Information Resource Management

1. STRATEGIC INFORMATION
SYSTEM PLANNING

2. Strategic Issues for the 1990s
1990s Business Forces
• Globalisation
• Worldwide competition
• Productivity requirements
• Volatile environment

3. Strategic Issues for the 1990s
Increased Connectivity
• Interorganisational business
relationships
• Intraorganisational coordination
for increased efficiency and
effectiveness
• Adaptable organisation
structures

4. Strategic Issues for the 1990s
1990s Information Technology
Opportunities
• Continued dramatic cost performance and
capacity advances
• New IT architectures encompassing:
- Extensive communications networks
- Accessible distributed databases
- Enhanced human interface workstations

5. What are the key
objectives of the
organization?
What is its
strategic
direction?
Managerial Issues
CEO
CIO

6. What objectives and strategies
should IS pursue? What
policies should it establish?
How should investments in IT
be justified?
Managerial Issues
CEO
CIO

7. What should the role
of the IS function be?
How should it be
organized?
Managerial Issues
CEO
CIO

8. Why Do We Need SISPs?
How much is it going
to cost to introduce
new e – business
technologies?
How do I know what
technology to introduce
and when , given that
markets are moving
so quickly?
What value can we
create for the
business by
developing and
implementing an
IT strategy?

9. Why Do We Need SISPs?
How can I keep our
systems flexible and
cost efficient?
Which IT
initiative should
I do first?
I have limited
time,
people and
money.
How can I
implement all
these IT things?

10. Why SISP?
To ensure that IS both complements and
assists in the achievement of our
business goals.
To ensure that the use of scarce resources
are maximized within a business.
To maximize the benefits of changing
technology.
To take account of the different viewpoints
of business professionals and IT
professionals.

11. SISP - Aims
Blueprint developed for organization
for the use of ICT which is
Cost effective
Alignment of IS / IT with
organisational goals
Competitive advantage

12. The Challenge is to Improve
Organisational Performance
The overall aim of SISP is to direct IS
resources to those areas offering the
most important corporate benefits
Corporate Body
Operations
Information
Systems
Finance
Marketing
Distribution
Human
Resources
CustomersCustomers
SuppliersSuppliers
EmployeesEmployees
Regulatory
Agencies
Regulatory
Agencies

13. Strategic Information Systems
Planning
Overall
Objectives and
Strategies
IS
Plan

14. Align the IS plan with the overall objectives
and strategies of the organization.
Strategic Information Systems
Planning
Overall
Objectives and
Strategies
IS
Plan

15. Alignment
A business accomplishes its
objectives by mobilizing all its
units towards realizing its
business scope.
Coordination, perseverance, and
concentration of effort toward a shared set
of objectives.
A business which is aligned is said to be in
a state of “strategic fit.”

16. Issues in IS/IT that lead to the need
of SISP.
Systems investments are made that do not
support business objectives
Inadequate infrastructure investments made
Problems caused by IS/IT investments becoming a
source of conflict
Loss of control of IS/IT
Systems are not integrated
No means for prioritising investments
No mechanisms for deciding optimum resource
usage
Poor management of information
Misunderstandings between users and IT
specialists

17. Issues in IS/IT that lead to the need
of SISP.
Localized justification of investments
can produce benefits that are
counterproductive in the overall
business context

18. Advantages of SISP
Identify important application to invest
Help organization use its IS to carry
out existing business strategy
Help organization define business
strategy

19. Without SISP, may result:
Missed opportunity
Duplicated systems
Incompatible systems
Wasted resources

20. Where & When ISP?
Any organization that
has interest in getting
the best out of its IT
investments.
Facing problems
Grabbing
opportunities.
Information
Systems (IS) fail to
satisfy huge,
diverse and
complicated
information
requirements of
their users.

21. Who Perform SISP?
IS Planners / System Analyst
Variety of stakeholders (i.e. sponsor,
users)
Top management commitment 
successful ISP.

22. HOW?
Look at business structure, function,
processes, culture
Look at existing IT
Look at available technology.
Carry out interviews.
Develop policies.
Develop application portfolio.
Plan schedules for migration,
implementation etc.

23. Internal IS / IT
environment
SISP - Inputs & Outputs
Source: Ward et al Figure 3.8
O
U
T
P
U
T
S
I
N
P
U
T
S Strategic
IS / IT
planning
process
Current
applications
portfolio
IT strategy
Applications
portfolio
Models &
matrices
IS management
strategy
Business
IS strategy
Internal business
environment
Planning, approaches,
tools & techniques
External business
environment
External IS / IT
environment

24. Current Definition of SISP
“The continuous review of computer
technology, applications and
management structure to ensure that
current anticipated information and
process needs of the organization are
met in a way that provides an
acceptable return of investment (ROI), is
sensitive to the dynamic politics and
culture of the organization and is aware
of the sociological environment within
which the organization exists.”
Mc Bride, De Monfort University