext ens i ons l o exi sI i ngo| >cr ai i on a l
Box 3. 4 s hows t hecnnt ent s o f
busi i t ess pr oeess
Bu s l l h l i b
I MISI ICSS
A| >| >l a l it M)
and concepl ual
i l s i nf or ma l i o n nee ds a n d i l c vi L' l o| Hm- i i l
pr i ori l y IS
a mucl i
f r e e r f l ows a nda c i x - s s
exl er nal b ound a r i e s
Kxibling
polei t li al
p u r l K i l i o s
1'iupoMsl
OuUi ne
i n l o i ma l i o n
uni t ' s mana gement stykv,
as i l s s ki l l s . r e s o u r e c s
al r eady be d oc u me n l e d
bel l er l i i s l
st ral egi es, bu l i f nol i bi s
i t cannol
of d e f i ni n g I S
r t vonunei Kl al i on s
bus i nes s ,
a mor e
t o be abl e
c ounl e r t o t he cul t ur e i >f
nui ki gi xl
c a r e whe l he r
p l anni n g us i ng
tlu-1
organi s. i l
nst oi uri s,
'. i - . ( t m
* l l i e
al s o
d u e lo I h e pare ni
wh i l e
i l s
wil l
Ibe
by l i t e
bi gher i l e gr e e
ional
H w ifft# t'u*
nwteiits / u
.H- .<
I ti > lll< ii
o(
ni i he i i beol I S/ I T in Ihe b ua n a araa; i l
IS /l l
IU I I S/ I I
cos t s
lo II H I I MMI
> l ung e l l i eu i h .
wi l l del i ver Ihei r
f >intlv b\
l'I.I I Ullf
be s uc c i nc t
l o b b yi n g
per epe ct i ve,
s t a r l i ng p oi n l
val uabl e i n
f or c l t oi c e s
change in
c o n t r a s !
d c p a i l me n l ,
e x pei l i n g
l o ma n a g e
i ndi ngs c a r e f ul l y
o De ma n
de pl oy IS/ I T
r es pons i bi l i l y
p n r p os e
bus i nes s ni an a ge menl
i t ' i j u r ement s
a n d any as s oci a l ed
or appl i cat i ons ys t ems .
appl i cat i o n de ve l opmen t s .
s ys l e ms l o i mp r ov e t hei r
a l ypi cal bus i nes s I Ss t r at egy
redesi gn,
i n f or ma l i ous ys l e m s
of i nt e gr a l i on
t o n f or ma t i ona l o n g
will h e c ome
r e < ui r e me nl s
c or por a t e
and bus i nes s pr act i ces .
i n Ibe cor
i s an appr opr i a l e l i me t o
and IT s t r al egi es
d yn a mi c s
t o assess t he effect
t he bus i nes s . I n
l o i mpl eme n l I h
1
biisinrss
in llt cconlcxt of
Ir amewnr k
slral egyni t ason.
supplii 'r
-I UlMI I Ul l>Nl ( i l l M1l l S
I<X|UII>IIK-IIIS
Ibe business envi mnmenl
I r ame wor k
ut r . r t wi i K' b ?*
adopli-vl
nl ilal.iKisi -
and i<olliics
o r g J i u H j l H x i ,
ai chi l ecl ure
| M?r f>pi v! i ve
i nf or mal i on s ys l i i ns
I t MN I l l l K - l k l a l l l Hl
| * Ht l o l i o
p o i t l o l i o
pri or l i es
a n d b t - n e f t t
mo d c l s
c b an gi n g
l i ke l i l n Kn l
pol ent i al
i n c r e i n e n t a
I wo i u a i u g u i g d i i o
exl er nal l ons u l l an l s .

Mtd under -
.
i n any
ni ade .
lite
wl i i cb i s
us er d e p a r t menta l o
and
.
d
i n
of I h e
i s t o link IS/ I T fi rml y !>
f or Ibe SBU,
No l
Some
.
l i t a n
.
"Soft" Faet n
va l ue s a n d
pora te ni
t hi s
e
* I
IS sttutegij
:
.
vni on, g o a R k e y
I NMI f n , 1 ' l l l M. l l M K C . - . S I. l. t o i f . , . Mi l . . l l p r o M l 1I1> . U
.IIK I
CUI I I U I I -li -
.
<uid il s
.
i i m l f l . a i i d i n i v n l
| t i l l i >l i u .
l
.
.
V^IIM-K s l y U* . S WOT .
.
.
t>:i ;>!<-- IS eimn J
.
(. IHk luSHt f lS .
^
'
| J i' i
poilfoliii | r. i
s
.
Ivi u t i l s i-, u-mt te,
l
t oi s ,
I h e
I he I S
In
r el al mg
s l al e
iHilput fr o m
qui t a
Ihe
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k n o w n cor por a l e ol t j ec l i ves
a ppl i c a l i ons r u n i n
li nked lo llie
address *!
Any i nf or mat i o n
f i uki ons ,
li kely I ha l
s ma l l , a nd e a c h
i i omb e r
f u i Kl i on
whi c h a pp l y
ma l t er s
ma na gi n g l i t e
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Ma n y ol
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l o s at i s f y
del i i R>i K>wr cs our ce$and
r es pous i bi l i l i es
on l y cover IIK*
de ve l op one or mor e s ma l l
c ompe l i l i ve
need t o
biisiiH-ss
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bus i nes s IS
d e l a i l s o t
I he di r ect or s
ve r y vi gor ous c ommi l me n t , I he p os i hve
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\42 Str.itvt>ic
I h e I S/ I T
a>i k
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to Ihe 111
t he
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l l i e
SKI Is, ai kl
op r a l e s
i n f o r ma l
por t f ol i o
i s needed. The I T
el ement s of
bi addi t i on ,
bus i ne s s
i ni l i at i ve . Il
be u n d e r
a p p l i c a t i on
p l wnl l t f l
t h e
IS
taken

I ntotm.iiioit
/ e/ i vera/ i / es
sponsor one
pr oces s, and was l orced
management
organi sal i o n of IS/IT.
al t i t udc
and sni or i on resources
l eadershi p
red hi s former ices
managi ng i nvesl ment ,
managi ng appl i cal i o n devel opi uen
Appticatbn
managi ng
syst ems
' l t ese are cons dered
appl i eal oi i s
s t r at egy. ' l i t e
Management Sl ral egy
strategy. Mos l The managemenl sl ral egy covers I h e c o mmo n
y des er i bed t hr ougl k>ut l l i e
s i t pp or l wher e needed. It
| Hi rt l oli bus i nes s I S
l ude pol ent i al appl i cal i on s
s t r at egy i n t he f ul ur e . Il i esc hi ghdc gr e c o f
addr es s cus l omer r el al ed and eoni | >el i t i vc of i ssm-s
i n oi i t l ne de gr e e t o whi ch c o mmo n
be f or e hi gher l i t an i n an or gani s al i o n wl i e r e I h e
may . 011* vi r l ua l l y
i deas, wi lh a u l o i ki mo u s
i l kTci nei i ts of whi c h , H
s ys l ei ns
I T Sl r a l e g y:
i n a bus i i k - s s
wer e an SBU.
