Stakeholders of strategic information systems planning

Tomas Benz

Information Management
The effective management of information resources ( (internal and external) of an organization through the ) g g proper application of information technology. A more detailed proposal* embodies
information systems planning and policies, and information systems organization. the control of information resources

the planning, organization and control of information resources

Tomas Benz,

28.08.2010

Page 2

information systems planning (ISP)

management task which is concerned with integrating information systems considerations into the corporate planning process and with providing a direct link between this and, e.g., information technology acquisition decisions and the applications development process.

Challenges of ISP (1)

entails definition of the IT infrastructure
data. application. systems and telecommunications pp y architecture under future organizational conditions.

This is the technical challenge of ISP leading to

technology investment decisions (databases, computers, network

Challenges of ISP (2)

Identification of IT potential for improving organizational competitiveness, in line with g p environmental circumstances and organizational strengths/weaknesses.

Challenges of ISP (3)

managers should identify the risks and resourcerelated implications associated with alternative plans. p p This demands a view of organization development. This is the implementation or change management challenge of ISP.

Challenges of ISP (4)

ISP should focus on the issues of synergy. i.e. information resources, which are of most value to people occupying different posts in the corporation when designed as a centralized resource. Experience has suggested that corporate level ISP also requires the design of the IS organization structure and control processes i a renewal of IS t t d t l i.e. l f management practice. This is the reconstruction challenge of ISP ISP.

Representation of SISP
the process of identifying a portfolio of computer-based applications that will assist an organization in pp g executing its business plans and consequently realizing its business goals. Conversely, SISP can also entail searching for applications with a high impact and the ability to create an advantage over competitors. d t tit

Main Tasks of Managers

identification of IT/IS opportunities, in line with current strategy gy decision-making concerning IT investments and IS management practice according to opportunities and constraints control of the IT/IS strategy implementation process and further evaluation and comparison of strategy outcomes

SISP needs
increased managerial learning i.e. we need information management education (IME) for participants in the g ( ) p p SISP process; and increased interaction and co-operation between different managers and managerial groups.

Information Management Education

integrate learning of new SISP knowledge during p planning activities: g enable communication and interpretation of new SISP concepts: and use and control that SISP learning.

SISP as a political group process

Individuals and organizational sub-units form groups When individuals form a group the following qualities group. can be recognized members of the group have at least one common motive or objective Members create a set of group norms during group interaction a set of stable roles emerges and mutual relationships emerge. A group creates a pattern of basic assumptions , p y g group invented, discovered or developed by a given g p as it learns to cope with its problems of external adaptation and internal integration

Stakeholders in SISP

Adm = Administration R&D = Research and Development P/I = Production Department I. P/II = Production Department II. S&M = Sales and Marketing F&A = Finance and Accounting

Stakeholders in SISP
top managers. user managers and IT/IS managers.

Stakeholders analysis
should be executed in the context of environmental and cultural factors. Managers do not plan in a closed room. But learn from previous experience experience. With no cultural context the reconstruction and implementation challenges of SISP could easily become ignored.

Conclusion
Information Management Strategy is a plan which requires the wide participation and agreement of the p parties involved. Access to this kind of phenomena is not available without a deep understanding of the organization and p g g the living processesofSISP. In order to be effective such a strategy should be a gy manifestation of current and, especially, future IS development needs and objectives. These objectives should be planned in an environment of mutual understanding. However, organizational, cultural and political factors affect and even destroy IS planning efforts.

Tomas Benz

28.08.2010

Page 17