©. Glick here to print and return to previous page Strategic 3ystems Planning - Methodology Sophos Sunday, July ‘1, 2005 Strategic Systems Planning (SSP) is used to study an organization's information needs, identify strategic ‘opportunities and develop a plan to address those information needs. Strategic sy:tems planning is always performed with an organization's senior management and is not undertaken .1s an end in Itself. The objective is to create action by implementing the Strategic Systems Implementation Plan. To be truly effective, the Strategic System Planning project must be owned and directed by the organization executive and not by the IS department. There are several factors that are key toa successful SSP project. ‘Scope ‘The Strategic Systems Planning methodology is applicable to any organizational unit. Depending on the organizational structure, the organization could represent a branch, department, division, company, or group of corapanies. Strategic Systems Planning is concemed with examining the entire organization, determining the strategic systems required by the organization, and developing a plan to implement the strategic systems. Due to the significant changes that are addressed as part of Strategic Systems Planning, the Change Management methodolog/ is an integral part of any SSP project. ‘The Project Management methodology is also required to ensure the successful delivery of a SSP project. ‘As part of the Strategic Systems Planning project, the current business functions are examined, and ‘opportunities for improvement are identified. ‘The Strategic Systems Implementation Pian identifies new systems prcjects to satisfy the business functions. Some projects may require Business Process Engineering (BPE) to identify and design the specific improvements, before any development projects proceed. The implemantation plan, developed to address the strategic opportunities identified, includes high level plans for change management, business process engineering, technology deployment and software ‘deployment as well as the definition of strategic systems projects and a recommended implementation schedule. In order to realize the benefits identified during the Strategic Systems Planning project, it is very important to keep the Strategic Systems Pian up to date. ‘Comparison of SSP to EWAS ‘The Enterprise Wide Architecture Strategy (EWAS) methodology is also a planning methodology. It is an architectural based, technology planning methodology focused on providing a durable and flexible solution technology ‘tamework. A comparison of EWAS to SSP is provided: re eres!EWAS AND SSP COMPARISON rar ar awe Sty Has an obj sctive of providing a technology architecture which will be open, flexible, and Has an objective of providing a technology capable of reacting to and addressing new architecture which will support the development system requirements based on an unpredictably J or automation of currently-identified business changing Eusiness and technological processes in a logical, well-planned sequence. environment. Has requirments to provide dramatic results in a short time ‘rame to maintain the enterprise's ‘competitive position in the global economy. Has requirements to provide significant return-on- investment over typically a span of several years. Is mote focused on establishing a technical 1s more evenly focused on all aspects of the xvironme to enable aplication development | irigmmation chology as Assumes «| relatively unpredictable environment. | Assumes a relatively predictable environment. ios on neon oom Confirms existing business models, assuming that the enterprise has the knowledge. Seer aera cae coeenn ae 1s more costly if the technology platforms are bul be part of he project Is usually less costly. | Critical Success Factors Strategic Systems Panning (SSP) is undertaken to develop a Strategic Systems Implementation Plan. The Objective ofthe pian is to take action to implement the Strategic Systems identified during the SSP project. To ensure the action plan is implemented: ‘+ The Strategic Systems Implementation Plan must be action oriented, and the actions must be meat urable. ‘+ The SSP project must be owned and directed by the user community. Ideally the project director shou d be recruited from the organization's executive. The IS department should not be the driving force behind the SSP project. + The organization must have a business plan. + Key decision makers must participate in the SSP project. This participation must be structured and ‘cons stent throughout the project. ‘+ The '3SP project must achieve the proper level of detail. At too high a level of detail, the plan will give nsufficient direction and will be of low value to the organization. At too detailed a level, the Project will ose sight of the overall picture, take forever to complete, and will probably be invalid ‘since: itis too early in the life cycle to make detailed decisions. Remember that the life cycle is iterative, and there will be opportunity later in the process to complete the detailed analysis and make the cetailed decisions. + The ‘Strategic Systems Implementation Plan must be a total plan for the organization to support its business. This implies that key people who are required to make it a success must have participated cooperatively in generating these plans.‘+The pian must be flexible enough to accommodate the management culture, management philos aphy, existing investments and management style. This is especially important in order to be ‘succe ssful in obtaining commitment to proceed. + The SSP project must have the technology expertise required to develop a solid technology platform. However, technology expertise does not guarantee success. ‘+ The SSP project must focus on quality rather than quantity. ‘The Strategic Systems Implementation Plan developed during the SSP project must be refreshed ‘annul to ensure the plan remains achievable and strategi Benefits of Strategic Systems Planning «The szategic systems planning process provides many benefits to the organization. The process: ‘+ Enables senior management to view the enterprise in terms of key business functions and data. ‘= Identiies information and systems needed to support the business priorities. + Establishes a technology platform and a framework for information systems development. + Anchors system development to business plans. + Sets priorities and expectations for systems projects. STRATEGIC SYSTEMS PLANNING - READING LIST CSC Index. 2001. Critical Issues of Information Systems Management for 2001. Cambridge, Mass.: CSC Index. ‘An annual report containing the resus of a survey that CSC conducted with top information systems executives in North America and Europe. It contains an excellent report on how corr orations rank their top information management system issues, direct their information budgets, rant: application areas, and regard emerging technologies. Davis, Stanley M. 1987. Future Perfect. Reading, Mass.: Addison Wesley Publishing Company. ISBN: 0- 02.0111513-1 A quick study on staying ahead of the wave. Gartner Greup/Forrester Research/Giga Information Group Reports. ‘The Gartner Group, Forrester, and Giga produce applicable research reports that may provide