knowledge management system compilations.pdf

kompilasi knowledge management

1. 3/26/24
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IS, IT, ‘Digital’
•UKAIS defines information systems as the means by whichpeople and organizations, utilizing technology, gather, process, store, use, and disseminate information.
–It is thus concerned with the purposeful utilization of information technology.
•ITrefers specifically to technology, essentially hardware, software and
telecommunications networks. It is thus both tangible (e.g.with servers, PCs, routers and network cables) and intangible (e.g.with software of all types).
–IT facilitates the acquisition, processing, storing, delivery and sharing of information and other digital content.
•an applicationrefers to the use of IT to address a business activity or process.
•‘Digital’ has both IS & IT components
–Imperative to understand how IS will be leveraged and used as well as the IT capabilities to develop digital strategy
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The 3 era -IS/IT Contributions
•data processingto improve operational efficiencyby automating information-based processes;
–Increased by 5 –10 %
•management information systems to increase management
effectivenessby satisfying their information requirements for decision making;
–Less consistent improvement; depends on the managers!
•strategic information systems to improve competitivenessby changing
the nature or conduct of business (i.e.IS/IT investments can be a source of competitive advantage).
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The Changing Role of IS/IT
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Success Factors in SIS
1.External, not internal, focus: looking at customers, competitors, suppliers, even other industries and the business’s relationships and similarities with the outside business world.
2.Adding value, not cost reduction: although cost reductions may accrue due to business expansion at reduced marginal costs, ‘doing it better, not cheaper’ seems to be the maxim.3.Sharing the benefits: within the organization, with suppliers, customers, consumers and even competitors on occasion!4.Understanding customers and what they do with the product or service: how they obtain value from it, and the problems they may encounter in gaining that value.5.Business-driven innovation, not technology-driven: the pressures of the marketplace drove developments in most cases.
6.Incremental development, not the total application vision turned into reality.7.Using the information gained from the systems to develop the business.
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What IS-and IS/IT-or Digital-Strategy?
•Activities directed toward (1) recognizing organization opportunitesfor using IT, (2) determining the resource requirementsto exploit these opportunities, (3) and developing strategies and action plans for realizing these opportunities and for meeting the resource needs. [Boynton & Zmud, 1987].
•Long term, directional plan which decides what to do with IT that is concerned primarily with aligningIS development with business needs and seeking advantagefrom IT. [Earl, 198x]
•Thinking strategically and planning for the effective long-term management and optimal impact of information in all its forms: IS & IT.
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Alignment Business Strategy and IS/IT Strategy
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•Business decisions•Objectives and direction•Change
Business Strategy
•Business based•Demand orientation•Application focused
IS Strategy
•Activity Based•Supply oriented•Technology focused
IT Strategy
Where is the business going & why?
What is required?
How can it be realized?
External & Internal
Factors
Direction for business
Needs & priorities
Supportsbusiness
Infrastructure & service
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Strategic Alignment Model
Henderson & VenkratamanMark Edmead
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From Strategic Alignment to Strategy Co-evolution–Strategic
Alignment Model
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Business drivenTechnology driven
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Why Have an IS/IT Strategy?
… consequences of not having an IS/IT strategy are:
•Systems investments are made that do not support business objectives.
•Loss of control of IS/IT, leading to individuals often striving to achieve incompatible objectives through IS/IT.
•Systems are not integrated. This can also lead to duplication of effort and data leading to inaccuracy and no coherent information resource.
•No means of setting priorities for IS projects/resources and constantly changing plans leading to
lower productivity, etc.
•Poor management information; it is either not available, inconsistent, inaccurate or too slow.
•Technology strategy is incoherent and constrains options.
•Inadequate infrastructure investments made.
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Digital Strategies for the 21stCentury:
The ExternalContext for IS/IT Strategy
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Enabled byor aligns (a)
Provides opportunities or shapes (b)
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Digital Strategies for the 21stCentury:
The InternalContext for IS/IT Strategy
•“IT alone is not enough” –IT advantage is gained by using IT to leverage
intangibles, complementary human and business resources such as organizational
flexibility, integrating business strategy and IS/IT strategy, and supplier relationships.
–Internal firm resources (valuable, rare, inimitable and not substitutable) & capablities
•3 dimensions of IS/IT capability:
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Strategy
•Strategy can therefore be defined as: the direction and scope of an organization over the long-term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations.