"c e nt r a l " I I
l r e| uent l y
o f us er s ,
l evl mol ogi es
SBUs .
As i de f r o m i l s i nl or ma t i o n i n-et l s,
s t r a l e gt c s
and cr i t i cal
i l sl xui l d
l o cor por at e acl i vi l i es and needs. lli e
i n I T wh i c h e ou l d
i s e s u mma r y o f
r e t j ui r e d
a l r e a d yb e e i i de f i n e ds e p a r a l e l y ,
any n' s l r a l e gi es de r ve i l
l o i l s ow n s l al et l
pr ocedi i r es
I t ma yc ov e r
IT pol i ci es , mel l kxl s
i nf r a s l r uc l u i e
slralegy wi l l t hen
e. g. (ki rlahi li t y
i s neces s ar y a s i ngl e SBU or gani s a l i on , or on e wi l h c omp l et e aul onomy ,
are avai l abl e d u e to c ki n g e s ma na ge menl s l r a l e gy c a n be a ma l ga i na t e d
wh i c h ma y n o t
a r e d e f i n e d
s l ral egy.
A m n i mu m nui n he r
s l ral egy wil l nor mal l y
managemenl s l r al egy, l uuu - l y
Ihe
wi l l i i n
managemenl of i l s
a i i d I h e i r r o l e
ai kl
llu-y
Ihe
wi l l
r efl ecl i i i rrent
d u e
l i a v e h e e n
tiom itw IS
u n i l s
nei t l s
I S
l l k-
f or I he
S^MM M
| 0 r et i r e.
l l he r l o
ma n a g e r col l aps ed. p r ompt e d
c ol l c a gu e ' s
r c t | ui r c mc n t s
p or t f ol i o i s c a t e gor i s e d
i n s up por t i n g c u r r e n !
por t f ol i o s are l i ke l y l o c on t a i n
s l r at egi c.
pr oj xi s i t i ons
pr op os a l s
ae l i vi l i r s .
onl y al I h i s
are i n l r od u c e d
l ud e I b a !
i nt ent i on
f ui kl i on ,
whe r e a p pr opr i a l c
I x - ma n a g e d
the ma n a g e me n l
t r ei kl s and
c aus e f u l u r e oppor t uni l i e *
IT i nf r as l r uc l ur e
i n whi ch cas e Hi er e
for r e vi e wi n g and i i j Hl at i ng
and s t at kl a r ds
f oc us o n
l o bus i nes s r ct | ui r ei nent s ,
i n t eehi ki l ogy,
r ecogni s ed a ml
d u r i n g I S/ I Tp I a i i ui n g o r
a d d r e s s
ll.ummf;
r e s ou r e c s
a n d pr ovi s i n
p r i or i l i s a l i on
el ement s o l
or gani s al i on , em
i s ne e vs s a r y
s l r al e gy, and ma y o r ma y n ot
cenl r al i s al i on
addr es s ed i n llie
pol i ci es are i mpos ed will IH-
cent r al c o r p o r a t e
a ut on omous l y .
wil l s ha r e c cn l r a l i s ed
s4-rvi i es
of t he c or por at e
s l r al egy I r e a l i ng
C' l e a r l y,
d er i vet l
ma n a g e me n l
s ucc es s
I h e i ndi vi dua l
or gani s al i on . It
l echnol ogydi r eei i ve s
and ol h er
of ap pl i c a l i ons ar oui kl
wi l h I he
o a mi mo n
of I he I w o
a i u l
h i gh
n o l
|Minl, s i me
l i s
0 1
ar e
l l i e
I'UH r\s
ol
l e
Ilk*
wl k r e s e ve r a l
op r at e t l k-i r
111 I
I xx l y
a n -
Ui dy t
s me r>f
s l uml i l
whi ch
i s s m- s
Pfaml
ma na gi n g di r ccl or s
I l a vi n g
di s pl a ye d
by i he s e c ond
op t i mi s m
Portfolio
ar e recorded wi l l i i n
i n l e n n s
f u t u r e b u s i n e s s
el ement s i n lite
pol ent i al , ke y oper a
onl y conl ai ns s l al ed r emi i r ei nent s
for enhanci ng the
a r e mos l l i ke l y l o
and m a y
s i gni f i c a nl
wi l h i n a
Ihe wa y l o pr oceed is
of a ddi n g
as t he i deas pr o ve I h e ms c l ve s
Management of S u p p l y
bu l al s o Ihe
pr i me pur pos e i s l o
a n d d e ve l ope d
s l r a l e gy
d e ve l opmenl s
coi t s t r ai nl s
ma y b a v e
al so l i kel y l o
I he s l r al egy. Ne ve r l he l e s s , a
i n pl ace, and
I he ar ea s
or wl i er e
ex pe r i ei kv.
p u r s u e d .
s epar al el y. I l x-
f o l l owi ng s upp l y fact or
1 4
aml adi ni ni s -
i n f or ma t i o n
a nd h e n c h s
h n o l o g y
i n de l ai l i n ( ' l i apl e r s
s l r a l e g y
rin g consi st en!
SBUs d e v e l o p
o w n I T s u p p l y
he organi sal i on, t l i en
ma n a ge me n t s l r al e gy, and Ihe
c ons i dc r ab l y
Evan Ihen
s upp o r l
qui t e l i ke l y l o be one.
IH-
Ihe cor | >or al e
i l s i n f or ma t i o n i ki t l s
by coi t s ol i dal i oi i
s t i a l c gv
f a c t o r s
s t r at egy sl k>ul d ilso
bus i ne s s I Ss ha t e gi e s ,
al s o r el at e Il es e
c or j ki r a l e
stataanymandatory
pr i nci pi es I ha l s hou k l
t he gr oup.
bi r s i i k- s s
ma y al s o be addr es s ed
M
- wa s t a k e n ill dur n g Ilk-
In i Mi
b y
a i kl a c t i v e
.
