Issp Guidebook

Info r m a t i o n Systems Strategic Planning

GUIDEBOOK

I S S P G U I D E B O O K

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This guidebook on Information Systems Strategic Planning was prepared by the Associates in Rural Development (ARD) through the support provided by the United States Agency for International Development (USAID) under the Terms of Contract No. 492-0471-C-C00-5089-00 for the Governance and Local Democracy (GOLD) Project. This guidebook was subsequently revised by the National Computer Center – Field Operations Office (NCC-FOO) to conform to the provisions of NCC Memorandum Circular 03-02 issued on July 31, 2003 and previous MCs.


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Introduction 5 Chapter I: Information Systems Strategic Planning Overview 6

What is an Information Systems Strategic Plan? What is an Information Systems Development Plan?

Why does an office need an Information Systems Strategic Plan? Premises of Information Systems Strategic Planning Framework of Information Systems Strategic Planning

Chapter II: Information Systems Planning Project Organization 9

Overview of Information Systems Planning Project Organization What is Information Systems Planning Project Organization? Purpose of Information Systems Planning Project Organization Steps in Information Systems Planning Project Organization

Formulate Project Objectives and Scope Set the ISSP Objectives Set the ISSP Scope

Organize the Core Project Team Core Project Team Composition

Core Project Team and TWG Tasks Formulate Project Implementation Strategy and Plan Secure Management Commitment

Chapter III: Assessment of the Agency’s Organizational Strategy 16

Overview of Organizational Strategy Assessment What is Organizational Strategy Assessment?

Purpose of Organizational Strategy Assessment Steps in Organizational Strategy Assessment

Gather Relevant Documents Organization’s Mission/Mandate/Objectives/Goals/Plans, etc. Strategic Thrusts and Programs Functions of the Organization Organizational Structure Current Annual Budget Graphical Description of its Operating Environment Present IT status of the organization

Present Concept of Operations and Beneficiaries Identify Problems for Possible IT Solutions Surface Management Priorities Review with Management

Chapter IV: Assessment of Information Technology Options 20

Overview of IT Options What is Assessment of IT Options?


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Purpose of Assessment of IT Options Steps in Assessing IT Options

Present/Discuss IT Trends Trends Options Recent Developments Summarize Functional and Corresponding Information Requirements that Require IT Support Develop Alternative IT Solutions Strategies Assess Alternative IT Solutions Formulate IT Objectives Review with Management

Chapter V: Formulation of Information Systems Development Strategy 27

Overview of Information Systems Development Strategy What is Information Systems Development Strategy?

Purpose of Information Systems Development Strategy Designing the Information Systems Architecture

Identify the Information Systems Design the Conceptual Framework of the Identified ISs Design the Physical and Logical Network Layout to Support Identified ISs Describe the Salient Features of Each IS Describe the Impact of the ISs Describe the IS Inter-Linkages Describe the IS Development Strategy Identify Databases Required Determine the Computing Scenario

• Stand-alone or Independent Systems • Networked Systems

- Local Area Networking (LAN) - Wide Area Networking (WAN)

LAN Computing Scenarios • Centralized • Centralized-Distributed • Open System • Client-Server

LAN Advantages and Disadvantages Choosing Your Computing Scenario

ICT Strategy for Public Access Identification of IS Plan Resource Requirements ICT Resource Requirements Identify Hardware Required Determine Software Required Present ICT Resource Map Per Office Present ICT Services Requirements Identify ICT Manpower and Organizational Requirements Staffing and Manpower Present the Existing and Proposed IT Organizational Structure and

their placement in the organization Identify IT Training Needs Other Resource Requirements


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Information Systems Implementation Strategy

Over-all Time Frame • Prioritize the IS to be Developed • Phasing of IS Development

Investment • Estimate Cost

Determining Performance Parameters/Critical Success Factors for ISSP Review with Management

Chapter VI: Information Systems Projects Planning 44

Overview of Information Systems Projects Planning What is Information Systems Projects Planning?

Purpose of Information Systems Projects Planning? Steps in Information Systems Projects Planning

Converting Information Systems Development Strategy into Multi-Year Projects

Defining Project Components • Objectives • Scope • Resource Requirements

Outlining Steps After Adoption of ISSP Monitoring the ISDP Monitoring the ISSP

Review with Management


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The 21st century is an era of sweeping changes. It is an era marked by scientific and technological breakthroughs. It is an era where Information Technology plays an extremely vital role in practically all areas of human existence. Along with this realization is the acknowledgement that, in this day and age, IT holds the key to the success of any organization. However, the advancement of an organization will depend much on the proper management and use of this vital and invaluable resource. Thus, the need for appropriate planning.

Information Systems Strategic Planning (ISSP) is an activity geared towards this end. It is a powerful scheme for ensuring that an organization’s resources are properly utilized and its long-term goals are met. Ultimately, ISSP seeks to improve an organization’s productivity and delivery of services. This guidebook was prepared purposely to aid all government entities, namely local government units (LGUs), state universities and colleges (SUCs), national government agencies (NGAs), as well as government-owned and controlled corporations (GOCCs) in the formulation of their respective ISSPs. This could serve as a reference material as it outlines the details of the different processes involved in the preparation and development of an ISSP and the annual Information Systems Development Plan (ISDP), both of which are requirements of the National Computer Center and the Department of Budget and Management.


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What is an Information Systems Strategic Plan? n Information Systems Strategic Plan (ISSP) serves as a framework for the organization’s effort to computerize its operations. It shows the organization’s intention to use information technology (IT) to help realize its vision, mission and goals.

Generally, the formulation of an ISSP is aimed at directing IT application towards “mission-critical, public-service-sensitive, development-management-supportive and revenue-generating areas of the government” as well as accelerating computerization in national and local government agencies. It provides answers, from the IT perspective, to the following questions:

• Where is the organization now? • What resources does it have? • Who are its beneficiaries? • What are the needs of its beneficiaries? • Where does the organization want to go? • What does it want to achieve? • How would the organization get there? • Over what time frame will the plan be? • How will the organization finance the plan?

As a whole, the ISSP embodies the organization’s overall strategic plan for the development and implementation of information systems, the use of IT and the corresponding resource requirements over a fixed long-term period (planning horizon). It is a natural component of the organization’s planning process and should be considered a tool to ensure IT application in strategic areas of government concern and map out its IT direction.

