Its that time of year again for many corporations - second quarter earnings announcements and shareholders, stockholders and all employees are wondering “What’s next?, Will we hit our market projections?, Will we get increases and bonuses?” The answer to most of these questions would be readily available IF the corporation had previously developed a Business and Information Systems Strategic Plan. Maybe the time is NOW to get a plan built!
Below you will find 6 “Ways To Screw the Pooch” - things you want to avoid when embarking on the strategic planning endeavor!
1. Development of a SISP is Painful. Do not underestimate the level of explanation required by all participants to get the work done. The process is foreign to them and many will not grasp the value of the end product. Again development of the plan will require numerous meetings and ‘extra’ work to be performed by individuals who are probably all ready overworked.
2. Titles are Bestowed, Not Necessarily Earned. Do not determine membership solely based on title. Make sure current state operational knowledge is present in the membership group. Executives often do not know enough details to correctly identify and measure improvements. They may have outstanding credentials, but do not have a clue on how the business really operates.
3. Sharp Tools are Not Necessarily Found in the Tool Box. Its ok to admit that there may not be enough strategic thinkers or sheer talent in the room. Requesting additional outside subject matter expertise to help develop strategy is a good thing. Asking for help is a very proactive action and will have large dividends in the end product. Be charismatic during the request. Do not point out by name individuals who are not helpful. If they try, they get left alone. If they are disruptive and counterproductive – you need to escalate with detailed, supported facts – offer solutions, alternatives to their participation.
4. Deliverable Design is Difficult. Hopefully the project manager that was selected has provided a prototype document to the team, so that the deliverable design is readily accomplished. However, if this is a grass roots effort the design of the deliverable will be up to the team. Do not believe that team members know what the deliverables should contain or how they should be formatted. Do not allow for much open-ended discussion on approach and design. Produce templates and provide examples in order to contain the discussion. The team can add, change and delete the baseline options. Forward progress needs to be achieved or the initiative will stall out.
5. Work Streams Overlap. Make sure to separate Business area and IT work streams – the level of complexity of the typical IT deliverables will consume much more effort than the business side. Current assessment for ITS application, infrastructure, HW areas has probably little to no documentation. The business areas were typically required to keep their policies & procedures documented for compliance, audit and control reasons.
6. Templates and Prototypes are Vaporware. Conducting interviews without a consistent data collection mechanism – a template of some sort - is asking for a communication disaster. The material collected will need to be analyzed, possibly formally confirmed. If you do not have an organized, consistent approach for controlling and reproducing the data you are screwed. The same goes for the final deliverable prototypes.
Copyright © 2011 Amelia W Wright
More advice and counsel can be found in the Sweet Bitch’s Practical Guides to ITS (Information Technology Systems) - see Ebooks category on this site
Or establish a contact time with AWright for personal guidance on your corporate initiative via the contact tab.