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f our
tional
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be
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or
II
:
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t
7- 12.
| x>l h i.-s
I hci r ow n
i s
1 is
IKKIV as il i l
will IH- e l o s e l y
ot
- . hi ml d
( f S Fs )
a n d
a i ms a ml C S F s .
fttclor a
IH-
t l h *n
IS
i n HK-
:
sni or
llk- ot l h' r
de l l
wi l h
IIK- [Hi tple wlti I wv e In-en U avi l y
As wel l as I he l i ar d
So l
[min i es l ai d
ow n
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iii
li
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Whi l e llK>y
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l i mi m lal
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1111. toi
Ihc t -al ance
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lnnv
i .i . h i i h e
will
ll
1
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: uo| h* . i i ut i ali nale f u r Ihe
144
management . Th i s
" s o l " out pu l
t owar ds mx i mu m
a ml e n vi r onmen l .
a very b i o a d
mol i val ed
d4i ver al 4es l r i t ni a
d e l t ver ab l es ,
Ou t p u l s
t r oubl es ome
eei l mgl t a<
bus i nes s n e e d s
det er mi i t ed
excepl i on
r oi i s i de i . i l
ear h ol I hes e,
Kl goes i i l o
wh e n t h e
Ihe . os l
pf o4i l / ot s t r enl r e m . i i ugei i K- nl t <
i o h e r a ks l a c a Ni n l i n g/ I r a i t s e i
on whk' h
o i ve i i n p l e me n l e d
i ni t i al l y
obf ei l i ves
i ns ens i l i ve acvounl i n g
6 titroutttiux
undoubt ei l l y
i n e a c h
b y p r e mi e n !
s el ol poh< es aml gui del i m- s
a d npi at e l y
Wl t er e or gai i i s . i l i on. i l
f a s ues ne w j ob
j eopar di s c
Human
di er ci t ces
s ou n d m- s s ,
mus g u i d e
Vetuku
c on t r o l a ml a u . d l
r e s o i mv s
da y- l o - da y
i n e c h a ms m
ex pend tu
e x p e n s e
aml di scret a!) e x p e e l c d .
aere pl an,
i nvest nt ci i t s
ek-nt ei t t s
c on l i i i uous l ya l l or at epr i oi i t i e s
Management r . i i i nol
r c qui r e i n a n y
3 lm<ilnKHl
r el amed n i
r t -s pons i bi l i t y
s t i uet ur r s
aut hor i l y
2 I S / T . - f
e xj vc t e d
des cri be a vi s i n
i l r ecl i ves
1 S. e/ *-. i mi
*>/.</
Il t ey ?di oukl
w<*ll
a nd
k i n l o lite
I n - i ng
p r n
l li ey b ec ome
o s uch
pt l i k itfi
k'lii us:
b e
r e a , wil h e a c h IM-W
mus l >e l a
i s s u e s
IS/ I I
s e r vi r
cl t oi cc
(/ (. (.
ltx.il
.IIK!
'Hey
i-
o llu*
Kul es mus
anJ
.HH I
f ot I S/ I I
i mp a c t on Ihe
i t
* *
i s mo s l
expl oi l at i on1
l onl i ni H-
uml er s l aml i i t g
a n d we l l v e r s e d ,
r i Mul mi i s l
Ove r e a r e
c on s l r a i n l s
I Ss Ir ad- gy
at hl res Ms l ,
i n a s epr a l e
and any ol l u
mor ede l a i l
b u d ge t i n g
o ad mi ni s l er i n g
usen wil l
| HI I K CS
f or I h e .
i n ma n y
and a i l egal
c ont e n ,
mifHicl
i n p o l i t i e s
pr ovi s i n
Il i ese
a va l l a d l e
pr i ori l y
l ef l ect s
capi t al t e ms
s l t oul d br appr ai s ed ,
c o n s i d e r
s epr at e
prkxilisation
l l t e e or p or a l r
an d aul l t or i t y
s t r er i ng
deci s i n *.
\ ' . j n j f j i i
ol the c or p or a l ?
I S / TI Iro m
o I|H-
n o l
pbas**
ma k e
i
wl t er e c e n l r a l
SOIIK*
l i t e
t he need
puitcia:
i *a n
1S/ I T env
onl y i n l i t e
aml w4l
i i u n a g e me n l
b e oc e a n y
t he r h a r gi n g
ve r eact i ve s l amre
vlUies.
ma y s l a l e
s el l i ng
i n vc s t mr n l
r e s o u n e s
or
. mi l
tultuUng
s pcc i l i c

lnttnnutun) DstfwnMn
l al i oml e. organi s. i l i ons,
is st at i ng, Ii argi ng
i nmut en! , s l t oul d be cl ear l y
busi ness corni nuni t y . appear l o be management ai vount i n g
need lo IMI "Irans ei
ui t roduct i oi i l eci si ons.
llM-alktcalHHi
Tl HHi mpl i i -HUi l hfori n. i l
group over l ay si i ng| x>l
i ml i cal HMt o
xganis.ilhHt.il
body an d It ow
business aiul
s ys l em itsel,
unpl cnt ei t t abo n
ci t mpl exi l y
deci si o m
expensi ve
e a c h o n e on a r r ou n l i n g
U- d e l i n e d
| xr t oho<s t r al e gh ,
(nr i nai vi
o l bu s i n e s s | i u l ge me n t
s h oul d
a nd l a l e r
re a l lora don pr oe es s es
di vi s i n
r e s ot m v
n on i nve s t men t s
me a s i i r e me n l
pr i ve du r c *
ve ml o r s ,
O veml or s , s uc b
r el emenl s ol
al a or p or a l e l evel , t t er e s l t oul d IH-
st at ement ol ral i nal e, J-Herti ves.
handl i ng .
II is (j ui l e
i i t di vi dnal
sl raleg. i r
d o w n i n Ihe
a ml tki t
| Hoe- . s an y
i n n o v e
el e. I bey
Uva l de >i s i ons
a p p r o v a l i s n e e d e d
Market i ng I he
eJ ucatkm; a n u n i b e r
s l r at egi es ri"eivisl
n- or gani s al i on . i n vol ve d are l i kel y l o be we l l
or gani s ahoi t s p l a n n i n g pr mv*m,
a r e s c en bt i s i i t es s ,
. i ddr cs s r d l o nt ot i val e
i d dow n l oavoi d wher ever I l n- y
b y l i t s e ma t i a gi n g
l echr ht l ogy
n e gol i a d o i t
s l t oul d be a n en t hu s i a s l i r
conl i ni i al l y
l i kel y l o U>
Systvtm
it wil l mii l t o l a y o u l lite
If ma j or
I hi ' M' . i i ul
a n d
ru tu
h ow
i n u e h
ol I he
i n d e t ai l
l ae l oi y i l i . )
ial
o li i w and IS
s l a l e
p r okv l
lie
or l l i e
il i s onl y
d n e
e v e n
lia
a l a c or por ule l evel
pngress wi l l IH- s ki w a n d
6om i / - B
ol I S
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es
pol i r i es
llu
1
IS
p4i>
l i kel y Ihat HK' IS /I T
IS/ I I
li t en- is
tul
i l s
i h e I S/ I T
gai ne t l i I h e
P\.nm'm
bus i ne s s b a e k gi oun d ,
and p r e e r ab l y
and i t s
c h a n g e s
gi ve . 1 ( mi r l a d l e
o r o| KHt s i bi l i l y
i n f o r ma l
res. Tl t e al kt cal i on
mu c h c o n l i o l
i s di s pe r s e d
(iiiu.ii on.i l
s t r a l c g i e s
o n i nves l mcnl *
I e cr l ai n l y
p e r t mcn l lo
s t at i ng
e va l u ad o
ma n a g e r *
h ow l i t
or capi t al
t ogel l t er .