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What is an Information Systems Development Plan? An Information Systems Development Plan (ISDP) embodies the organization’s plan of action for the year. It is derived from the ISSP, outlining details specifically on immediate information systems requirements as well as required IT resources. The ISDP shall be submitted to the National Computer Center annually as a basis for monitoring IT acquisition vis-a-vis target accomplishments for the year.

Why does an office need an Information Systems Strategic Plan? An office needs an information systems strategic plan to:

• Align information systems strategy with its vision and mission; • Uncover areas in the office where information technology can be used as a strategic

resource to improve processes and provide solutions to certain problems; • Serve as a basis for performance and for gauging the impact of the use of IT in the

office; • Communicate to the organization the importance and concerns of the use of IT; • Rationalize the organization’s IT expense; • Optimize IT investments; • Integrate the implementation of programs for computerized information systems; • Allow for phased implementation of IT efforts while ensuring integration; • Set priorities for office projects requiring for the use of IT; and • Ensure the application of IT in strategic areas of the organization to greatly enhance

the delivery of public service.

Premises of Information Systems Strategic Planning Information Systems Strategic Planning proceeds from at least two basic premises, namely:

• The ISSP serves as the strategic plan of an office; and • IT serves as a tool for addressing the problems of an office, not a cure-all strategy.


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Framework of Information Systems Strategic Planning

I. IS PLANNING

PROJECT ORGANIZATION

II. ASSESSMENT

OF THE AGENCY’S ORGANIZATIONAL STRATEGY

III. ASSESSMENT

OF IT OPTIONS

IV. FORMULATION

OF IS DEVELOPMENT STRATEGY

V. IS

PROJECTS PLANNING


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Overview of Information Systems Planning Project Organization

What is Information Systems Planning Project Organization? nformation Systems Planning Project Organization is the first phase of the ISSP process, which paves the way for the actual planning itself. It is officially initiated by the head of the organization. In this phase, the planning team defines the terms of reference and spells out the activities of the IS planning project which include defining the scope and objectives of the ISSP, identifying the organizational support mechanisms for undertaking the project and securing management approval and commitment.

Purpose of Information Systems Planning Project Organization IS Planning Project Organization is done to:

• Bring the IS Planning project to the attention of the organization; • Get authorization for the activities; • Establish the project team that will oversee the IS Planning project; and • Identify and address issues and concerns that might affect the actual planning activities.

Steps in Information Systems Planning Project Organization The basic steps in IS Planning Project Organization are:

1. Formulate project objectives and scope; 2. Organize the core project team;

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3. Formulate project implementation strategy and plan; and 4. Secure management commitment.

1. Formulate Project Objectives and Scope Prior to the formulation of the project objectives and scope, the legal basis for the project must first

be established. This shall be initiated by the head of the organization by way of an office order explaining why the project is needed, authorizing its activities and creating the organization for it, among other things. This move is undertaken to give a specific mandate to the IS Planning project.

Once the project’s legal basis is in place, the designated IS Planner, along with the organization’s IS Management Advisory Committee made up of the organization’s top executives, then takes the next step in the IS Planning Project Organization phase by setting the objectives and scope of the ISSP and linking them with the strategic programs and thrusts of the organization. They shall have the following functions:

• Set the strategic direction for computerization in the organization; • Update the ISSP whenever there are changes in the organization’s mandate or priority; • Act as executive sponsor for the organization’s ISSP; and • Formulate policies or strategies necessary to launch and sustain the organization’s IT

program.

A. Set the ISSP Objectives

An important step in the IS Planning Project Organization process is the setting of the objectives of the ISSP that will seek to serve the vision and mission of the organization. To set the objectives, the team must be aware of the scope and quality of service desired, the policy requirements, the organizational deficiencies and such other considerations. The objectives should seek to address all these.

The statements on what the plan aims to accomplish must be clearly defined. The ISSP objectives can be grouped by planning areas rather than by random list such as: • Service - refers to the act of performing a task or an action for another. For an organization,

service is directed to its internal and external clients. The internal clients are the persons within the organization while the external clients are those from outside that are being catered to by the organization. For instance, in the case of LGUs, external clients refer to the citizens within its jurisdiction.

For example:

- To provide fast, reliable services to the constituents of the organization in a timely, responsive and cost-effective manner.


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- To provide support for all areas where IT can be applicable.

• Policy - refers to rules and regulations, guidelines, or orders that are set and agreed upon by persons within the organization.

For example:

- To establish a policy in the procurement of IT resources.

• Information Technology – refers to the totality of the means employed to systematically collect, process, store, present and share information. It encompasses computers, telecommunications and office systems technologies, as well as the accompanying methodologies, processes, rules and conventions.

For example:

- To encourage the expeditious development of information systems that will help provide the delivery of services to the clients of the organization.

- To maximize the use of existing IT resources.

- To integrate existing and proposed information systems into an organization-wide management information system.

- To conduct periodic system reviews

a. Hardware – refers to the electronic components, boards peripherals and equipment that make up a computer system as distinguished from the programs or software that tell these components what to do.

For example:

- To encourage resource sharing through computer-based networks.

- To continue to upgrade and expand existing hardware to accommodate the growing data processing and information needs of the organization.

b. Software – a set of instructions to computer and its peripheral equipment to execute a command or process data. A software may be an operating system, a development language, database management system, network management software, set of computer tools and utilities, or an application package.

For example:

- To provide system software support for integrated processing.


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- To support user-friendly systems.

c. Communications – refers to the means of sending and receiving massages through a medium.

For example:

- To emphasize data communications in the design of future information systems.

- To implement more effective and modern approaches in verbal written and visual communications.

d. Office Automation – a method or system of using electronic equipment, such as word processors and computers, in the operations of an office.

For example:

- To encourage office automation to increase personnel productivity.

• Organization – a group of persons formed as or into a whole consisting of interdependent or coordinated parts, especially for harmonious or united actions.

For example:

- To create a unit that will manage the information systems.

a. Personnel – individuals who compose an organization.

For example:

- To recruit and retain outstanding individuals with good IT potentials.

- To improve the quality of MIS professionals through career development.

b. Management – refers to the act of handling, directing or controlling.

For example:

- To provide decision-support to management.

- To promote the management of information resource at all levels of the organization.

• Operations – an act or instance, process or manner of functioning or carrying out activities.

For example:


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- To provide sufficient operational capability to achieve acceptable response times.

• Standards and Procedures – a set of fixed instructions or steps for accomplishing out usually routine operations.

For example:

- To develop and implement the standards and procedures necessary to create the framework for information systems development and maintenance, and effective interaction of users.

