Strategic Information Systems CBSM4203 TOPIC 6: IMPLEMENTING INFORMATION SYSTEM STRATEGIC PLAN. Implementation of IS strategic plan. IS planning is merely the process which produces an IS plan.
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An IS strategic plan is the outcome of an IS strategic planning study.
An IS vision statement (similar to a business vision statement) is a written expression of the desired future for information use and management in an organisation, which creates the context within which people can make consistent decisions.
There is no preferred or standard format for documenting IS strategic plans.
Individual IS plans can differ greatly in their content and how they are organised, as well as in their level of detail.
As IS planning must be understood by the senior managers, it is important that IS plans should include an “executive summary” written using non-technical terminology and in a style that is meaningful to the general executive.
IS plans should include minimum technical jargon, specialised terminology should be clearly explained, and acronyms should be spelled out.
As IS planning involves technological details which must be understood by the senior managers, it is important that IS plans should include an “executive summary” written using non-technical terminology and in a style that is meaningful to the general executive.
A team of experts, internal or external to the organisation, form a project team to take care of a project identified in the strategic IS plan.
Usually composed of IS experts and staff members from the accounting and administrative functions, the project team is responsible for developing the IT infrastructure or information systems as recommended.
Today, outsourcing activities play a crucial role in the implementation of strategic IS plans.
The idea of requiring internal IT personnel to do IS or ecommerce planning, formulate strategy, develop and maintain the systems proposed, and operate and manage their own computer systems is not always feasible.
Organisations are increasingly outsourcing some or all of these strategic IS tasks to external companies.
IT sourcing is defined as a significant contribution by external vendors to the physical and/or human resources associated with the entire or specific components of the IT infrastructure in the user organisation.
IT outsourcing is not a new concept. In fact, the outsourcing of computer hardware and systems software, such as operating systems and DBMS, is a longstanding practice.
IT departments also purchase end-user software such as spreadsheets and word processors because there is no reason to reinvent tools.
If the trend towards IT outsourcing continues, what are the long-term implications for in-house IT departments? In other words, what will happen to the in-house IT departments as organisations outsource their IT activities?
IT outsourcing is certainly a growing trend. In 1996, for example, the Standard Chartered Bank outsourced its IT functions in Hong Kong and South-East Asian countries, including Indonesia and Singapore.
The most obvious implication of IT outsourcing is that in-house IT departments will become much smaller, as most of the IT functions are outsourced.
Lack of top management support and involvement in IS strategic planning has been a frequent reason for the failure of IS planning. Suggest reasons why top management may not support and/or not get involved with IS strategic planning.
Top management may tend to distrust people who believe that better information and more formal systems will lead to better decisions.
Top management may feel threatened by the organisational changes implied by an IS strategic planning study. A typical reaction of top management to innovation, and the organisational change that goes with it, is to avoid it.