Plan Development
Translate the selected strategic options into an approved strategic plan, encompassing high-level IT goals, programmes, timeframes, manpower planning, skills development, and long-range technology planning. Outline programme ownership, business goals, business value/benefits, and an outline business case at the programme level.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Plan Development at each level of maturity.
- 1Initial
- Practice
- Start to translate selected strategic options into IT programmes and activities on a reactive basis.
- Outcome
- Less change of priorities may occur regarding IT investments.
- Practice
- Start to have informal discussion and decision-making processes in place as these drive IT Strategic Planning.
- Outcome
- Some records of discussions, options or decisions relating to IT strategy may exist.
- Practice
- Start to ensure long-range IT capital budgeting serves as a rudimentary IT strategic plan.
- Outcome
- Plans may be less technology-led and links to business rationale are not as explicated
- 2Basic
- Practice
- Use a basic process to translate Strategic options into programmes for the most important IT domains.
- Outcomes
- A good quality translation of options into programmes will be achieved for the most important IT domains.
- The rudimentary nature of the process (e.g. lack of a decision audit trail) may result in a lack of clarity at a later stage in development.
- Metrics
- Options included in programmes as % of total option population.
- # of programmes derived from option selection process.
- % coverage achieved: IT domain / business unit / external business partner.
- Practice
- Develop basic IT strategic plan and disseminate amongst key IT function stakeholders.
- Outcome
- A document of record exists for IT strategy for key domains, and is available to senior IT function staff.
- Metrics
- # of people on the strategic plan circulation list: IT function / other business units / business ecosystem stakeholders.
- # of post-publication review meetings.
- Practice
- Develop outline business case statement and supporting documentation for key programmes.
- Outcome
- Provisional funding and resource plans will be informed by the content of the IT strategic plan.
- Metric
- Furnish the outline business case statement and supporting documents for key programmes.
- 3Intermediate
- Practice
- Use prescribed process to review, select, combine and translate Strategic options into a set of strategic programmes.
- Outcome
- A set of IT programmes is developed representing IT's view of the best mix between what's technically/commercially feasible and business needs.
- Metrics
- Options included in programmes as % of total option population.
- # of programmes derived from option selection process.
- % coverage achieved: IT domain / business unit / external business partner.
- Practice
- Secure IT strategic plan approval and disseminate highlights amongst key IT function and other business unit stakeholders.
- Outcome
- All key IT function and some business unit stakeholders are appraised of the key points of the IT strategic plan.
- Metrics
- # of people on the strategic plan circulation list: IT function / other business units / business ecosystem stakeholders
- # of post-publication review meetings.
- Practice
- Prepare outline business case covering all programmes that comprise the IT Strategic plan.
- Outcome
- A clear record exists of all major assumptions underpinning the IT strategic plan.
- 4Advanced
- Practice
- Engage closely with all relevant business entities in converting selected strategic options into co-authored IT programme plans.
- Outcome
- The business ownership of the IT strategic plan is emphasized, leading to enhanced collaboration during the plan delivery phases.
- Metrics
- Options included in programmes as % of total option population.
- # of programmes derived from option selection process.
- % coverage achieved: IT function / business unit / business ecosystem stakeholder.
- Practice
- Review the IT strategic plan in accordance with an agreed timetable.
- Outcome
- The plan is regularly tested against reality and adapted to reflect changes in the environment as well as assumptions that prove inaccurate.
- Metrics
- # of people on the strategic plan circulation list: the IT function / other business units / business ecosystem stakeholders
- # of post-publication review meetings.
- Practice
- Anticipate reaction of all parties to delivery of programmes that comprise the plan, and develop a high-level change management plan.
- Outcome
- The chances of programmes being successfully implemented are enhanced.
- 5Optimized
- Practice
- Ensure the IT strategic plan is aligned and in some cases synchronized with the strategic plans of the business ecosystem.
- Outcome
- Deployment time for strategic initiatives is reduced and key external alliances and relationships are enhanced.
- Metrics
- Options included in programmes as % of total option population.
- # of programmes derived from option selection process.
- % coverage achieved: IT domain / business unit / external business partner.
- Practice
- Share and co-develop, where appropriate, elements of the IT strategic plan with the business ecosystem.
- Outcome
- A more streamlined implementation of joint or highly partner-dependant strategic initiatives occurs.
- Metrics
- # of people on the strategic plan circulation list: the IT function / other business units / business ecosystem stakeholders
- # of post-publication review meetings.
- Practice
- Flag key plan assumptions relating to industry dynamics and establish change sensing mechanisms.
- Outcome
- The task of keeping the plan 'current' and aligned to industry developments is facilitated.