B. Set the ISSP Scope

The scope of the ISSP expresses the following:

1. The time frame or coverage.

The shortest is three years and the longest is five years. The time frame rests on the activities that the organization wants to do, its capability to do them, and the resources available. Some other factors may be worth considering like fast-changing technology and, in the case of LGUs, the remaining years in the term of the incumbent LGU officials.

2. The departments and offices covered by the ISSP

• Identify the offices directly involved in the project within the set time frame.

3. The functional areas addressed by the ISSP, which may include, among others, the following:

• Fiscal Administration • Public Records Management • Law Enforcement and Monitoring • Health and Social Services • General Public Services • Education, Culture and Sports • Economic Enterprises • Human Resource Management and Development • Infrastructure • Agricultural Services • Environmental Services

Since the ISSP cannot address these areas all at the same time, the IS Planning core

project team would have to decide on which to include first in the coverage. It may choose first those functional areas whose computerization:


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• Can be done or achieved within the set time frame; • Can yield quantifiable or measurable impact; • Can be achieved with minimal constraints; • Will stress the strength of the organization and offset its weaknesses; and • Will contribute to the revenue generation function of the organization.

2. Organize the Core Project Team The next step is to organize the IS Planning core project team. The head of the organization

designates the officials and personnel within the organization to compose the team.

A. IS Strategic Planning Core Project Team Composition

At least three members may compose the team, headed by the head of the organization or his designated representative. Heads of appropriate offices or organizational units may sit as members.

The team may call itself by any name of its choice. For example, ISSP Management Committee; ISSP Steering Committee; etc. It is important for the team to organize its technical working group (TWG) whose members need to have:

• Good knowledge of IT; • Familiarity with the organization; and • Commitment to work full time for the project.

B. IS Planning Core Project Team and TWG Tasks

The IS Planning core project team performs the following tasks:

• Sets policies and makes major decisions regarding the project activities; • Provides direction and guidance to the TWG; • Monitors the progress of the project implementation; and • Formulates new approaches and devises ways to speed up project implementation.

The TWG performs the following tasks:

• Gathers and compiles relevant data and documents, conducts surveys and interviews and does research on the project;

• Participates in the compilation and documentation of data and documents; • Does analysis; and • Reports to the IS Strategic Planning core project team on the status of the project.


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3. Formulate Project Implementation Strategy and Plan This stage outlines the strategies necessary to carry out the overall objectives of the project. The

work program includes the detailed activities, the time to complete each activity, the expected output or result and persons responsible for each activity. It is presented in table format in Figure 1.

ACTIVITY OUTPUT/RESULT RESPONSIBLE PERSON/S

RESOURCES NEEDED

START DATE

END DATE

4. Secure Management Commitment Having laid down the project scope and objectives and identified the organizational support

mechanisms for undertaking the project, the next step is to secure the full support and commitment of management. This is particularly necessary at the initial phase of the planning process to ensure greater success of the project.


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Overview of Organizational Strategy Assessment

What is Organizational Strategy Assessment? rganizational strategy assessment is the process of gathering, compiling and evaluating

data on the current status of the organization in relation to IT. The IS planning TWG performs the assessment after the objectives and scope of the ISSP have been approved.

Purpose of Organizational Strategy Assessment Organizational strategy assessment is done to:

1. Align and integrate the ISSP with the overall direction of the organization; 2. Establish the linkage between the organizational strategy and the IS strategy; 3. Address critical problems of the organization; and 4. Control redundancy of data, rationalize expenses on IT, and reduce maintenance cost.

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Steps in Organizational Strategy Assessment It takes at least five steps to do organizational strategy assessment.

1. Gather Relevant Documents To ensure the availability of all data necessary for assessing the agency’s organizational strategic

plan, this step is to be undertaken by the project team with assistance from key personnel in the organization. Among the facts to be gathered are:

• Organization’s Vision/Mission/Mandate/Objectives/Goal/Plan

Note: Vision and mission statements are normally available in every organization. In case they are not, the IS Planning Project Team need to come up with a proposal and have it validated by all concerned.

• Strategic Thrusts and Programs

• Functions of the Organization

• Organizational and Functional Structure

• Current Annual Budget

• Graphical Description of its Operating Environment (showing linkages withwith its clientele, stakeholders, beneficiaries and other organizations/institutions whether in government, private or non-government institutions that greatly help/contribute in the attainment of the agency’s mission, vision and mandate.)


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Present the IT status of the organization, which includes the following:

- Description and quantity of existing hardware and other equipment; - Software in use and not in use, licensed or not; - Hardware and software requiring upgrade; - General IT profile of the organization; and - Total IT expenses of the organization including salary and training on IT.

2. Present the Organization’s Concept of Operations and Beneficiaries Using the data and information gathered in the previous activity, describe how the organization operates vis-a-vis its mandate and objectives. The TWG will likewise specify and describe the organization’s beneficiaries or clientele and the various ways by which the organization services them. This can be based on the functional areas that have earlier been identified during the setting of the project scope.

3. Identify Problems for Possible IT Solutions At this level, the IS planning project team will pinpoint issues and concerns affecting the organization or its beneficiaries that can possibly be addressed by information technology approaches. Some examples are low collection of taxes for fiscal administration and no effective monitoring of projects for infrastructure.

To aid in the identification, the following may be taken into consideration:

• What hampers the achievement of the organization’s vision and mission?


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• What holds up the implementation of the computerization program?

4. Surface Management Priorities Having identified the issues and concerns affecting the organization as well as its beneficiaries or clientele, the IS planning project team, in consultation with management, will now determine which particular problems or issues will be given greater weight or priority for possible IT solutions. Prioritization is done based on the problem’s impact on the attainment of the mission and goals of the organization, for instance in terms of revenue generation or service delivery, among others.

5. Review with Management The final step in the organizational strategy assessment phase is to review the results of the previous activity with management to confirm the latter’s approval and support for the project.


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Overview of IT Options

What is Assessment of IT Options? ssessment of Information Technology options is a process of evaluating the problems

identified in the previous chapter that require IT support vis-a-vis the current IT Trends and available IT solutions.

Purpose of IT Options Assessment Assessment of IT options is done to: i Discuss current IT trends; i Determine appropriate IT support to information requirements; and i Assess and identify appropriate IT solutions from given alternatives.