in.ik.ing
a l l or ahon l o
i s ob l a i ne d
o r e s ul t e a ml
s hou l d be i i t cor | >or al ed
p a r a n t e t e r s
as i nt ei connecl adi l i t y ,
s l t ou kl al s o cover
o r wl t er e
ean be l a kc
l oo eas y
l o mi s mai i a ge me n l
r eduml ai t c y.
ve "t e r hnol og y
as cr i l i cal l o s i nt r *s ,
A comnt on
evol ul i o n
al l ecl ed.
s l t ou l d n o
i nt oi t s i s t en l ,
di s r i i p l e t l
Ptmkig
s d a t e g i e s
r es oun. es .
s l a t e d a nd und e r s l uo d .
s ys e m s
pr i e ng "
p ol i e i e s
f or ot l i er
uni l s ( i ml udm g
wl ur h ,
i s a d d e d .
t o r a r r y o u t
i n l el al i o n
mana gement
a r l ea i
y a ml pr oi et l ur e s
ma n a ge me n t st ral egy has b e e n
SbU ci Htductsits
p l a mu n g
mana gement s t r a l e gy a r e c ons i s t en !
a i i uvl t ani s m
amNiuli-s>N
d u r m g t he p l anni n g
Stral egy
ol ol l u' i
pLi i t nmg
b u l al so
peopl e, di rei i k m
t l t e oi e. ai i i s . i l hm
a r e b a s e d,
s t r al egy, i n bus i nes s pl anni n g or r om
a ml r ommi l l e d
e nt h us i a s m

ar e in
( o i h e i r
v
a n d
o
i s
i n l o ( h e
uni l s .
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n o l
and
e
T h e y a l s o n e e d t o
r om Ihe
a n y
It ere .
n
lo
ol t he peopl e
S i m e
a g cernen Is" wi t h i mi o n s or s l a
li acb
mt - d
lite
.
Procvss 1 4 5
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ot r e v i e w . u - 1
In t hi s -ase il has t o e i t s ui e l l t a l il..
wi l h Ihe
Ior
pn e s s .
b e n e l i i i.il
pr o ess
a us er
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illa*
h. uki ng
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lulhl llu-
Thi s
in
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wi lh
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abl e t o i ri cnl i t y
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,
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I I I I Kl i onas
appi opi i al et
t hi s gr oup
De p e i kl i ngo n
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a di n g
iNMilingllR'
repi es*nli ng
a n d al kHMt i on
as s i ui ngi i i . i n. i gei nen l
any S/ t l
t l u i i i n g
l ol k>wi ug
p e r s o n ,
Ma n a g e me n l
A s u gge s l e d
I' KOCESS MANA<;KMI:N
pmpvr l y
i s t l k- r e or e
di f i e r en!
a voi de d .
e mp l i a s i s e d
s t r al egy
M,uuigvmvtti
per haps i nl r odi i cc
p r ob l e ms l h a l
( us ua l l y
l eedback
h e i vl i t s
u n i on s a he a d o l
unges l o l l k-
i ml us l r y.
pr i or a g r e e mo n l
i mp a e t s
i mp or t a
i mp l emenl i n g
oht ai ni n g
i nui i i eat i ng
s ubs l anl i al
I vt woo n
bus i nes s . | '. i i
s l i ppl ers of
be us et ul lo i i kh l r i e
pl anni ng
ot her
us or
I S / I T
s ni or
. . , . h s i l uat um.
or l o wl i a l
pe-s s i bl e
Autliencefor
eons ei | i i enl
i nvol ved
s l r a l e g y
prescnt al i t Mi of
l l i os ear eei t dor s t d
c ommi l me n t
Slr.iUfic
l o I h e
h i Ni a i k l
o l
lHi ki i oi nls.
t o me v t Mtce e v e t y
llie s e ope
HM*
|ai lu i(>.ih
wh o t
i
wor l h whi l e
ll S I HHI UI r e a c h
ai kl s o l l u l
mv d s l o be ci
. i nr i
Ior
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ro m
s l r i k
whe r e
ni
I h e
I he
\~. I K- I I I S
I h e i n
li< ul.i i ly
a i e a
lint il i-. I i kel y t ha l Ihe
depl l t . s i i t c e Ihi s
Ihc
is IMII
e onl i nu. i l
a n d . i ppr ovi n g
gui r i ane e on
di r vt t cs
nt ont l i ,
as Ihe l o e a l
"i nai kel i ng "
i nl er es l s ai kl
t l t e s l i vr i n g i ' o mmi l l t v a i h l
p r e l e r a N y
s l r u c t or e
p r e p a r e d
i nl er es l s
| Hilenliall v
s t r ai ghl t or wa r d
peopl e wh o d i d
c oni m u
i t s al l empt e d
t ur e o t li.i l
ni od e r n
was nol
on I h e n r ga ni s a l i o n
l o obt a i n
s l r al egy. Pi i s l
i l p i o p o s e d
s ys l e i n s a n d
e e r t a i n
gmups . or gani s at i o n
i nt er est ed
t e dt i e l i on
i n i ls
e l f e c t i vol y
llK'prt Mrcss,
b y wi d e s p r e a d
was ear ned I vl or e
Inmihilkm
ion ol
pl ans , a i k l
whei v
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el l ort
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ai kl
Ivl l er
p i
IH>I
nica I
wil l
a n d
l i t e

Syst t i m
KOSOI H)
p r o c e s s
Ihroughout
and apprnpri al el y
t i i Kl i ngs , coi Ki i s kt i i s ai nl
promul g a
i mpl emenl al i nn ,
nmuiiH
mi Mi i kl ersIandmgan d
audi onccs
over a prot rael ed
devei opi n g wei l
visual aid*>
i n expeel ei l
AN D KESOIJKCE
St i al c^
l o gonoral i seabnu l
t or i nai ugi n g
depends on
Fi gure 3. 11
audi eneo
Sponsur
management
management and s l al
pl anni n g ael i vi l i e
l umt HHi s
di nvl o r
represent at i vo s
i ndi vi dui s
| >art i es wi l hi i i l l k' organi sal i on ,
and met l h*t sgrot i | >s,
appi ovi n g
p >p os a
d eiMiimiliita'iil
ol Ihe r i ghl
p r i or i l i es
ext er naI I xi s i nevs
t i v hn o l og y, o r
l whi el i s l n>ul d
s y s l e i n s Ior tlei
and t lie
l o be d e n v e d
l o i e i u o s l a i u o n g l he s e Commi t l e
de mons t r ab l e c o mmi l me n t ( r om
r e c omme n d a t i o n s
pr i or a gr e e mon l
be al s or bed .
