Sake Holders of Strategic Information Systems Planning

8/3/2019 Sake Holders of Strategic Information Systems Planning

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a e o e s o s a eg cinformation systems planning

Tomas Benz


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Information Management

The effective management of information resources(internal and external) of an organization through the

proper application of information technology.

A more detailed proposal* embodiesinformation systems planning andpolicies, and

information systems organization.

the control of information resourcesthe planning, organization and control of informationresources

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information systems planning (ISP)

management task

systems considerations into the corporate planningprocess and

with providing a direct link between this and, e.g.,

the applications development process.


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Challenges of ISP (1)

entails definition of the IT infrastructuredata. a lication. s stems and telecommunicationsarchitecture under future organizational conditions.

This is the technical challenge of ISP leading to

technology investment decisions (databases, computers,network


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Identification of IT potential for improvingorganizational competitiveness, in line withenvironmental circumstances and organizationalstrengths/weaknesses.


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managers should identify the risks and resource-related implications associated with alternative plans.This demands a view of organization development.This is the implementation or change management

challenge of ISP.


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ISP should focus on the issues of synergy. i.e.information resources, which are of most value topeople occupying different posts in the corporationwhen designed as a centralized resource.

Experience has suggested that corporate level ISPalso requires the design of the IS organizations ruc ure an con ro processes .e. a renewa omanagement practice.

.


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Representation of SISP

the process of identifying a portfolio of computer-basedapplications that will assist an organization inexecuting its business plans and consequentlyrealizing its business goals.

Conversely, SISP can also entail searching forapplications with a high impact and the ability to createan a van age over compe ors .


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Main Tasks of Managers

identification of IT/IS opportunities, in line with currentstrategydecision-making concerning IT investments and ISmanagement practice according to opportunities and

constraintscontrol of the IT/IS strategy implementation processand further evaluation and comparison of strategy

outcomes


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SISP needs

increased managerial learning i.e. we need informationmanagement education (IME) for participants in theSISP process; and

increased interaction and co-operation between

different managers and managerial groups.


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Information ManagementEducation

integrate learning of new SISP knowledge duringplanning activities:enable communication and interpretation of new SISPconcepts: and

use and control that SISP learning.


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SISP as a political group process

Individuals and organizational sub-units form groups

.can be recognized

motive or objective

during group interaction a set of stable roles emergesand mutual relationshi s emer e. A group creates a pattern of basic assumptions -invented discovered or develo ed b a iven rou as

it learns to cope with its problems of externaladaptation and internal integration


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Stakeholders in SISP

Adm = Administration = P/I = Production Department I.

P/II = Production Department II.

F&A = Finance and Accounting


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Stakeholders in SISP

top managers.

and IT/IS managers .


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Stakeholders analysis

should be executed in the context of environmentaland cultural factors.Managers do not plan in a closed room.

.

With no cultural context the reconstruction and

become ignored.


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Conclusion

requires the wide participation and agreement of thearties involved.

Access to this kind of phenomena is not availablewithout a dee understandin of the or anization and

the living processesofSISP.In order to be effective such a strate should be amanifestation of current and, especially, future IS

development needs and objectives.These objectives should be planned in an environmentof mutual understanding.

However, organizational, cultural and political factorsaffect and even destroy IS planning efforts.


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28.08.2010Tomas Benz Page 17

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Sake Holders of Strategic Information Systems Planning