Steps in Assessing IT Options Assessing IT options takes at least six steps, namely:

1. Present/discuss current IT trends; 2. Summarize functional and corresponding information requirements that require IT

support; 3. Develop alternative IT solutions strategies; 4. Assess alternative IT solutions; 5. Formulate IT objectives; and 6. Review with management.

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1. Present/Discuss IT Trends

The following trends and options in Information Technology may be worth taking into consideration in the course of IS Strategic Planning: Trends Falling Prices

Price per instruction executed or per byte of data stored has been noted to tumble substantially.

Since 1988, PCs have given the industry more revenue than mainframes. This trend, however, results in a dramatic increase in the number of micros in

organizations and produces a considerable overall increase in the organization’s IT budget.

Improved Hardware Characteristics

Reduced in size Decreased in environmental requirements Improvement in reliability

Increase in Raw Computing Power Power, in terms of: millions of instructions per second (MIPS), random access memory (RAM), high resolution monitors, multi-tasking operating system, multi-processors, and graphical user environments, of today’s microcomputers would have staggered commentators of twenty years ago. It should be stressed, however, that even with such advances, the effective/optimal utilization of that power is important. Increase in Storage Capacity Magnetic disks, CD ROMS, and optical disks with capacities from hundreds of megabytes to several terabytes are now available for microcomputers. Concern is, however, focused on capabilities for managing these vast quantity of information. Increase in Diversity Now, there is a considerable range of hardwares and softwares to choose from. All this diversity, however could compound the problems of interconnecting incompatible hardware and software.


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Increasing Functionality and Flexibility A tremendous increase in the range of tasks and applications using IT is made possible with the developments both in hardware and software technology. However, this has to be set against the drawbacks of increased complexity. Two of the fast emerging IT trends falling hereunder are Electronic Data Interchange (EDI) and electronic commerce.

1. Electronic Data Interchange • The interchange of standard formulated data between the computer application

systems of trading partners with minimal manual intervention. • It allows companies to exchange business documents through direct computer-to-

computer linkages.

2. Electronic Commerce • allows buying and selling of goods and services through the Internet, especially the

world wide web

Increase in User-Friendliness

To achieve widespread acceptance, IT applications must be easy to use from the point of view of an inexperienced end user.

This, however, exacts its price on the hardware resources to support sophisticated interfaces, that is, greater hardware capability is required.

Improved Connectivity

Increased ability to electronically link machines and software packages has greatly amplified the benefits and opportunities derived from the use of IT.

This may, however, result in the lowering of the organization’s defenses, exposing it to significant security risks.

Options Fund Sourcing

BOT Foreign assistance Budget


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Reengineering vs. Streamlining

Effectiveness/Client Orientation Significant Cost Saving/Revenue Increase

Centralized vs. Decentralized IT Unit

Organizational Rapport New Functionalities

Centralized vs. Distributed Computing

Acquisition Cost Maintenance Cost Organizational Impact Sustainability of Technical Skills Disaster Recover Facility

Proprietary vs. Open Systems Technology

Vendor Independence Connectivity Third Party Software

Automating vs. Innovative Computing

Strategic Impact Organizational Reengineering

Outsourcing vs. In-House Development

Project Definition Project Control Availability of Expertise and Resources

Other Recent Developments

Electronic-Commerce

Electronic commerce is the buying and selling of goods and services among trading partners and between suppliers and customers through the use of computers and telecommunications, more specifically, through the Internet.


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Business through the Internet is gaining ground because the Internet allows global reach at affordable cost. It provides direct interaction with clients and suppliers and replaces routine, expensive, usually slow-paced trading with immediate, online transactions with gratifying results.

E-commerce is being adopted by many as a strategy to survive in the present fiercely growing competitive marketplace because it enables them to establish their presence online and become an equal player in a level playing field.

ICT Outsourcing

ICT Outsourcing is the practice of contracting out or selling the organization’s IT assets, people and/or activities to a third party supplier for monetary payments over an agreed time period.

The current administration favors ICT oursourcing because it has been proven cost effective to delegate ICT services to professionals/experts rather than spent money and time to train personnel for the purpose. Furthermore ICT outsourcing is one strategy to involve the private sector in governmental ICT efforts.

ICT outsourcing services and activities include: Data Transcription/ Data Conversion/ Image Scanning, Programming (development, maintenance, enhancement), Implementation (integration, deployment), Management (change management, problem management), Network Management, Operations/Data Center (help desk, professional support, hosting).

Application Service Providers (ASP)/Internet Data Center (IDC)

Application Service Providers are organizations that manage and deliver application capabilities to multiple entities from a data center across a WAN. These and related organizations like the Internet Data Centers, have emerged recently with the popularity of electronic commerce.

Whereas ASPs take care of managing and delivering Internet-based applications, IDCs provide webhosting and databanking support.

Computer-based Training (Computer Assisted Instruction, Edutainment)

CBT, which is a not so new technology, utilizes available computer technology to maximize education. CAI and Edutainment(combination of education and entertainment) as recent offshoots of CBT, make use of multimedia, the Internet, real-time interactivity and even artificial agents to promote and encourage learning.

Simulation and Virtual Reality

The recent emergence of artificial intelligence, artificial life and unconventional, soft computing techniques has opened up a whole new world of exploration. Running on super-computers, AI allows for the “What If” questions regarding the birth and evolution of the galaxy, the interplay of genetics, etc. asked several times in the past to be conjured to near precise detail.


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Virtual reality and Alife, which are specialized subfields of AI, explores artificial agents and gives one the feeling that one is inside and involved in a program.

NETmeeting and Collaboration

With hi-speed Internet service and advancement in tele-video technologies, users today can communicate and collaborate with other users in real-time over the Internet or an intranet. Application sharing, as an extension of Netmeeting, allows everyone to view an application on one participant's computer. Collaboration takes this one step further and allows other users to actually control the shared application. The keystrokes and mouse actions of the remote user will affect the shared application on the machine that it is running on. With collaboration, the dream of working at home is now becoming a reality. Short Messaging System(SMS) and Wireless Application Protocol (WAP)

Recent popularity in the use of mobile phones gave rise to the Short Messaging System(SMS) and its many applications. SMS is a method of sending or receiving written messages on the screen of a phone handset. Messages can only be up to a maximum length of 160 characters. Owing to the ease, convenience not to mention cheap cost of sending SMS messages, many applications nowadays employ SMS features, i.e. inquiry requests and responses can be obtained and sent immediately from mobile phones.