obt . i i net l
ol I he pl anni n g pro*"ess.
or s i mp l y
A m n i mu m nt mi r emen l
a oi t e - i n a u
t evhi ki l ogy,
m-cesfvi ry.
i i kl i i sl ry,
l uml i t Hi s
I I I I I NI I I CI OI I ,
a i i t s et | i i oni vH
UI S I M- S S
i on ta n lie
par t i c pat e
p l a nn i n g t e a m,
l a k i n g u p
act ual r eas ons ) .
we r e n ot e x | t os e d
op l i on s
e l t e c kp oi nl
wor k on l l k-
Typi eal
led
i l lite
ol t t >e
l o al l ol ih.>
s e l e e l e d
e i np ha s i s e
is l i oi n
wi t hl on g
p e n o d .
a nd s t e e i i ng
or gai i i s . i l i ou,
p l a nn ut ) ;
i s i ons a l mul
s l e>nng
Ihen IIt ero
wh o s houl d he kepl
is (IK-
f r o m
Ihe
wl u e h
di r ecl l y
Th e y
du r i n g
I h a n t l n>s e
ated
a l
sli m t ur. , I
a n d
( h e p i oe e s s
IIH- b u d g e l
ll
nol I M- I I IHI *
l o I v
is Ihal ihe
ns k
IK 1
l'Linniiif
bogan, and ki s
pac ka ged
r eeomni ei kl al i ons .
. wl k> are
i s a real danger of
benefi l S
i n r o r me d. a n d
s o many
s houl d u n
i n any f o l l ow- o n
( oe\ ampl eee>r por al e
u ui one ou i i ni t t e e
bodi es ,
s u p p l i e i s or e u s t ome r s
cont i nuni
I elle
mves s i t y
Ihe or gani s al i nn
and l o p r o vi d i n g r e s ou r c e s
al l e oneer ned
A g ood e x a mp l e
pr i nl i ng
was l o cause pr ol oum l
wa s n o l
t ei manr i ext r ei ne l y
obt ai ned by as ki ng or
i n I h e p l a nn i n g
may b e
I he pnxi ' s s ,
pr of kas ed
i n a cons i s t en!
di t t e r e n l
p o v a b l y
| n v s e n -
li . m.i . -.i
i s s l i ow n
Ut ml d
a nd pl an
^hael i v
u - s o u n e
p r o t e o s
i es l i ui . i l et l )
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il nu y I vne ce s s a r y
|>res**iil
mai ugei i Hi t l
s l e e t i n ge onuni l l e e a i i d
l ou un i i U v
nt | ui r ei i i *' nl s .
ma i ui ge me n
r e v i e ws
|>lannine,
'
b e e n
,
a
.
y
f act or s in
h u l e :
l
s
t eams
s
ele .
s n e h a s
l i ri u .
l i vel ) i ni n -
l o
l o do
o n
"s ol d " l o t l t e pr i nl
.
and
.
e s I 4/
l a s h i on s o Ihal
l a l s e
l o ve l s ,
s e v e r a l
i
S
.
:
K
i
. .
in
.
,
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t onr i ut l o IIM* wor k .
e
KH
al I he
r e p o r t t o
are:
l
,
a . h vil y,
process. ThfS
whal
hiK
Another catch here is Ihe
avokts
aekl test
pe son MU ihe
indude one or t wo
wilh llu-
i\ipable
mus know and rsped (he
I
Che
Olher
I
i
14(i
spending up to40%of
of his time. II should
manager's
question would
Iheslarl,
anylime,
Ihe syndrome
prospeelive
team and
subsequenl
Inaddition
A large
resultan!
Ihe resulting slrategy.
During
exercise is important.
enlerprise
Inselecling
figure.1.11
their
allof
Ihe
explanation,
bul in praiiee
provkle
lo the snior
part o the
discussions
II hi gh
as a whole
or
l ewl

Sii.iiL-ftit Process M,tn,tfttnciU
inforinalion
MANAGEMENT
SPONSOR
and conJ'idenlial.
members than to subordinate
During
of laking decisions
organisalion,sn Ihe organisalionaI
to be liigh,
qualities menlioned
who do not
r
end usersand
IT staf who are experienced in
documenting
interviews using diagramniing
informal ion analysis. Also,
is new to llu:
who s|>ecialist's
BUSINESS
EXECUTIVE
MEMBER(S
S
EXECUTIVE
MEMBER(S)
Cominilment
Usually, if Ihe management committee
planning process, they will recognise Ihe imporlance of the type
the lequisilc
l'laiming
O involvement is the decisin
team member fora
where a manager will
ruviewingaiulconlribulingtofira^
lo ihe business planning slecring
Ihe lime.
is impossible lo contad
person who is only
the planning luid
roles are sliown
righl group, one-lhird
be a full-tinie
was tli.il,
activilies
needs lo ix-
puupl e
be impressed
comniitmenlisnecded
sponsoring management and steering commiltee
reijuired
he parlieipants discussions
team <r they will not ha
II is |>erfectly
workshops the
if they are being deliberately or unconsciously
slrategy
lime on the
is actually praclical. They need lo be convineed
can be achieved by selling Ihe concepl
example, ina
requested
pr a c n
'litis
Ihat
for both
if Ihe
major
This
leam
of the rea
on all
from
major
lnliHtu.it
Management
group (usiially
therearcanumber
eonvineed
work on
planning team must
misled
will lx>
and given will lie
will be more readily
will ullimalely
the user and IT team members. t
above, are precisely lliose
ITslaf,
slralegic
organisalion. it may
managerial
lo physieally
porlionot
say Ihat
in his nal
availablefor,
occuned
been done assuming
member. His explanation,
as he Ihoughl
in queslion,
concerned
all leam
toread reports,allend review ineetingsand
feasible to undertake
work, and indeed,
UKretailer,a
Ihe ull
of
Ihal
Ihen lilis
.VK!
affect
level
it is oflen
i
Ihal
IS/
ion Systcms
trudure
business
executive)
in Box 3.5.
factorstoconsider
Ihe planning
Ihe planning
message will
in discussions will be from very snior
ve confidente in
recogruae
or Ihe
rejected.