•A strategy is established by 3 inter-related processes:–strategic thinking —creative, entrepreneurial insight into the ways the enterprise could develop;
–strategic planning —systematic, comprehensive analysis to develop a plan of action;–opportunistic decision making—effective reaction to unexpected threats and opportunities.
•Having an effective combination of coherent planning, incisive thinking and astute opportunism is probably best described as strategic management, which includes not only setting the strategybut also implementing and adapting it.
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Strategy & Strategic Plan
[https://www.gartner.com/en/insights/strategic-planning]
•Strategydefines the long-termdirection of the enterprise, articulating what the enterprise will do to compete and succeed in its chosen markets or, for the public sector, what the agency will do to achieve its mission.
•Strategic plans[mid-term] define how the enterprise will realize its long-term ambitions. Functional strategic plans define the roadmap of initiatives and portfolio of investments required to achieve those strategic objectives. In it, functional leaders document the choices and actions needed for the function to deliver on its contribution to the enterprise business model and goals.Strategic plans bridge the gap from that overall direction to the specific projects and day-to-day actions that ultimatelyexecute the strategy.
•Operational plans[short-term] deal with the execution of specific projects and changes, as well as any operational tasks not contained in the strategic plan.
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5 Key Pillars of Effective Strategy Execution
[https://www.gartner.com/smarterwithgartner/the-five-pillars-of-strategy-execution/]
1.Strategy formulation83% of strategies can fail due to faulty assumptions. Test assumptions about the executability of strategy during formulation.
2.Planning67% of key functions are not alignedwith business unit and corporate strategies. Align objectives to strategy by clarifying the objectives for those tasked with execution.
3.Performance management58% of organizations believe their performance management systems are insufficient for monitoring the performance of strategy. Ensure accountability for actions critical to strategy execution and monitor performance.
4.Strategy communication67% of employees do not understand their role when new growth initiatives are launched. Foster a two-way dialogue about the strategy to ensure organizational buy-in.
5.Organizational capacityOrganizations that are able tosuccessfully unlock capacity to execute new growth strategies increase profitability by 77%. Strategists must focus on unlocking capacity to ensure strategy execution success.
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Scope of Strategy Development
•Scope
–Organization as a whole, or
–Strategic Business Unit (SBU): “a unit that sells a distinct set of products or services, serves a specific set of customers and competes with a well-defined set of competitors”•Objectives
–profitability, growth, market share, customer satisfaction, new product development, employment, social responsibility, etc.
•Situation Analysis –“where we are now”–Internal
–External
•Future Strategies–Many organizations now seek to discover future options by undertaking scenario planning to identify ‘discontinuities’ and predict the potential implications or bring in outside expertsto facilitate ‘breakthrough thinking’.
–These future possible strategies should be evaluated against a number ofcriteria, to enable both the most beneficial and most feasible to be selected.
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Business Model
The term business modelgained popularity in 1990s during wide-scale introduction of the Internet in business.
•Prolog… Peter Drucker (1994): “assumptions about what a company gets paid for” [no mention of business model, but a set of assumptions about what a business will and won’t do]
•Michael Lewis (1999): “All it really meant was how you planned to make money”
•Joan Magretta(2002): “at heart, stories —stories that explain how enterprises work. A good business model
answers Peter Drucker’s age-old questions, ‘Who is the customer? And what does the customer value?’ It also answers the fundamental questions every manager must ask: How do we make money in this business? What is the underlying economic logic that explains how we can deliver value to customers at an appropriate cost?”
•Seddon, Lewis, Freeman, & Shanks (2004): “Business models are often used to define the firm’s unique value
configuration, resources, and value propositions.”
•Osterwalder and Pigneur (2005): A business model is a conceptual tool that contains a set of elements and their relationships which can be configured to express the business logic of a specific firm. The business model describesthe value offered to the different segments of customers, and the architecture of the firm and its network of
partners for creating, marketing and delivering this value and relationship capital to generate profitable and sustainable revenue streams.
