ICT Strategic Plan (ISP) Guidelines

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ICT Strategic Plan Guide
TABLE OF CONTENTS
Standards, Policies and Guidelines Malaysian Public Sector ICT Strategic Plan Guide Version 1.0
August 2003
File name: ISP Guideline v1_CD Date: 15/ 09/2003 3:09 PM
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Standards, Policies and Guidelines ICT Strategic Plan Guideline
TABLE OF CONTENTS 1. INTRODUCTION 1.1 1.2 2. Objective Scope 5 5 5 7 8 9 9 10 11 11 12 12 12 15 16 17 18 20 21 22 22 23 24 25 26 27 27
ICT STRATEGIC PLAN OVERVIEW 2.1 2.2 Why do we need an ICT Strategic Plan Our Approach 2.2.1 The Malaysian Public Sector Methodology 2.2.2 Resources 2.2.3 Fact Finding 2.3 Assumptions
3.
STAGE 1: ANALYSE BUSINESS ENVIRONMENT 3.1 Phase 1: Develop Agency Overview 3.1.1 Task A: Understand the background of the agency 3.1.2 Task B: Understand agency visioning and mission statement 3.2 Phase 2: Review of Current Business Environment 3.2.1 Task C: Develop an understanding of corporate strategies 3.2.2 Task D: Review current issues and opportunities 3.2.3 Task E: Develop the first-cut vision of opportunities and directions 3.2.4 Task F: Determine agency value chain 3.3 Phase 3: Identify Areas of Potential Strategic Advantage 3.3.1 Task G: Understand current business trends 3.3.2 Task H: Identify immediate ICT implications or contributions 3.3.3 Task I: Consolidate findings
4.
STAGE 2: ANALYSE ICT ENVIRONMENT 4.1 Phase 1: Perform ICT Assessment 4.1.1 Task J: Review agencys current ICT strategy, plans and budget 4.1.2 Task K: Perform high-level current ICT environment review
File name: ICT Strategic Plan (ISP) Guideline Version 1.0 Date 17/08/2003
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4.1.3 Task L: Assess organisation and management 4.1.4 Task M: Assess applications and data 4.1.5 Task N: Assess technology infrastructure 4.1.6 Task O: Assess service delivery 4.1.7 Task P: Assess the strategic impact 4.2 Phase 2: Recommend Short Term Action 4.2.1 Task Q: Consolidate findings 4.2.2 Task R: Identify short-term ICT improvement projects 5. STAGE 3: DEVELOP ICT STRATEGY 5.1 Phase 1: Identify ICT Opportunities 5.1.1 Task S: Identify major ICT opportunities 5.1.2 Task T: Determine the benefits of ICT opportunities 5.1.3 Task U: Determine risks of ICT opportunities 5.2 Phase 2: Define Target Applications 5.2.1 Task V: Develop initial TA 5.2.2 Task W: Build TA overview 5.2.3 Task X: Prioritise TA 5.2.4 Task Y: Confirm TA with management 5.3 Phase 3: Develop Technology Strategy 5.3.1 Tas k Z: Identify technology trends 5.3.2 Task AA: Define principles for developing technology strategies 5.3.3 Task AB: Determine technology requirements 5.3.4 Task AC: Determine target technology architecture 5.3.5 Task AD: Formulate technology strategy 5.4 Phase 4: Develop ICT Governance Framework 5.4.1 Task AE: Revisit ICT organisation and management issues 5.4.2 Task AF: Identify ICT services and skills required 5.4.3 Task AG: Develop ICT governance framework 6. STAGE 4: DEVELOP IMPLEMENTATION PLAN
29 31 33 35 37 40 41 41 42 42 43 45 46 47 47 49 50 51 52 52 52 53 53 54 55 56 56 57 60
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6.1 6.2
What is an Implementation Plan? Phase 1: Develop Implementation Roadmap 6.2.1 Task AH: Develop and rank projects 6.2.2 Task AI: Prepare for transition strategy 6.2.3 Task AJ: Formulate implementation strategy
60 61 61 62 64 66 66 68 71
6.3
Phase 2: Estimate Financial Implications 6.3.1 Task AK: Estimate project costing
7. 8.
POSSIBLE TABLE OF CONTENT FOR ISP REPORT ABBREVIATIONS AND ACRONYMS
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1.
Introduction
The Malaysian Public Sector Information and Communication Technology (ICT) Strategic Plan Guide is prepared to assist Government agencies in developing their ICT strategic plans.