Hvsoun:cs
sensitive
given to peer group
group membcrs
analysis and slrategy formulation, team members liave
the whole
of these team members has
hese people,
execulives
liave time to spend on such
benelicial lo
techniques and in undertaking the
planning process
be appropriale lo retain a consullanl
from Team Members
has agreed to finanet*
ba< klng.
reloca le?
bis working
he is availahle
ve habitat.
say 30% of
during one planning exercise where, righl np
Ihe person in
and his
he knew only
he would only be needed for one-lhird
Ihal a substantial
members, wilh theexceplionol
members, who are
bcavailahlc
when required
IT planning wilh snior
this isoften
of Ihe valu
lo Ihem.
consullanl wascommissioned
l'fonnin g
HING STEf
C()MI \ 1ITTE E
-
TEAM
LEADER
_ _ c
)
^
.
:
come aeross .
levis. They
! 49
.
to be
work!
in Ibis rea .
Ihe
of
1 he
Ihe
lime. Tiras
lo
ahonl
Ihe
lirm
.
people
ol ihe
For
locarr y
ma | o r
Wor d
t o
| | l i Hi k lw o
a c c r t i e
hu . i gr e e d l o i l
t e a m
i f l l i e r e
t l u l l l u- r e
ou l I h e
An i n l e r e s l
U< i < > i
whi c h
m
to 3. 5
I'IIH -S-
l l i e
I
Planninj team
l or pol i l H. i l r e a s on s . r a l l i e r l h. ni t o i
sol d
me u u Vr s o I he
Busntm
wh o l i a s
l umi he r
l - e e a us e
o r ga n i s a l ion i l sel f
a wa r e of t h e i r
ar e m* l u d e d i n I he t eam i s a ma l t e i
sel n p a i t
hi i ghl
p n we i s
WhOb
HUnwf of
l he p i o j e c t a i u t
r e p i n e
P f t MB g
BOA . 1. 5
15 0
2 I h e p r o vi s i n
ma t r ' e t i ,
1 Th e g r a p h i c a l
r e i j u i r e me n l s
mo r e s o p h i s l i c a t e d
pr i KH- s s i ng
OOi n p l e i n e n l
e x e c u t i v e s
a v a i l a b l e , a ml ,
e l a p s e i l
i i n me d i a l e
l o IIH-III
p e o p l e we r e I he n
( h e ms e l v e s ,
p r v i d o !
r e l e a s i n g an y o t h c m
Mo d e l l i n g "
wa s a d o m i n a n !
p e o p l e wh o Iw d
Th e c o n s u l t a n !
i ne ni l >e r s
w a s t o b e
p l a n n i n j ; p n u f s s w o u l d m w d
i na n. i j ' l e t ni ' nl
wa s c o n s i d e r a b l e s c e p l i r i s n i
e a r n e s l . I l i s a n a l y s i s
s i t i u l i u n
nhj . xt i ve l y
i n r e a s
ma y a f t a l
Abi ht y
I^XKI
ma n a ge me n t s t y l e s ,
Hr oad
A l i n . i ^ c n h f f
l e a m l e ader and m e m b e r s
he | i i al i l y
s ho u kl be p r e pa r e d a t
Ol h e i
l o, i f n e c e s s a r y, a n d a pj Hi ml me nt s
i n t e r vi e w s or wor ks hops . They c an
o r g a n i s a l i o n
I t i s mve v- Ki i y
p u f l ki p a t e d
ol s ubs e que nl pioK' . (s
I h e p l a n n i n g
f r o m I he u s e r
p r o vi d e s a l l e a s t
i i e >x >s a r y, l o u s e e x t e ni a l
Anot l t er
e x i s t e n c e
o j u d ge me u l .
or r ej ecl UMi of
" ga t e k c e p e r s "
IIIV.IOI-.OII
e l e me n t a l
b e h i n d i h e
I n i OWg h
o b vi o u s l y nee de d
c onmi i t i oei i l
T h t n
I h e p r o c e r ,
p e o pl e l o b e i n t e r vi e w ) ,
( he i l e s i r e d
s pce i a l i s l s .
l he a s s &l ance
Al l eas l
leam nuHibcrs,d,.iwnlnnn
t n vo l v e s a n u | o r
P l a n , ma n a g e a n d
JS//7"
Str,tit%ic
ol
l l m v
I b a n
j o b s ,
f r o m
f o r s u c h
l evc l am l l l i al
a Un i t
of
o l b e i t ha n l l u- r o w n a ml
I h e wl i o l e
a ml
.uui
s h o u k l
of I h v
l i t e s t ai t .
wh o will
i n
p r o e e s s
one f ul )
poi nl
but I he
auy
be c a use t hey
y, hu m u c h
I hr o ne .
t he y d o n o t l i a v e
Wl u l i s iml
t r o i n
i s a t u i t h e r
a s t h i s
i f l hi s
o f o l h c i
bo l I h e
t o
i>ltmiiin$ liiim
i o n v i n c e . 1 o l

Uiiuimatum KCS OUI CS
t-iwifWffCfl
Icont.
knowl edg e
much of t he day- t o- day
t i me commi t men l
c u l t u r e , processes and people.
communkai i o n
aul hor i l y
user aml
of manageiiH'iil
o r g a n t s a t i o n
tw o f u l l - l i me
Thenumbe r
parl-tim e
.
l i x| >er i ence of s l r al egi c
an ahi l i l y
completio n
i s a BMjof
is a moni
factor lo consider appr ni si l
t he member s of I he "f or ma l " managemen t
SOobviousi s
I h e f o r ma l t i l l es ,
Su c h a p e r s o n
l l e s i l u j l i o n , e r k l o r s e l l > v
MI S a t l l e
any r i v o mme i u l a l i o i l s
you i i Ki ^oi M i i ms j ' 1 i a l i i a l i ' i i i l h e ( i i i a i ue . l i ' p ( i i l me n l I ' I H- " s o l d "
a d mi r e d , b u d g e t a r y
hi s s omi - l e ga l
e f f e c t i ve l y c ont r ol t he a t e
i n f o r ma . ms y s t e m s
a n y c h a n c e ol
wa s o b v i o u s l y Ko i n g
r e v i e w e d I h e l i st
t e a m mu s t t h e r i g h l c l u r a c t e r i s t i c s ,
a n d i mpor t a r t e?
c o a l i t i o n
l o c ons i de r i n C h a p t e r 4).
