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Queensland Government Enterprise Architecture
Current state: strategic landscapeDigital and ICT strategic planning framework
Final
October 2018
v1.0.0
OFFICIAL - Public
QGEA OFFICIAL -Public Current state: strategic landscape
Document details
Security classification OFFICIAL - Public
Date of review of security classification
October 2018
Authority Queensland Government Chief Information Officer
Author Queensland Government Chief Information Office
Documentation status Working draft Consultation release Final version
Contact for enquiries and proposed changesAll enquiries regarding this document should be directed in the first instance to:
Queensland Government Chief Information [email protected]
AcknowledgementsThis version of the Digital and ICT strategic planning framework was developed and updated by Queensland Government Chief Information Office.
Feedback was also received from a number of agencies, which was greatly appreciated.
CopyrightDigital and ICT strategic planning framework
© The State of Queensland (Queensland Government Chief Information Office) 2018
Licence
This work is licensed under a Creative Commons Attribution 4.0 International licence. To view the terms of this licence, visit http://creativecommons.org/licenses/by/4.0/. For permissions beyond the scope of this licence, contact [email protected].
To attribute this material, cite the Queensland Government Chief Information Office.
The licence does not apply to any branding or images.
Information securityThis document has been security classified using the Queensland Government Information Security Classification Framework (QGISCF) as OFFICAL - Public and will be managed according to the requirements of the QGISCF.
Final | v1.0.0 | October 2018 Page OFFICIAL - Public
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PurposeDigital and ICT strategic planning is part of a continuous cycle of policy, planning, implementation, evaluation and improvement and should ideally be conducted at the same time or as close to the agency’s business planning. Where this is not possible or the agency has already finalised its business strategic plan, it is necessary to understand the agency’s strategic direction against which the digital or ICT strategy or plan should be aligned.
This guideline describes how to classify, map and analyse the relationships between the vision, objectives, strategies and key performance indicators of the agency.
AudienceA practitioner in the context of this guideline can include one or more of the following roles:
Digital and ICT strategic planners Agency and service strategic planners Workforce planners Enterprise architects Business analysts.
GatherThe information related to the agency’s vision, objectives, strategies and key performance indicators may already exist and can be documented or generated from business planning activities. If this is the case, documenting these strategic elements may be a simple transcription exercise. However, in an agency where this information is not readily available or is not available at the level required to describe the business strategic direction, it will be necessary to generate it through interviews or workshops. The information should then be validated with key stakeholders of the business areas. In these circumstances, it may be also necessary to engage assistance from the business strategic planning unit within the agency.
In large agencies where there are many business strategic documents to be considered, it may be necessary to extract and analyse only those strategic elements of the business
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The activities in this guideline will provide the practitioner with an agreed understanding of the business strategic direction against which the digital and ICT strategic direction should be aligned.
QGEA OFFICIAL -Public Current state: strategic landscape
strategic direction that are relevant to the business area conducting the planning activity and/or within the scope of the planning activity.
Locate any existing documentation on the agency or business area, vision, goals, objectives and strategies. The following documents may be useful in identifying objectives as they contain the formal measurements on which the agency is required to report:
Agency Annual Report; Agency Ministerial Portfolio Statement; Agency Strategic Plan; and Agency business plans. Whole-of-government strategies and plans.
Identify the vision for the agency or business area and record and map the relevant objectives, key performance indicators and strategies in a register or diagram.
Suggested attributes for a business direction register to support the digital or ICT planning process include:
Planning unit name Vision Objectives Strategies Key performance indicator Name of source document.
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It may be useful to prepare a hierarchical diagram of the agency or business unit’s business strategic documents.
A sample Business direction register is provided in the Resources section of this guideline.
QGEA OFFICIAL -Public Current state: strategic landscape
ClassifyClassification of objectives and strategies is useful to better understand the strategic direction of the agency or business area and ensure objectives address many areas of strategic intent (e.g. focus on customers vs focus on efficiency or financial performance).
Many organisations adopt a balanced scorecard approach. The Treacy-Wiersema value-discipline classification model can also be used to analyse overall strategic intent of the agency or business area.
MapBefore conducting any mapping activities, the practitioner should engage with the business planning unit, the enterprise architecture unit or other business stakeholders within the organisation to identify which elements relevant to the planning engagement may have already been mapped.
Mapping identifies the relationship between the objectives, strategies and key performance indicators.
At the strategy layer, recommended mappings include: Objectives to key performance indicators Objectives to strategies Strategies to key performance indicators.
It may be useful to use mapping tools to document the relationships between the strategic elements. Alternatively, tables can be used, however diagrams may be more effective when presenting information to business representatives.
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Further explanations of the Balanced Score Card and Treacy-Wiersema value-discipline classification models can be found in the Resources section of this guideline.
Refer to the guideline Enterprise architecture mapping in the Resources section of this guideline for more information on the mapping of objectives, key performance indicators and strategies.
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AnalysisAnalyse the classification of the business objectives and strategies and identify those areas of strong strategic intent in the agency or business area (e.g. customer versus efficiency or financial performance).
Analyse the level of consistency between the classification of objectives and the classification of strategies. For example, do the strategies align or reflect the overall strategic intent of the organisation identified through the classification of the various elements?
Analyse the mappings to identify those objectives that are significant (e.g. supported by many strategies and key performance indicators) as well as identify any gaps.
Identify any objectives or strategies that may directly impact or relate to the digital or ICT planning engagement or its outputs. Redefine the scope of the planning activity choosing the objectives, strategies and key performance indicators that are most relevant. This will support a more focused data collection activity.
Discuss any strong strategic themes and apparent gaps in the mapping of business objectives, strategies and key performance indicators with the business planning unit and other business representatives.
Next stepsConfirm the findings of the analysis of the business strategic direction with the sponsor or alternatively include your findings as part of the digital and ICT strategic planning workshops and interviews. This will give the sponsor and the business representatives the opportunity to confirm the business strategic direction.
Providing a summary of the strategic intent of the organisation is an effective way to set the scene for the digital and ICT strategic planning workshops.
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If an agency or business area has a strong focus on the the customer experience, do the strategies also demonstrate a customer focus that will enable the achievement of that objective.
When conducting planning workshops with the agency or business area, it is a good idea to ensure that the agenda, results of analysis, points for discussion and planning activities have been endorsed by the sponsor.
QGEA OFFICIAL -Public Current state: strategic landscape
Resources
Resource Link
About the balanced scorecard
Balanced scorecard Australia
Business direction models
Download - https://www.esmgrp.com/strategy-map-template-thanks-0-?submissionGuid=63e8444a-c73b-49be-9ee2-4a7a422ee877
Business direction mapping
Nil
Business direction profiling tool
Nil
Mind mapping and relationship tools
Coggle
Tracey & Wiersema value discipline model
The enterprise advocateToolshero
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Why not engage with the marketing and communications unit or strategic planners in your organisation to develop a simple but engaging method for presenting the strategic intent of the organisation or business area?