15*https://hbr.org/2015/01/what-is-a-business-model
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Key Partners
Describes the network of cooperative agreements with other companies necessary to efficiently offer and
commercialize value
Key Activities
Describes the arrangement of activities and resources
Value proposition
Define the missions
Buy-in/Support
Explains how we get “buy-in” from all the beneficiaries
Beneficiaries
Describes those who will benefit from the mission
Key Resources
Outlines the competencies required to execute the firm’s business model
Deployment
Describes the various means we deploy our “product” to the beneficiaries
Mission Cost/Budget
Defines the mission cost/budget
Mission Achievement
Defines the measure of achievement
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MISSIONINFRASTRUCTURE MANAGEMENT CUSTOMER INTERFACE
FINANCIAL ASPECTS
Public Sector: Mission Model Canvas
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•Where to compete?–Requires a detailed understanding of the industry, its dynamics and the forces shaping its evolution and then identifying how the firm might position itself.
•How to gain advantage?–Deciding how to compete in the chosen marketplace so as tobe attractive for customers and to gain an advantage over competitors.
•What assets do we have?–Considering what makes the firm successful today and assessing the resources and capabilities to deliver the promises made to customers.
•What assets are required?–Identifying any areas of weakness to overcome or new resources required or capabilities that have tobe developed.•How to change?
–Based on the answers to the previous questions, agreeing what to change in order tocompete (more) successfully and how this will be achieved.
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A Framework for Strategy Formulation
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1. Where to Compete –
Porter’s 5 Competitive Forces
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https://bcghendersoninstitute.com/winning-the-20s-the-new-logic-of-competition-7c1500c5a187
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1. Where to Compete –
Industry Analysis: ‘PESTEL’
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2. How to Gain Advantage
Porter’s 3 generic strategies
•Cost Leadership Strategy: targeting customers in most or all segments of an industry based on offering the lowest price
–… systems will be required to deal with basic business information processes efficiently and link them together effectively, not necessarily to produce a highly-integrated information resource. –Information is not seen as a key resource for exploitation, but as an overhead cost to be processed efficiently with minimum additional IS/IT overhead!•Ryanair, the no-frills airline, uses the Internet to support its low-cost strategy. It sells over 90% of seats over the Internet, bypassing more expensive channels such as call centresand travel agents. [sounds familiar? J]
•Differentiation Strategy: targeting customers in most or all segments based on attributes other than price (e.g., via higher product quality or service) to command a higher price
–The strategic use of IS/IT will focus on enabling new things to be achieved or existing things to be done better.
–… the value of having flexibility to extract information from an integrated database or comprehensive data warehouse will drive the systems toward sophistication and user tailoring rather than standard solutions.•Niche/Focus Strategy: focusing on one or a few segments
–Adopt either low-cost or differentiation strategy to achieve and sustain long-term success in that niche.
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Growth Strategy
Implications for IS/IT Strategy
•Can IS/IT enable us to reach more, or more appropriate, customersor to match our different products/services to customers more appropriatelyor enable the product or service to be distributed in new ways? Or can we use IS/IT to get closer to the marketplacerather than deal through intermediaries?
–E.g., Amazon’s prompting customers about new books; Ebay’sauction-based markets; …
•Can IS/IT generate a new product or a new line of business, or enable, or be used to add additional features or services to increase the product’s value—as perceived by the consumer/customer—to change the basis for purchasing?
–E.g., Online Journals; Online Recruitment Services; …
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REVIEW
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Strategy –Business Model –Resources
22Susan Lambert, 2003. Making Sense of Business Models. Flinders University.
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Strategic Asset:
3 Capability-based Strategies to MarketLeadership
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Best total and unique solution
Best value for money, time (convenience)Best products, services, and/or experience (design, features, function, style, image)
[https://hbr.org/1993/01/customer-intimacy-and-other-value-disciplines]
“Companies that have taken leadership positions in their industries in the last decade typically have focused on delivering superior customer value in line with one of three value disciplines.”
“Companies that push the boundaries of one value discipline while meeting industry standards in the other two gain such a lead that competitors find it hard to catch-up. This is largely because the leaders have aligned their entire operating model—that is, the company’s culture, business processes, management systems, and computer platforms—to serve one value discipline.”