p e o - n i e l
t i me l e a m
c o mmu n i t y
s h o u k l r es ul l In
a n e x e n
I he i n d i v i d u a l cx n
I h e b e n e l l s
an d s n m e o n e " s o l d " I he c o i K e p t s
t he pr oces s , i s needed t o g u i d e
d u r i n g i mp l e me n t a t ki n
t h e i r p a r l i c i p a t i o n , e i t h e r
o r i n a s s i s l i n g
fwliciivtion
n u i n t h s
i n c i d e n l a l l y ,
l o i d e i l t i f y i t wa s l o r e l a s e
pa r t i c pa l o in
b e b r u t a l a buul
t h e m o n I h e
ma y b e s e t
pa r t i c i pa nt e ma y be i d e n t i f i e d
A f e w of t hes e
A u l o m a l e d S u p p o r t l a c i l i l i e
an y po s i t i ve i o ul i i l <ul i . i n f a c i l i l i e s
a u l o m. i l e . 1
amiposilioH
o f s u c h a u l o ma l e d l oo l s
or ga ni s . i t i on
p r o d u c s d e pe i u l s
c o me f r o m
a b i l i l y In
d i a g r a m s an d
a s u i l a b U' d a l a
i s t l i al .
r i gh l a l
I S
l oo l s
me mb e r s are ne eded, 111
a l l h o u g h
I h e s t a r t o f
o f t he b u s i i ws s
t o m a k e
p l a n n i u g
s u c c e s s .
m e m b e r
of I he i r
a r e a l s o
IV . T h e s e
I he n
l at er ,
a nd ils
IIK-III
Syam
g e n e r a l .
me mb c j s ,
pe o pl e a r e s o me t
pr opos. i l : >.
i t i s pos s i hl e,
( r o m t h e
t l i e pl a nni ne,
b u l lite
d i f i e r e n !
o r ga n i s a l i o i i a l
a m l i mp l e me n t | 4 a n s
i n a t l e a s t
p r i o r t o t h e c o mme i K x - me n l
p mp e r l y l . t s n i o r
T o a c h i e v e
( s ee t h e sex l i o n
Th e n t a n a g i n g dire1i>r
p a r l i c i p a t i o n .
a m l I he
t o r e a l i s e
b e f o r e IIH>
i l wa s e a s l e r
I h e c o r r e s p o ml i n g s e n n n
a v a i l a b l e . I l e r e
a ms t r u c t
d i c t i o n a i
wor f c.
llat-
MI.II
o ( e n pl e
i n l e a m s e l e c t m
t h e n e e d
c o u l d ,
Wl i e t h e r
i n
IS
f m m t l i e
wh a l
gr e a l
nui y be im
on
s o m e
o u t
I b i s I lie
on e of wl u u n
l e a m
y s i l u. t ur e
1'l.mniii
r t m/ e a
As s u c h, t hi s r o l e
o n h i s o r h e r p a r t .
I Sa i mn i u n i l i e s
The y m a y
a s ( e c h ni c . l l
r e q u i r e d
J a l e . A i r i l i e a l
r e i | u i r e n i e u t
t i n t e c o n s u mh l g
Ac c e p t a n c e
t o i nvol ve
a r e I h e e f f e c l i v v
f o r e x a mp l e , b e I h e
me s known a s
of a c c e p t a nc c
or not t hey
a n d p e r h a p s
t he t eam, i l
me mh e r ,
or ga ui s a l i o n .
. xgani s at i on.
t hese pr os e i s
pr or . - s s l l i o s e
i s i n vo l v e d ,
up i n t he i r
ma j o r l y
l u d e d pu r e l y
I he q ua l i t y of t he l e a m s e l e c l e d.
p a r s o f I h e
o b j e c t i v e s .
a n d d e c i s i o n s
of I h e l e a m.
o f p l a n n i n j ;
s o n i o r
of t he s l i . i l e g y
ma n a g i - n i e n l
s e l e c l i u n
l o b e i mp o r t a n !
o f e x e c n l i v e s an d i d e n t i f i c a
wa s k e y
on " Or g a n i s a t i o i i . i l
i n i t i a l l y
i s e , e ve n l o r l w o d a y s p e r
u l i v e s a m c e r n e d
Th e l hr v
b e n e f i l s
i n U- l p i n g
t h e i r c a r e e r a mb i t i o n
me mb e r s b e c a m e
l o r e l a s e
Ml S e x . v n l i v i - .
are o b v i o u s l y e v l r c me l y
a r e lw o
an y n e c e s s a r y d i a g r a ms ,
da l a n n x l e l s
l o r t h e r e n ml i n
g
PfaNnA^g ( t t M rVwfcr :
:
i vi l l v a i y wi l l t l h e s i / . c o
( a c t o r i s I h e
o f
p r o c e s s .
a n d
t e a m i s
pe opl e
wh o ha s
s y s l c m f o r t h a
be

i s e s s e nl i a l I h a t l h e
if not
l i l i s i s
I h e s| >e i l i c al i on ol a
.
:
. l i s. us s i on s ,
. l i ar es .
t h e y c a n
n w k e .
aiul ilt y
a ml have:
I SI
)
s ki l l s .
.
a nd s l a f f .
t o a n a l y se
i n
l l n- MI S di r t o r , w a s
o l
.
( b r e e
a s h e
b a l k e d a t
wt v k .
we r e ,
t h a t wo t i l d
t he m i n t l i e u
s
t l i e s n i o r us er
l e a m !
s
lu l p t u l , Ini l mu c h
:
e. g.
.
g
induslry
number
Making
lakes
ments), thus
This
Ihose where
inlo
maji>r

Iheir
manual
Ihe
llie
though
walls ol Ihi s room
At

tools al so

group
Isa
such
Before
ofsuch things as
152
between
especialty

Strategk:
Summary
and defnition
descriptions SUMMAR
Strategic planning for the role of IS/IT
deciding
decide on whal
is lo be slrm
Ihingsis:
standard interview record formal reuuired?
issue, and despite a
planmng tools and brigadesof
siralegic
Thosewhofollowa
The most
yes) Whal is to
?
A lypical combination
1 Alignmentof
of priorities
2 Competitive
a good word processor for
a spreadslieel
a tool
provide data dictionary
definilions
a prinling "wliiU-board",
and combaling tbreats
the strengths
3 Building a rationalised
4 mproved
COSt/benefil
a payback is difficult
workshop
They share as a characterislic
resource, and ihat
Physical
such, and not
chapler has focused on the planning process, and emphasised
the very [east,
usual to keep lists
company struclure charl.s and process models)
for easy reference.
The amounl ni
team members
micro-compulers,
informalion
Ihe continuous
praclical and cultural mechanisms
communicate
facililaling
business and IT.
Experience
place al Ihe
ralionalisation and consolidaron
discussions, is usually
planning process room mufl besecureat
locking away of such sensitive material.