WAP brings SMS to a higher level by allowing not just text but graphical and even multimedia Internet access on handheld digital wireless devices such as mobile phones, pagers, two-way radios, smartphones, and communicators. As a communications protocol and an application environment, WAP can be built on any operating system including PalmOS, EPOC, Windows CE, FLEXOS, OS/9, JavaOS, etc. It provides service interoperability even among or different device families.


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2. Summarize Functional and Corresponding Information Requirements that Require IT Support

Based on the presentation of the IT trends earlier, consider the identified problems for possible IT solutions discussed in the previous chapter.

Match the functional and corresponding information requirements with the appropriate IT support, with efficiency and optimization of IT resources in mind.

3. Develop Alternative IT Solutions Strategies

For every identified problem for possible IT solution, it is wise to consider other alternatives. This way, an objective and better solution can be properly identified.

4. Assess Alternative IT Solutions

After considering other alternatives, assess the different solutions for every identified problem for possible IT solution. The assessment can be made based on a certain criteria. You can come up with your own criteria, but normally, cost, ease of implementation and time are considered foremostly.

5. Formulate IT Objectives There is a need to formulate the overall IT objectives to provide a clear direction for the organization in the implementation of the plan. This can be done by focusing on the identified strategic areas of concern. The SMART (Specific, Measurable, Attainable, Realistic, Time-bound) rule is also useful in this process.

6. Review with Management Before moving further, the planning team must first go over with management the results of this phase to ensure that everything is amenable to them.


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Overview of Information Systems Development Strategy

What is Information Systems Development Strategy? S Development Strategy is the means of generating and directing resources to develop ISs that serve the shared goals of the organization. As such, it tells you where you are going insofar as IS development is concerned, and how to get there. It also defines the technical requirements of the IS that the organization seeks to develop. In short, it sets the direction for the development of the ISs.

Purpose of Information Systems Development Strategy The IS Development Strategy:

• Identifies the mission-critical ISs. Mission-critical ISs are those that have the most bearing in achieving organizational goals;

• Sets IS priorities; • Describes the IS and their linkages; • Maps out the approach of IS development; • Guides the procurement and development of IT resources; • Guides the hiring, placing or development of IT personnel; • Optimizes investment on IT resources; and • Provides input to organizational budgeting.

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Central Connection

Dot-matrix printer

Hub

5 workstations

20 terminalsHub

Hub

Laser printer Laser printer

5 File Servers

Project Management Division

Laser printer

Satellite

VSAT

Microwave tower

VSAT

Service Provider Microwave Node

MIS Group

Product Testing & Licensing Divisions

PDA

Extension Service Division

Finance Division

Modem

Central OfficeRegional Offices

10 workstations

5 File Servers

Router

Firewall

Central Connection

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Service Management Division

10 workstationsHubLaser printer

MIS Group & Field Monitoring DivisionCentral Connection

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5 workstations

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Hub


5 File Servers


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Central Connection

Dot-matrix printer

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5 workstations

20 terminalsHub

Hub


Central Connection

Dot-matrix printer

Hub

5 workstations

20 terminalsHub

Hub


5 File Servers


Laser printer

Satellite

VSAT

Microwave tower

VSAT


MIS Group


PDA


Finance Division

Modem


10 workstations

5 File Servers

Router

Firewall

Central Connection

Hub20 terminals

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Firewall

PSTN

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MIS Group & Field Monitoring Division

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VSAT


MIS Group


PDA


Finance Division

Modem


10 workstations

5 File Servers

Router

Firewall

Central Connection

Hub20 terminals

Router

Firewall

PSTN

Cellphone

Laptop

Modem




5 File Servers

Router

Firewall

Central Connection

Hub20 terminals

Router

Firewall

PSTN

Cellphone

Laptop

Modem




`

OFFICE OF THEGOVERNOR

OFFICE OF THEADMINISTRATIVE OFFICER

ASSEMBLY HALL

OFFICE OF THEBUDGET OFFICER

OFFICE OF THE ACCOUNTANT

HALLWAY

HALLWAY

BA

LCO

NY

BA

LCO

NY

HEAD

HEAD

HUB

HUB

SWITCH

ELEV

CONFERENCE ROOM

CONFERENCEROOM

RECORD'S ROOM

RECORD'S ROOM

RECORD'S ROOM

DN

DN

GOVERNOR'S SUITE

PRIVATEROOM

RECEPTIONROOM

RECORD'S ROOM

HA

LLW

AY

HA

LLW

AY

HEAD

Figure 4.0

SECOND FLOOR PLAN

The 16 Port Switchable Hub located at the Office of theAdministrative and the 24 Port Switchable Hub located at theOffice of the Budget Officer connects all servers and workstationsthrough a category 5 UTP cable. Both Switchable Hubs are thenconnected to the 4 Port Switch which is also found at theAdministrative Office.

Estimated Materials:

1 unit 16-Port Switchable Hub1 unit 24-Port Switchable Hub1 unit 4-Port Switch25 units 100 Mbps Ethernet Card55 pcs. RJ-45 Connector600 meters Cat 5 UTP cable

Designing the Information Systems Architecture In designing the IS architecture of the organization, the following steps must be undertaken:

1. Identify the Information Systems The key processes described in the functional charts of the offices or departments form the major information systems of the organization. The activities that are linked with or supporting the key processes form, in turn, the sub-system of the IS. Identify these ISs and their sub-systems, if any, and then give each an appropriate name descriptive of its functions.

2. Design the Conceptual Framework of the identified IS Present a general or gross design of each of the identified ISs, showing the following:

• The subsystems and linkages (or interfaces); • Sources of data or information; and • The databases to be used.

Most designs use symbols to represent the ISs, the data sources, and the databases; and arrows to show direction or flow of data. An illustration is given in the ISSP Prototype.

3. Design the Physical and Logical Network Layout to Support Identified ISs Draw a graphical representation of existing and planned local area network/s and/or wide-area network/s. Both physical and logical diagrams must be available. Illustrations of both types are shown below:


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4. Describe the Salient Features of each of the ISs In the third step, list the ISs with their corresponding descriptions in terms of purpose, salient features, major information generated, and status. The status could be operational, under development, for development or shelved. See Section III-D of the ISSP prototype for illustration.

5. Describe the Impact of the Information System Describe the impact of the IS on the organization’s key processes. The impact may be on any or all of the following:

• Efficiency (or doing things right); • Effectiveness (or doing the right thing); and • Equity (or doing things fairly), which includes transparency. For illustration, see ISSP

Prototype.