1.1
Objective The objective of this document is to provide a guideline that represents activities and tasks involved in developing an ICT Strategic Plan. This guideline consists of a methodology that follows a set of standard steps grouped in 4 major stages: Stage 1: Analyse Business Environment; Stage 2: Analyse ICT Environment; Stage 3: Develop ICT Strategy; and Stage 4: Develop Implementation Plan
1.2
Scope An ICT Strategic Plan is a blueprint developed for an agency for the use of ICT, which is both cost effective and aligned with prioritised management and operational needs. This plan will lead to the identification of strategic initiatives, either new or already underway, which can be aided by application systems, technology and governance.
An ICT Strategic Plan contains several elements that drive the development of the plan: Business alignment o Establishing a communication path, shared understanding of technology and business domains, and integrating, to some extent, the business and ICT planning process; and o Clearly assessing the ICT impact of business imperatives.
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Vision o Establishing the broad tenets and "product" set for ICT delivery today and several years ahead.
Allocation and Value o Understanding the value of current spending and ICT resource allocation; and o Adjusting the spending according to business priorities.
Enabling o Identifying areas to apply emerging technologies and trends that have the potential for competitive differentiation or operational benefit
Governing and Capabilities o Instituting the proper sourcing and responsibilities of ICT delivered products to manage across organizational or ICT boundaries; and o Identifying the competencies necessary for delivery.
Action and Measurement o Creating the valuation model and prioritized initiative portfolio to drive downstream effort and execution; and o Providing a systematic means of determining the most appropriate strategic investments and to ensure that the government agency is prepared to develop and implement them in the most effective and efficient way.
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2.
ICT Strategic Plan Overview

Information and Communication Technology (ICT) is an increasingly powerful tool for improving the delivery of government services, enhancing ICT development opportunities and participating in global markets. Like other key business resources, the ICT applications require strategic thinking; just as individuals need financial strategies, human resource strategies and environmental strategies. A strategy is the pattern of missions, objectives, policies, and significant resource utilisation plans stated in such a way as to define what business the agency is in (or is to be in) and the kind of agency it is or is to be, therefore strategy and business visions are closely linked. A complete statement of strategy will define: Service line and the customers; Customers segments for which services are to be designed; Channels through which these customers will be reached; The means by which the operation is to be financed; Service objectives; and The "image" which the agency will project to its customers.
An ICT strategy is intended to align the application of ICT to the organisations overall business strategy. The ICT strategy is also needed to plan for critical ICT investments in a complex and fast changing environment. It assesses strategic needs and opportunities for ICT applications, justifies investments and plans ICT related transitions and migrations.
Generally, the objectives of an ICT strategy are to: Establish a clear ICT direction based upon the business needs; Adjust the ICT capability and delivery to respond to the business imperatives; and Determine fundamental approaches and choices for applications, organisation and infrastructure.
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2.1
Why do we need an ICT Strategic Plan The recent advances and fast pace in ICT is changing business processes and structures, reshaping relationships with business partners and competitors, and in some cases they even cause the transformation of an agency.
An ICT Strategic Plan will address the alignment between the strategic operational requirements of an agency enterprise and the planned and economically justified application of technology assets. This alignment is best achieved when ICT has been deployed as an enabler of one or more cross-functional business processes. The basic interplay between the business strategy area of expertise and the ICT strategy area of expertise is the dynamic between business "requirements push" and "technology pull". The requirement push is the direct specification of information and processing needs by the business. However, true competitive advantages are very often gained through "technology pull". This occurs when the business is made aware of opportunities through insight and understanding of the capabilities of technology. Without this insight there may be no customer self-service, costly information exchange, and a disadvantage in establishing eBusiness and eCommerce. In summary, the ICT Strategic Plan will help the agency to: Apply ICT creatively in order to obtain competitive advantage and support business strategy; Ensure that ICT investments are cost-effective and benefits are measured against planned goals/ budgets; Control ICT expenditures; Protect existing ICT investments; Resolve conflicting demands for limited ICT resources; Obtain joint ICT management/ user commitment; and Avoid ad-hoc ICT projects.
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2.2
Our Approach
2.2.1
The Malaysian Public Sector Methodology This guide was developed based on the PwCs ascendantTM suite of implementation methodology for strategic ICT planning which includes ICT environment assessment and planning, systems evaluation and selection, and also programme and project management. It integrates the business process, functional assessment and change integration with ICT and has been tailored accordingly to suit the Public Sector needs.