Il
it a Succes
There is no "ideal" approach lo IS/ITslralegic
and prinling whiteboards, flip charts of factors thal could be
be COnducive
with snior
own offices. This
1 Using
external advisersthey
and Ihe
reduced likeliliood creativity,
the executive 2 Gaining the enlhusiasm,
recording facililies are al han managemenl.
1 ow
is |
muchdetail
treferable
exccutives,
systems
hasshown
the "best" people
on t he
lured, .e.
may
Ihere is still
lo ha
Ihat
use of any
informatioa
connected.
is toberecorded
be recorded aboul
there needs to be one room
pa^r wor k
choose todo
a need for full-lme
ve rooms set
lo a good inlerview. It is intinitely
can be held
developmenls, is slill
advantage Ihrough
cases for long
infonnation
nature
ntelligence
genuine
the mosl
available fiom
uf
l
;
or
each major
text
lo capture the
cnsul ta
IS/IT wih Ihe
IS/IT,
term
Ihe
I nrmation
business
automatcd
it wishes lo record and how Ihis
example, il
from each
business actvily
and simple
for drawing
facililies
of major
rawoutputof
dedicated
perinanenlly
generated tends
somediagrams
secretarial
collected, both
highly confidential and sensitive.
aside for
preferable
physieally
is preferred for three main
is away from "lodayV'
plethora of melhodologies,
nts willing to propel
relatively
planning processdoso
commonly
business, and the imparta!
by exploiting
and flexible platform
budgeting and resourcing
or infrastructure
the basis Ihat
and teclmology
of t hal
throughout
lasting and produclive
effectivesiralegic
siralegic business unil
across Ihe
planning but
considerad critical
business, IS
provide Ihe invaluable
business, the IS/IT relevance
commilmenl
of data
tool, t he
UH>1
tems n t he
t o
in Ihe SIS
sought after
in llie
mus
a n?
level,
whole
none
Systems Plannin
and adivines, interview
objectives
team niust
nformalion
is importan!
inlerview?
(normally (he
and data
diagrams
for matrices
flow diagrams and data modela; normally such
for the recording of
diagrams
meetlgsand
Facililies
to the team.
and tables and diagrams of general inters!
on the
be immense. I-ven
themselveson
assistance
from desk research and Irom
Therefore, Ihe
night, or facililies provided for
discussions, equipped
etc., and arranged so
if meelings,
away from
reasons:
of interruplio
problems
era is accepted
aulomated
organisatbns
in its infancy.
wilhvariousaimsin
are expressed
deterniination
for developmenl
opportunites
external business environmenl,
of the organsalion
for the futuro.
and an abilily to dovelop
developments, or
to define.
informalion is a key
be managed
as an overhead.
process (for example ensuiim>
pul in place to capture and
the business and IS/ITenviron-
partnerships
IS/IT planning
with appropriale
organisation.
Iherearea
for its success
functon,
knowledge ol
and above flll the
of which can be derived from a methodology
and involvement of top
g
resulte
.
to kuow
jnswor is
could be:
s
Il is
(e.g.
.
with
as lo
n
d
153
Y
as a
view.
as:
.
using
.
as
Ihat
s
:
Ihe
.
Wlson,
Sullivan, C 11. ( 1986)
lop issne?- for IS
I'arkcr,
Ledeier,
fiysU'ins
Lederer,
slralegic
Lederer,
Koblt-r
(all-is, l i .
Harl. M. (. (1993)
Harl, M. J. (1989)
el el o
enients
dei uand
I >
4
154 sihitv>;it:
3 Gellin g
business an d S/R '
culture an d Ihe
Selting objectives
tailoring
analylical
lnsuring
backs them,
elementeapplications,
applicalion
(he pur pose.
Success is then
mcel i n g the objeclives
conduclmg
having
having the recommcndal i ons
RKFKKENCE
Brancheau,
management, MISQuaiterly,
Maiianemeiil
linglowood
Approaehes
exporience
|)., Mn.ili.
lechnolonv?
management issucs
Unit (1990)
A. L and Mendclow,
polential o inoimalion
A. L and Sethi, V. (1988)
pl.inning
A. I.. and
Selhi,
'I'. and Id
managers
Slralegic l'lanning
leclutology.
An evohitionary
planning, Infontuilioii
T. i > (1989) The iinplemcntalion
UK compaa:
Management,
the wor k
Matmgemtnl, Imin-rinl
the approaeh
ef i ci cnl l y,
College, London
V. 11989)
a
to meet
|* >i Moho 111.11
I l nw Urilisli
(ISDN
Pl Ual b
in MR.-
Intormation
ll i orough
consisleni
these,
mcel i ng (he
prioril ies
ugemenl,
s|>eedil y
the r ecommendat i ons aeeopt ed
). C. and Wi -llicrbo,).
to slralegic intoiiii.ilion
execuliven
Kegainiiig
0-9316016-0-1).
incthodoto^ics,
in plannin,;,
linden, M
UK, ]ourml
( hat t l i e
i n 21
i n I he mi d 1990s, fotirital
Tile
(1988)
Insiiuie (1984)
aims and hai 1 iers
Systems
under sl andi ng
envi r onment s,
with expori ence
empl oyi ng
busi ness bel i eves
busi ness deman d
etc. and
in ormali on
and wi t h
by sni or
C. (1987)
Slralegies/or
sy.sl.-n->
UK Companics,
Y. and Speaiing,
|>erceivo
of Informal
Control of IT Investiiieilts
A. I.. < 1988) Convfndng
mplenit-'ntalion
MIS Quarlerly,
IMamalton,
Managing
of liiformalion
Management product!vity
Slntlegy:
of informalion
losuccess.
i l s
acl ual l y
Key isnucs
L. (199-1) Copi ng
IIM-
ion
lop
ul
informa (ion
new logic
Intenta! tonal our nal
Plannin
o the inluru.il
the business i mperati vos a n d
real sl i mul i dr i vi ng pl anni ng.
and mat ur l y,
a mi xture
and creati vo Uvhniojues
ovvn recommendati ons
by geari ng
suppl y
management
demonstral ed
ent husi as
managemen
ii npl ei nentet
in inormalion syslem
Informal ion rnlmolo^t/,
planning:
MIS Quarlerly,
with intormatio
key i norniati on
Talniotogy,
- A H/mdkookfor
management o tli
systems, MIS Quarlerly, IX'cember.
slralegic inoimatio
Scptember.
1 june.
systems in 1987:
Technology,
and Informal
Uvervii -w
redefines slralegic system
The Lxcaithv'
systems strategies in
of Informal ion
g
nul ex terna l
an d
o
.
and
alt Ihe
el-
by:
m
t
l
S
s
March.
l'ivulice 1 l all ,
Cliis, NJ.
17(1).
n
system s
9(3).
Snior UK
e
n
Ihe
3.
io n
reporl.
s
fotirnal.
9.