6. Describe the IS Inter-Linkages Describe the owners and users of the identified ISs. IS owners are the offices or units in the organization that perform the major functions or majority of the functions of the IS; they are necessarily IS users as well. IS users are offices or units that have specific needs or use of the IS but they are not necessarily owners of that IS. See Figure 3 for example.

INFORMATION SYSTEM

OWNER USER IS LINKAGES

FUND MANAGEMENT INFORMATION SYSTEM

* ACCOUNTING OFFICE * BUDGET OFFICE * TREASURER OFFICE

* LOCAL CHIEF EXECUTIVE OFFICE * COA OFFICE * PLANNING & DEVELOPMENT OFFICE * SANGGUNIAN

* PAYROLL SYSTEM * ECONOMIC ENTERPRISES BILLING SYSTEM * SUPPLIES AND PROPERTY MANAGEMENT SYSTEM

7. Describe the IS Development Strategy Describe how the IS will be developed and implemented. The possible ways are in-house development, outsourcing or contracting a software developer, purchase of off-the-shelf packages, or grant donations from other organizations. For example:

INFORMATION SYSTEM

DEVELOPMENT STRATEGY

Fund Management Information System

MOA with Negros Oriental Province for Software

Sharing Personnel Management Information System

MOA with Bulacan Province for Software Sharing


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INFORMATION SYSTEM

DEVELOPMENT STRATEGY

Real Property Tax Information System

MOA with Bulacan Province for Software Sharing

Supplies Management Information System

In-house

Property Inventory System

Outsourcing

Project Tracking and Monitoring System

In-house

Geographic Information System

Outsourcing or MOA with Naga City

8. Identify Databases Required From the ISs identified, list per IS the databases to be created. Give a description in terms of contents. See below for example.

9. Determine the Computing Scenario

Common Computing Scenarios

Overall, computing scenarios assume two big classifications, namely: stand-alone or independent systems, and networked systems.

Stand-alone or Independent systems – a computing scenario wherein a computer system runs

an application system or IS independent of other systems. The operating system, application program and database are resident in the same computer and not dependent on other computer systems.

Networked systems – a computing scenario wherein computers, printers and other devices are

C.1. NAME OF DATABASE

Real Properties Database

C.2. GENERAL CONTENTS/ DESCRIPTION

A database of real properties with its classification, evaluation and actual use.

C.3. STATUS

Manual data available but digital form is for development and build-up

C.4. INFORMATION SYSTEMS SERVED

Real property tax system

C.5. DATA ARCHIVING STRATEGY

(STORAGE PRODECURE)

RPT data will be stored in a dedicated file server that is mirrored by a RAID machine. Regular tape backups will be done


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linked together, allowing users to exchange and share information and resources. Networking is classified as follows:

1. Local Area Networking (LAN) – which is confined to moderate sized geographic areas such as one office, building, warehouse or campus. 2. Wide Area Networking (WAN) – which usually consists of a series of complex packet

switches interconnected by communication lines and spans large geographical distances.

A LAN can operate in different computing scenarios, namely:

• Centralized – is networking characterized by:

- One site supplying all information processing - Information integrated at one location - Development of software and control are integrated at one location (see Figure 5)

• Centralized – Distributed – where the database in a central server is divided into disjoint

(non-overlapping) partitions. Each partition (also called a fragment) is assigned to a particular remote site. In this scenario, the data is moved closer to local users and is more accessible.

NETWORK A NETWORK B

Legend : WS - Workstation PGM - Program

WS

Central Server

Data

PGM

WS

WS

WS

WS WS

WS

WS

Central Server

Data

PGM

Central Server

Data

PGM


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Client PC

Client PC

Client PC

Client PC

Server A

Data

Client PC

Client PC

Client PC

Client PC

PGM

Department A

CLIENT PCs send query/present information SERVER retrieves, selects, sorts, calculates, sends only

needed data, locks, secures data

Department B

CLIENT PCs send

query/present information SERVER retrieves, selects, sorts, calculates, sends only

needed data, locks, secures data

• Client-Server – the most recent approach in networking wherein the logic of the application is divided between a front-end computer (called the client) and a back-end computer (called a server). The client generally provides and uses information while the server retrieves, selects, sorts, calculates, sends only needed data and manages the database.

Local Area Networking – Advantages and Disadvantages

The table shows the advantages and disadvantages of LAN.

Advantages Disadvantages

Less memory required for each workstation since the server has the complete copy of the databases, programs and other system files

Network traffic is lesser since only qualified data is passed through the network

Less overhead work for the work stations

Data security, integrity and recovery are well managed by the server which means lesser contamination of data

Needs a well-planned and well-designed

databases

Needs an expert network and database administrator which are getting scarce and expensive to retain


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Choosing your LAN scenario

Choosing your LAN scenario will depend on your organization’s needs, which you may assess, based on the following:

1. Speed – How fast do your users need the data? Remember: The less workstations you

have the faster you can get access to the data. 2. Portability – The ability of the system to shift from one environment to another. Choose

a scenario that will allow your system to run on different environment. 3. Interoperability – Does your chosen scenario give you the ability to communicate with

other computer systems using the same networking protocol or standards? 4. Security – Choose an environment that will provide extensive control on your data

without affecting the productivity of the network users. 5. Cost Performance – your choice should allow you to optimize the use of shared

resources (databases, devices and software).

10. ICT Strategy for Public Access

Describe what information/services/products that the agency can provide to the public, how the public can access such information/services/products and whether such is for free or for a fee. It is also recommended that the proposed strategy for connecting to the Internet be included here.

Suggested strategies for permanently connecting to an Internet Service Provider include, but are not limited, to the following:

• Digital Subscriber Line – this is a permanent digital infrastructure setup between an ISP and a subscriber. Since the line is digital, hi-speed reliable connection is achieved. The manner and rate of payment for use of the line usually varies with the bandwidth availed. The cost of the leased line, equipment and their setup is normally paid at the onset.

• Satellite – Most favorable in areas where telephone infrastructure is unavailable. Satellites are used to transmit and download Internet information to and from the ISP. Though the cost of buying and setting up satellite dish and equipment is quite substantial, people are willing to pay more for high-speed reliable connection. The subscription rate for satellite connection depends on the speed of uplink and downlink, the type of equipment, and whether the subscriber merely receives data or whether it has sending as well as receiving capabilities.

• Dedicated dial-up – recommended in areas where telephone lines are no longer of the analog type and where telecom providers make use of fiber and other hi-speed technologies. Since speeds are lesser than those of DSL and satellite access, the rates are cheaper.