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3 Capability-based Strategies to Market Leadership
•Operational Excellence
–The term “operational excellence” describes a specific strategic approach to the production and delivery of products and services. The objective of a company following this strategy is to lead its industry in price and convenience. Companies pursuing operational excellence are indefatigable in
seeking ways to minimize overhead costs, to eliminate intermediate production steps, to reduce transaction and other “friction” costs, and to
optimize business processes across functional and organizational boundaries. They focus on delivering their products or servicesto customers at
competitive prices and with minimal inconvenience.E.g.: Dell Computer, Federal Express
•Customer Intimacy
–…, those pursuing a strategy of customer intimacy continually tailor and shape products and services to fit an increasingly finedefinition of the
customer. This can be expensive, but customer-intim ate com panies are willing to spend now to build custom er loyalty for the longterm. They
typically look at the customer’s lifetime value to the company, not the value of any single transaction. E.g.: IBM, HomeDepot
•Product Leadership
–Companies that pursue the product leadership strategy strive to produce a continuous stream of state-of-the-art products and services. Reaching
that goal requires them to challenge themselves in three ways. First, they must be creative. M ore than anything else, being creative m eans
recognizing and embracing ideas that usually originate outside the company. Second, such innovative companies must commercializetheir ideas
quickly. To do so, all their business and m anagem ent processes have tobe engineered for speed. Third and most important, product leaders must
relentlessly pursue new solutionsto the problems that their own latest product or service has just solved. If anyone is going to render their
technology obsolete, they prefer to do it themselves. E.g.: Apple, Johnson & Johnson
*https://hbr.org/1993/01/custom er-in tim a c y-and-other-value-disciplines 24
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IS/IT Role in Achieving Competitive Advantage
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Align IS/IT to improve relationships with customers, proactively anticipating and addressing
customers’ unique needs
Align IS/IT to cut costsfrom its processes,improving profit
margins, and allowing the company to reduce
prices
Align IS/IT to accelerate the development cycle for a competitive
advantage
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IS/IT Role in Achieving Competitive Advantage–
examples
•Operational ExcellenceGE, which effectively reinvented the supply chain for white goods with new information systems. Instead of encouraging dealers to hold stock of GE’s products by offering discounts for bulk purchase, GE refuses dealers purchases for stock, but provides demonstration models, against which customers can order for next day direct delivery through GE’s ‘Direct Connect’ system. GE holds all the stock and dealers can order any model online, on behalf of the customer. This enables GE to encourage customers to buy the latest models rather than the often oldermodels stocked in large quantities by dealers. The system has helped smaller dealers to compete more effectively with large discountwarehouses, enabling them to meet more of the customers’ needs, and has reduced stock holdings in the supply chain by about 12%. Also, sinceGE has toarrange delivery, it gathers useful consumer data.
•Customer IntimacyHome Depot, Kraft, &Frito Lay’s information systems enable a retail outlet to tailor the ‘product offer’to the locality through ‘micro-merchandising’ programs affecting product range, promotion, pricing and store layout. Within such a strategy, information systems will focus on collecting and analysingcustomer information, covering not merely purchases but also other relevant attributes and feedback on products and services. This enables careful segmentation of the marketplace and targeting of the desired segments.
•Product LeadershipApple? Amazon? Google?
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5. How to Change –the Need for Dynamic Capabilities
•Executing business strategies almost always includes implementing a range of
internal and external changes àstrategic change management
•Organizations that possess dynamic capabilities as well as a range of strategic assets are most likely to be successful in both sustaining existing and creating
new business advantages
–Organization’s dynamic capabilities create valuable and inimitable strategic
assets and resources
–Example of dynamic capability: the ability to change investment and project priorities, then reallocate resources in response to, or even in anticipation
of, changes in the business environment
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Evolution of The IS/IT Strategy Process:
From Technology Deployment to Strategic Focus
1.Ad-hoc IT deployment; IT organization plans the interfaces between apps developed separately; key operational & support apps are being built and the dependence is steadily increasing
2.Top-down review of apps in light ofbusiness dependence and priorities are agreed; methodological approaches are used; resulted in an extended, prioritized of key operational apps for both operational and management information requirements3.Detailed IS/IT planning to determine better way of implementing priority apps and infra (including re-implementation/integration); greater attention to the critical key operational apps, less resource to support apps (outsourcing), and introduce app-packages4.Business-led strategizing to provide business leverage/competitive advantage; ‘shadow IT’ emerges in response of the perceived inability of the in-house IT organization to deliver; innovation grows, but risky as inexperience business users are dealing with vendors
5.IntegratedIS/IT and business strategizing; nurturing innovative ideas along with opportunities made available from results of stage-3; organization-led strategizing where senior executives, line management and IT specialists are in-sync!
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1.Top management lacked awareness of the impact IS/IT is having generally and did not understand how IS/IT offered strategic advantages. They tended to see ‘computers’ in purely an operational context—still essentially a DP era view.
