PO01 Process Description

1. Description

The information services function should ensure that there are IT long- and short-range plans for managing and directing all IT resources of the organization. These plans should be timely and accurately updated to accommodate changes in IT conditions. Assessments of existing systems should be performed prior to developing or changing the strategic IT plan. Furthermore, information services function management should ensure that the strategic IT plan is consistent with the business objectives and long- and short-range plans of the organization.

2. Service Activities

IT Positioning: Developing and implementing long- and short-range plans that fulfill the organization's mission and goals.
IT Long-Range Plan: regularly develop information technology long-range plans supporting the achievement of Cluster missions and goals. Implement a long-range planning process, adopt a structured approach and set up a standard plan structure. Establish and apply a structured approach regarding the long-range planning process. This should result in a high-quality plan which covers the basic questions of what, who and how.
IT Short Range Planning: ensure that the information technology long- range plan is regularly translated into information technology short range plans. Re-assess short-range plans periodically and amended as necessary in response to changing business and information technology conditions.
Assessment of Existing Systems: assess the existing information systems in order to determine the degree to which the existing systems support the organization’s business requirements.

3. Key Goal Indicators

Percent of IT and business strategic plans that are aligned and cascaded into long- and shortrange plans leading to individual responsibilities
Percent of business units that have clear, understood and current IT capabilities
Management survey determines clear link between responsibilities and the business and IT strategic goals
Percent of business units using strategic technology covered in the IT strategic plan
Percent of IT budget championed by business owners
Acceptable and reasonable number of outstanding IT projects

ebc Service Commitments

develop strategy plan for quarterly outlining of the contents/topics of a stakeholder education plan for each of the four cluster ministries,
a planned agenda for full year ITMCs across the four cluster ministries. This is informed by a stakeholder education plan, an EBC marketing plan and the corporate infrastructure plan,
inventory of existing voice systems and technologies, current costs, support capabilities, and future directions, with recommendation to governance mechanisms, including resources as required,
completion of mobile strategy, presentation to appropriate governance levels and implementation of the recommendations,
develop tactical steps to improve access to Government VORs,
based on strategy work completed in 02-03, complete inventory of existing software tools and costs, outline costs in the proposed environment and required transition costs and business case (cost and benefits) for SMT approval,
analytical review of MOL applications base, review of status and future of VMS technology, identification of risks and mitigation plan, and strategic plan for VMS conversion and maintenance in MOL. Work with MOL senior management to complete the review of the legacy environment in MOL, complete reference model, work with MOL to develop MB20 for central funding to replace and rebuild legacy VMS applications,
work with edt senior management to complete the review of the residual post-CRM legacy environment in EDT, complete reference model, review of status and future of LOTUS technology, identification of risks and mitigation plan, and strategic plan for LOTUS conversion work with edt to develop MB20 (as required) for central funding to replace and rebuild legacy LOTUS applications,
work with business clients on the development and approval of the ISD-b strategy,
Work with OCCID to develop server consolidation strategy, while aligning with cluster plan,
Support OCCS portal strategy, business case development and RFP/VOR for portal technology

4. Key Performance Indicators

Currency of IT capabilities assessment (number of months since last update)
Age of IT strategic plan (number of months since last update)
Percent of participant satisfaction with the IT strategic planning process
Time lag between change in the IT strategic plans and changes to operating plans
Index of participants involved in strategic IT plan development, based on size of effort, ratio of involvement of business owners to IT staff and number of key participants
Index of quality of the plan, including timelines of development effort, adherence to structured approach and completeness of plan

ebc Service Commitments

Assessment request acknowledged in 2 days, begun within 5 days and completed within 30 days

5. Critical Success Factors

The planning process provides for a prioritization scheme for the business objectives and quantifies, where possible, the business requirements
Management buy-in and support is enabled by a documented methodology for the IT strategy development, the support of validated data and a structured, transparent decision-making process
The IT strategic plan clearly states a risk position, such as leading edge or road-tested, innovator or follower, and the required balance between time-to-market, cost of ownership and service quality
All assumptions of the strategic plan have been challenged and tested
The processes, services and functions needed for the outcome are defined, but are flexible and changeable, with a transparent change control process
A reality check of the strategy by a third party has been conducted to increase objectivity and is repeated at appropriate times
IT strategic planning is translated into roadmaps and migration strategies

6. Additional Information

Maturity Level Characteristics


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