Information Systems Planning Chapter 4 Information Systems Management

Information Systems Planning Chapter 4 Information Systems Management in Practice 8 th Edition © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura

Outline & Objectives l Introduction l l Why is planning so difficult? The Changing World of Planning l l Traditional Strategy-Making Today’s Sense-and-Respond Approach © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -2

Introduction l Why do we need IS planning? l l l We need IT in our modern organizations but yet we “throw our hands up” because IT changes so fast! Can we keep up? Is it worth it? How to resolve this apparent paradox? © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -3

Introduction l We need a plan! l l Stating the direction in which you want to go and how you intend to get there Develop a view of the future that guides your decision-making today © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -4

Levels of Planning © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -5

Why Planning Is So Difficult l Alignment of strategic business Goals and systems plans l l CIO not in inner circle Technologies are rapidly changing l Is planning even relevant? l l Continuous planning (monitoring, adjustments) “Built to Change” © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -6

Why Planning Is So Difficult 1. Companies need IT portfolios rather than projects l Portfolio planning is sophisticated l l 2. Projects must be evaluated beyond individual merits Fit with other projects is crucial Infrastructure development is difficult to fund l l IT investments grossly expensive Constant pressure to keep up with industry? © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -7

Why Planning Is So Difficult 3. Responsibility needs to be joint l Commitment from multiple stakeholders l 4. Organizational culture l 5. Can extend organizational boundaries Top-down versus bottom-up Piecemeal versus Integrated change © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -8

The Changing World of Planning l l Evolution of strategic IS planning along with rapid change of Internet-driven technologies. Traditional style of planning no longer viable l l Command control IS as a support function “Lifecycle” (static environment) Still need long-range vision but with flexibility and creativity © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -9

The Changing World of Planning The Changes in the world of planning 1. The future is less predictable l 2. Time is running out l 3. Disruptive Internet-driven innovations (e. g. Amazon. com) Speed is of the essence IS does not just support the business anymore l How can IT influence new ways of working? © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -10

The Changing World of Planning The Changes in the world of planning 4. Top management may not know best l Need a shift in planning approach from “insideout” to “outside-in” l Start with the customers and front-line employees FIGURE 4 -3 Outside In Strategy Development © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -11

The Changing World of Planning The Changes in the world of planning 5. A business organization is not like an army l Sense-and-respond approach © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -12

Microsoft Case example: Sense-and-Respond l Diversification and expansion strategy l l Relentlessly explore different software technologies and business opportunities Always an eye on the competitive environment Windows and PC, MSN portal, mobile devices and apps, Xbox, business solutions etc. Latest challenge (February 2008): Bid $44. 6 billion for Yahoo! to compete with Google © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -13

The Changing World of Planning The Changes in the world of planning 6. Let strategies unfold rather than plan them l Deng Xiaoping’s words of wisdom l 7. Step by step; agility; heuristics Formulate strategies closest to the action l l Strategic development should start from the “organizational edges” (front line) Outside-in approach © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -14

The Changing World of Planning The Changes in the world of planning 8. Guide strategy making with a “strategic envelope” l l Myriad of strategic options and opinions (especially with outside-in approach) Need central guidelines from top management to prevent anarchy (mess) l l Set parameters Open and regular communication © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -15

The Changing World of Planning The Changes in the world of planning 9. Be at the Table l l l 10. IS executives have not always been involved in business strategizing Make it available for people to hear, read, or discuss CIO must make their departments credible Test the future l l Fund for experiments Research organizations/technology groups © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -16

The Changing World of Planning The Changes in the world of planning 11. Put the infrastructure in place l l l Most critical IT decisions are infrastructure decisions How to create and maintain common consistent data definitions Mobile commerce standards among handheld devices E-commerce security and privacy measures Operational platform; ERP and SCM © 2009 Pearson Education, Inc. Publishing as Prentice Hall Edited by: Raneem Qaddoura 4 -17