2.They perceived a credibility gap between the ‘hype’ of the IT industry as to what IT can actually doand how easy it is to do it, given the difficulties their organization had had in delivering the claimed benefits.3.Top managers did not view information as a business resource to be managed for long-term benefit. They only appreciated its criticality when they could not get what they needed.4.Despite the difficulty in expressing all IS benefits in economic terms, top management still demand to see a financial justification for investments.
5.Finally, and an increasingly apparent problem today, is that top managers have become action orientated with a short-term focus that militates against putting much effort into long-term planning, especially of IS/IT, given the other issues above.
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Problems & Barriers:
Difficulties of Obtaining Top-Management’s Commitment
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Problems & Barriers
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Establishing an Effective Process: Continuous and Flexible
•A Number OfKey Elements Needed to Enable the Realization of the Competitive Potential of IS/IT:–The proactive search for competitive advantage through the use ofinformationand the application of technology
–A broader scope for the strategy, which incorporate a wide spectrum of digital technologies (not just automation or data processing, but to include embedding technology in products and processes).
–The development of architecture to guide the integration.–Use of flexible approaches, whose aims are to find and implement technology-based initiatives for the benefit of the business.
•Once a process has been established, the strategies and plans need to be refreshedregularly to respond to the changing environment (external & internal).
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Setting Objectives for the IS/IT Strategy
To build a robust framework for the long-term management of information, information systems and information technology and to:
•Identify current and future information needs for the organization that reflect close alignment of business and IS/IT strategies, objectives and functions. Recognize that the needs of the business will evolve, and that longtermneeds are likely to change.
•Equip the IS function to be responsive to fast-changing business needs, and to be able to meet urgent requirements.
•Determine policies for the management, creation, maintenance, control and accessibility of the corporate information resource.
•Reposition IS function more centrally in the business, with representation at top management level.•Ensure that a sound information systems architecture is created so that high quality systems can be built and maintained.
•Identify a portfolio of skills that will be required over the lifetime of the plans, and develop migration plans to overcome weaknesses and exploit the skills in the IS function.
•Determine an effective and achievable organization structure for the IS function.
•Ensure that the IS function is outward looking and not focused internally on technology issues, and that the aims of the function are not only clearly linked to business needs but also widely communicated.•Ensure that there is an acceptance of shared responsibility between IS/IT and business peoplefor the
successful exploitation of information and technology.
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Scope:
Focusing IS/IT Strategy on SBUs
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Synergy or
Portfolio Management
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IS/IT Strategy Formulation & Planning Process:
The Model
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Tech. trends/opportunities and the use made of IS/IT by external bodies
The economic, industrial and competitive climate
Current business strategy, objectives, resources, processes and culture and values of business
Current IS/IT perspective in the business, its maturity, business coverage & contribution, skills, resources & tech. infrastructure
How business will deploy IS/IT to achieve its objectives and information & systems architecture
The overall framework for managing both demand & supply across the enterprise
Policies and strategies for technical resources & technologies (supply-side)
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IS/IT Strategy Formulation & Planning Process: The Framework
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1. Initiate the Process:
Team Composition & Skills
•Skill’s Requirements:
–Broad knowledge of the business and its organizational objectives, management styles, culture, processes, and people
–Good communication skills–Ability and authority to make and implement plans and decisions that may affect the whole organization
–Respect of management and staff
–Experience of IS/IT strategy formulation and planning in at least some of the team•Executive Sponsor:
–Chairing the SC and approving the budget and plan for any IS/IT proposals
–Assuring management participation and commitment, through active backing and allocation of the right resources•Steering Committee:
–Providing strategic direction and guidance on business issues and priorities
–Reviewing and approving the outputs and plans, and taking up risk management issues–Conducting checkpoint reviews and agreeing the contiuation of work
–Agreeing the strategy and its recommendations before submission the the executive team
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2. Understand the Current Situation &
Interpret Business Needs
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Value Chain Analysis
•Michael Porter:–‘Every firm is a collection of activities that are performed to design, produce, market, deliver and support its products or services. All these activities can be represented using a value chain. Value chains can only be understood in the context of the business unit.’•… the value chain of the business unit is only one part of a larger set of value-adding activities in an industry—the industry value chain or value system …–For an organization to identify the overall implications of e-commerce for its business in terms of opportunities and threats, the information flowing through the industry—the external value chain —needs to be analysed before the information processes can be optimized inside the business—by considering the internal value chain.