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NUMBER OF UNITS PROPOSED ACQUISITION

ITEM

EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL Work stations 20 10 12 14 36 Servers 2 1 1 1 3 Printers 10 5 6 7 18 Scanners 1 Personal Digital Assistance 1 Multimedia Equipment 1 1 1 Others: (Specify)

Identification of IS Plan Resource Requirements

1. ICT Resource Requirements

A. Identify Hardware Required Make a summary of existing and needed hardware with corresponding detailed specifications. Indicate the number of units corresponding each item of hardware being used. Unserviceable items should not be counted. In the succeeding columns, indicate the number of units you plan to acquire per year. For example:

A.1 Identify Network and Telecommunication Equipment Required Indicate the number of units corresponding each item of network and telecommunications being used. Unserviceable items should not be counted. In the succeeding columns, indicate the number of units you plan to acquire per year.

B. Determine the Software Required Enumerate the network operating system, the development language, the database management software, the network management software, the tools and utilities and software packages that will make up the software components of the identified ISs. For example:

ITEM DESCRIPTION

EXISTING

PROPOSED

A. NETWORKING OPERATING SYSTEM (Available choices are:)

• WINDOWS NT

none

1

B. DEVELOPMENT LANGUAGE

• POWER BUILDER ENTERPRISE LATEST VERSION • VISUAL BASIC LATEST VERSION

none

1 for 4 Users


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ITEM DESCRIPTION

EXISTING

PROPOSED

C. DATABASE MANAGEMENT SOFTWARE

• SYBASE ADAPTIVE SERVER

none

1 for 11 Users

D. SPATIAL DATA MANAGEMENT SOFTWARE

• GEOGRAPHIC INFORMATION SYSTEM

none

1 for 16 users E. NETWORK MANAGEMENT SOFTWARE

• WINDOWS NT LATEST VERSION

none

1 for 16 Users

F. TOOLS AND UTILITIES

• MCAFEE VIRUS SCAN • VISIO 2000

none none

2 2

G. SOFTWARE PACKAGES

• EASY PAY • OFFICE 2000

none none

1 1

H. SPECIAL SOLUTIONS TECHNOLOGIES

• COMPUTER AIDED DESIGN

none

1

Special Solutions Technologies are state-of-the-art equipment and software that enhance the features of an IS. Some of these are:

1. Imaging – microfilms and microfiche 2. CAD – Computer Aided Design for architectural and engineering designs 3. CASE Tools – for rapid systems, database designing and structured programming 4. Bar Codes – for point-of-sale systems and quick items inventory 5. MICR – magnetic identification cathode rays

C. Present the IT Resource Map per Office The resource map of the IS shows where the hardware is in the organization, what kind, and how many are needed. For example:

OFFICE

ITEM

EXISTING

PROPOSED

Accounting Office

* Server * Workstation * Laser Printer * UPS * Hub * Scanner * Modem

* none

* 1 * none * none * none * none * none

* 1 * 7 * 1 * 1 * 1 * 1 * 1


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PROPOSED TYPE

EXISTING YEAR 1 YEAR 2 YEAR 3

Intranet Installation and Deployment

• Dial-up • VSAT

√

√

Information Systems Development • FMIS • PMS

√

√

ICT Planning and Consultancy Services √ √ √ √ Web Hosting Services Data Encoding Services √ √ PC Troubleshooting and Repair Services √ √ √

List down the criteria or basis for the distribution of items, taking into account the jobs or processes performed using the computer. Possible criteria are:

• Transaction type; • Volume of transactions; and • Number of users of the computers.

OFFICE PROCESS USING COMPUTER VOLUME

NO. OF USERS

ACCOUNTING OFFICE

* Process of RAO * Process of Journal Voucher * Posting to Journals * Generate Reports

* 50 RAOs/day * 35 Vouchers/day * 50/day * 10 reports/month

* 2 Clerks * 2 Clerks * 2 Clerks * 2 Supervisors

TREASURER’S OFFICE

* Accept payments * Posting to Journals * Prepare DSCAF and Abstracts *Generate Other Reports

* 150 Receipts/day * 150 Receipts/day * 10 DSCAF and 10 Abstracts/day * 10 Reports/month

* 2 Clerks * 2 Clerks * 2 Clerks * 2 Supervisors

Your list should agree with the IS inter-linkages identified. To get a clear picture of the deployment of IT resources, draw a schematic diagram of the information gathered. See the ISSP Prototype for examples.

D. Present the ICT Services Requirements Indicate the type of ICT services existing and needed. In the “existing” column, check all ICT services currently availed of. Check the year/s when you plan to avail such service. An example is given below:


37

E. Identify ICT Manpower and Organizational Requirements

E .1 Staffing and Manpower List down all plantilla positions performing ICT functions. Indicate the number of positions correspondingly. For column one, enumerate the ICT positions existing in the agency. Refer to Annex A-4 for the list of ICT positions. For each ICT position, indicate the number of filled-up and unfilled position. Correspondingly, determine the number of positions being proposed. Enumerate also all non-ICT positions performing ICT functions. A sample is shown.

E .2 Present the existing and proposed IT Organizational Structure and their placement in the organization.

The positions and the number of items per position, including the actual function, is described in the organizational chart.

Existing IT Organizational Structure (if any)

-None-

NO. OF POSITIONS EXISTING

FILLED-UP UNFILLED

PLANTILLA POSITIONS

ICT NON-ICT

ICT NON-ICT

PROPOSED ICT POSITIONS

Information Technology Officer II 1 Information Technology Officer I 1 1 ITO I Information Systems Analyst III 1 1 ISA III

Computer Maintenance Technician III 1 Clerk III 2 2 CP II

Computer Operator IV 2 Clerk II 2 2 CP I

Computer Operator III 2 CO III Computer Operator II 1 CO II Computer Operator I 1

Clerk 1 1 1 CO I


38

Proposed IT Organizational Structure Example

ICT Unit Information Technology

Officer II

Office of the President/Mayor

Systems Development

Information Systems Analyst III

Facilities Management

Computer Maint. Tech III (Database Admin)

Network Management

Info. Tech Off. I (1) (Network Administrator)

Computer Operator II (1)

Engineer I (2)

Computer Prog. II (2)

Computer Prog. I (2)

Data Controller II (2)

Data Encoder II (5)

GOVERNOR

DEPARTMENT 1

ICT DEPARTMENT DEPARTMENT 2

DEPARTMENT 3

DEPARTMENT 16

Placement in the Organization


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NUMBER OF UNITS PROPOSED ACQUISITION

ITEM EXISTING

YEAR 1 YEAR 2 YEAR 3 TOTAL Eg. Aircon units Eg. Construction/ Installation of : Fiber optics Raised Flooring Roofing Generators

F. Identify IT Training Needs Based on the result of the IT Resource Survey Form, enumerate the IT course classification, the name or description of the IT training needed and the number of target participants.