•The overall performance of the industry, in terms of its ability to maximize its value-added and minimize its costs, is primarily dependent on how well demand and supply information are matched at all stages of the industry.–… can be used in any industry, since every industry uses funds, incurs cost and uses resources to deliver services of some sort to consumers …
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The Internal Value Chain Analysis:
Example –Manufacturing Company
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3. Determine Business IS Strategy [1/2]
States how the business will deploy IS/IT in achieving its objectives
1.Purpose of IS strategy–reasons for new/updated strategy –key changes in business and IT context since last strategy.
2.Overview/summary of business strategy –to provide context for IS strategy: objectives and CSFs, if known, plus analysis of competitive forces and/or similar analyses (e.g.SWOT, competencies) and resulting issues affecting the IS strategy.
3.Argumentfor:–new IS opportunities (to gain advantage);–critical improvement areas (to avoid disadvantage).These should be based on Item 2 above but with further detailed analysis of competency issues, value chains (external and internal) and CSFs/balanced score card to determine the opportunity/problem areas and reasons for investment in them.
4.Summary of opportunities/problem issues –‘1 page’ for each –explaining the application/opportunity/issue: outline description, the rationale, potential benefits from investment, any critical dependencies and initial action to be taken in the context of an overall estimated time frame for the investment (more detailed plans can be included if known). These
opportunities/issues should be separated into:–strategic, high potential, key operational (and possibly support); and–prioritized high/medium/low based on business timescales (e.g.H=6 mo, M=12 mo, L=2 yr).
For each application, the business managers responsible should be identified.
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3. Determine Business IS Strategy [2/2]
5.Reviewof current application portfolio and status of current projects (i.e. other investments currently in hand) and the overall resource implications of:
–completing outstanding work and ongoing commitments (major components should be described in Appendices);–resources available to address new work from Item 4 above;
–any critical issues requiring resolution within the existing strategy.
6.Future application portfolio –incorporating the output from Item 4 above to show the intended/potential investments, with priorities, and the implications for the rest of the portfolio (e.g. replaced systems, etc.). Initial resource estimates (andcosts) of
the investments should be appended to the portfolio, with an initial plan (including a simple Gant chart). (It is often useful to show how the balance, in using resources, is changing as the portfolio evolves.)
7.Issues arising from the IS strategy –these are things that require senior management attention (e.g. the establishment of a
steering group) to enable decisions affecting the strategy (priorities, resources, organization, other initiatives, etc.) to be made in the required time frame. These may also include issues to be addressed by the IT strategy in order to provide the infrastructure to support the future applications portfolio.
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Define Information & Systems Architecture
•Architecture
The term architecture refers to fundamental concepts or properties of a
system in its environment embodied in its elements, relationships, and in the principles of its design and evolution.
•[Enterprise] Architecture
A framework that provides a structured collection of processes,
techniques, artifact descriptions, reference models& guidancefor the production and use of an [enterprise]-specific architecture description.
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EA: example
SCELE:
•Materi TOGAF dan
ARCHIMATE•TOGAF Standard v9.2
•Archi User Guide•ArchiMate Specification•ArchiMate Introduction
•ArchiSurance Case Study
•Materi Paparan TOGAF
•Link Unduh Archi
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4. Formulate IT Strategy
To define how technical resources and technologies will be acquired,
managed, and developedto deliver applications and services required by
the business IS strategy. It will normally address the following supplyfactors:
•Organization of IS/IT activities and decision making, including the management of its people, maintaining and developing capabilities and critical resources;
•Managing the information resources and provision of information, application, and technology
services, including security;
•Procurement, contracting, outsourcing, and supplier selection policies and practices;
•Preferred or approved project and application development and implementation methods and best practices.
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5. Prepare Migration Plans
•Consolidate with business strategy process, taking into consideration
the organization’s ability to cope with the resulting changes.
•Construct budget and overall resource plans, including a ‘route map’
with key milestones.
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6. IS/IT Management Strategy
Describes the overall framework for managing both demand and supplyacross the
enterprise. It will address the following:
–Scope and Rationale
•it will need to lay out the business background, scope and rationale for the directives it is stating, and preferably describe a vision of the corporate IS/IT environment and its expected impact on the business community.
–Formal Organization and Resource Structures•organization, resourcing and the allocation of responsibility and authority for IS/IT decisions.
–Investment and Prioritization Policies
–Vendor Policies
–HR Policies
–IS Accounting Policies
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