IT COURSE CLASSIFICATION

COURSE DESCRIPTION NO. OF TARGET PARTICIPANTS

* IT MANAGEMENT * SYSTEMS DEVELOPMENT * PROGRAMMING * DATABASE DESIGNING * SPATIAL ANALYSIS * OFFICE AUTOMATION * HARDWARE MAINTENANCE

* Network Management/Management Training * Systems design and Analysis/Power Designor * Powerbuilder and Visual Basic Programming * Relational/ Structured Database Designing * Geographic Information System * Word Processing, Spreadsheet, Graphics, Internet * PC Maintenance and Trouble Shooting

* 1

* 2

* 5

* 2

* 3

* 5

* 2

G. Other Resource Requirements Under this section, indicate the type of non-ICT resources presently used. Unserviceable items should not be counted. In the succeeding columns, indicate the number of units you plan to acquire per year.


40

Information Systems Implementation Strategy Implementation Strategy serves as the road map of the activities to be undertaken by the organization under the ISSP. The strategy should involve the following: –

• Identification of the activities to be undertaken; • Definition individual assignments and responsibilities; • Setting deadlines or targets; • Listing materials and resources needed per activity; and • Defining the expected output.

An implementation strategy facilitates the implementation process by identifying and organizing the activities necessary to meet the overall objectives of the project based on the different strategies identified above. It ensures the successful use of IT. Strategies on applications development, manpower training, and communication facilities will be mapped out in this stage and the expected outcome at the end of the planning horizon is determined.

A. Overall Time Frame

Having set the time frame or coverage of the ISSP project in Chapter 2, the development of the ISs can now be scheduled within the planning horizon.

Prioritize the IS to be Developed The tough part of IS Planning is setting project priorities, especially when all the offices would want to computerize at the same time. The IS Planning Team must therefore set the criteria for the establishment of priorities. The following are representative criteria:

• Ease of implementation (practical and doable); • Potential to make positive contribution to the organization’s cash flow; • Potential to provide competitive advantage; • Interdependence of ISs; • Legal mandate (for example, the Local Government Code of 1991 mandates LGUs to

establish a standardized and computerized Accounting System.); • Impact is quantifiable and measurable; and • Minimal constraints in implementation (allows for “quick victory’ or “small win’ to, say,

elicit support from management and organization)


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Phasing of IS Development The phasing of IS development depends on the IS priorities chosen, which in turn calls for identifying the activities and resources to support them.

In phasing IS development, it is also important to check the following:

• Reality of the organization’s procurement system -- how long does it take to procure

equipment (from preparation of the purchase order to delivery of items)?; • Schedule of budget release; • Peak and low periods of organizational activities; and • Number of available personnel in the organization involved in the IS development.

B. Investment Based on the identified priority ISs and implementation schedule of IS development activities, estimate the total required investment per IS. Some cost factors to consider are the following:

• Hardware and software • Development of software • Facilities • Data conversion activities • Training • Salaries and other remuneration

Format of Information Systems Cost Estimates

ITEM

AMOUNT HARDWARE TO PROCURE

SOFTWARE TO PROCURE

IT PERSONNEL NEEDED

IT TRAINING NEEDS

OTHERS

TOTAL >>


42

Review with Management To ensure greater success of the project, it is best that the strategies formulated above be carefully reviewed with management.


43

IInnffoorrmmaattiioonn SSyysstteemmss PPrroojjeeccttss PPllaannnniinngg

Overview of Information Systems Projects Planning

What is Information Systems Projects Planning? nformation Systems Projects Planning consists of those activities that secure authorization for the ISSP, monitor and evaluate ISSP implementation and update the ISSP when necessary. It also paves the way for the preparation of the annual ISDP.

Purpose of Information Systems Projects Planning The purpose of IS Projects Planning is to establish the mechanics for ensuring that the ISSP is implemented according to budget and schedule.

Steps in Information Systems Projects Planning

1. Converting Information Systems Development Strategy into Multi-Year Projects Having already identified the major IS development activities to be undertaken as well as the different strategies for accomplishing them, the same will have to be further broken down annually. This entails translating the IS development activities into projects, each project having its own implementation schedule within the planning horizon.

C h a p t e r

6


44

2. Defining Project Components For each of the IS projects, the following have to be clearly established so as to provide a general direction for the IS project implementation:

• Objectives – define the goals of the IS project, what it specifically hopes to achieve as far as the organization’s ISSP is concerned.

• Scope – state the overall coverage and limitations of the IS project.

• Resource Requirements – specify the resources needed for the project implementation which may include, among others, hardware, software, manpower, IT training, etc.

3. Outlining Steps After Adoption of ISSP Having laid out every detail for the implementation of the organization’s ISSP, determine the next steps that the organization will take after the ISSP has been adopted. This will set the general direction toward which the organization must be steered after the ISSP implementation. Most plans get shelved because no team or body takes the role of monitoring and evaluating plan implementation. For ISSP implementation, the ISSP project team, preferably with the assistance of its TWG, extends its function to monitoring and evaluating ISSP implementation until an IT unit is created. Part of its functions may include mapping out monitoring and evaluation activities, identifying gaps and bottlenecks, presenting solutions, or updating the ISSP if necessary.

A. Monitoring the ISDP An annual assessment of accomplishments vis-a-vis the ISDP targets shall be prepared by the organization’s IS Planner. The same shall be submitted to NCC to serve as the IS Planner’s basis in the preparation of the organization’s annual report to the National Information Technology Council (NITC) and the Office of the President.

B. Monitoring the ISSP At the end of each year, the organization’s IS Planner shall likewise prepare a report on the cumulative accomplishments of the annual ISDPs as against the organization’s targets within the entire planning horizon. This report will form the basis for NCC’s recommendations to DBM for the succeeding year’s funding.

4. Review with Management Before making any further step, see to it that the details of the ISSP have been clearly presented to and ironed out with management to ensure the latter’s full support and commitment to the


45

project all throughout the planning horizon. The approved ISSP will then have to be disseminated to the entire organization.