The methodology adopts the 4-stage approach that answers the Why, What, How and When questions for each activities of an ICT Strategic Plan formulation. The stages are then broken down into phases (as shown in Figure 1) and each phase contains steps and detailed activities.
Analyse Business Environment (WHY?)

Develop Agency Overview Review of Current Business Environment Identify Areas of Potential Strategic Advantage
Analyse ICT Environment (WHAT?)
Perform ICT Assessment
Recommend Short-term Action
Develop ICT Strategy (HOW?)
Identify ICT Opportunities
Develop Technology Strategy
Develop ICT Governance Framework
Define Target Applications
Develop Implementation Plan (WHEN?)
Develop ICT Implementation Roadmap
Estimate Financial Implication
Figure 1: ICT Strategy Approach
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ICT Strategic Plan outputs are produced in every phase of this methodology. Broadly, these output are categorised into deliverables and interim output. Deliverables are provided to the agency for approval, usually making the completion of a stage and are formal project documents. Interim outputs are internal project team documents that support the mark progress toward the deliverables.
The two principle deliverables of the methodology are: An ICT Strategy which consists of a framework or a set of guidelines for the development and use of ICT; and An ICT Strategy Implementation Plan to implement the strategy.
2.2.2
Resources It is important to identify the key people that will be involved and the level of participation in the ICT Strategic Plan development for each agency. This will facilitate the planning for consultation and fact-finding. Consider the following items: Agencys level whether it is a ministry, department or unit, etc; Size of the agency; Scope of the ICT Strategic Plan (e.g. covering the Ministry and agencies or Ministry only) Responsibility and main function of agency; Elapsed time allocated for the ICT Strategic Plan; Budget allocated for the ICT Strategic Plan; and Range of staffs involved, based on experience and skills
It is recommended that an ICT Strategic Plan project team have a common understanding on each team members role and time commitment. Identify clearly the reporting structure, (including the project steering committee) and external assistance
or contributors, if planned to have any.
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2.2.3
Fact Finding Fact-findings and consultation are done to obtain representative views and functions of an agency. Depending on various levels of stakeholders and the objective of the discussion, ICT Strategic Plan project team must agree on the technique that will be involved, either an interview, survey, workshop, site visit, correspondence or
questionnaire. The team must ensure that they move along a common path towards achieving their objectives and shared vision.
2.3
Assumptions Completing an ICT Strategic Plan is just the beginning, not the end. An ICT Strategic Plan should be reviewed with each major change, each time an agency reviews its business plan, or at least annually. Every three years or so, there should be a consideration to develop a new plan, taking comprehensive fresh look at the department or agency, its environment and business direction.
An ICT Strategic Plan has no right or wrong answer. Those involved in an ICT Strategic Plan development can use this guide to leverage it according to the complexity of the project scope and choose whether to scale up or scale down. It is not intended to be totally precise, allowing room for changes in the environment, unique situations, or special talents of team members. Not all the activities shown in this guide must be accomplished, but these activities provide a guideline on the important aspects of organising an ICT Strategic Plan. Bear in mind that judgment is an important factor in formulating a strategy, to which detail often adds little or no advantages. The main thing is to focus on the important element of the agencys business and avoid drilling into unnecessary details.
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3.
Stage 1: Analyse Business Environment

During this stage an understanding of the background of the agency and its business strategy is achieved at a high level. The main focus would be on the agencys main functions, business issues, opportunities and outcomes. The primary objectives of this stage are to: Clarify and document the agencys corporate and individual business objectives, strategy and capabilities; Build and refine a strategic framework which documents and links agency objectives, business strategies and strategic initiatives; and Understand the current market relevant to the agencys nature of business
3.1
Phase 1: Develop Agency Overview The purpose of this phase is to obtain a high-level overview of the agency, including its mission, vision, objectives and client charter, and main business activities. Information can be extracted from agencys existing business strategic plan, external databases, annual reports, and other unit planning and strategic documents that can assist the research. If the agency already has an existing ICT Strategic Plan, it can be used to gain an understanding of past objectives, strategies, plans and required business and technical capabilities. Note: Do not go into unnecessary depth during this initial review of materials and documents.
3.1.1
Task A: Understand the background of the agency Collect and conduct a high-level review of the agencys background and core business. Take note of the agencys structure, main functions of each unit, the relationship with external agencies or suppliers and the agencys business and technical capabilities.
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Activity 1: Identify agency's business objectives (corporate and functional) The corporate business objective is an agency mission that describes what the agency provides as well as a description of its customers and their expectations. The business objectives support the agency mission and represent broad statements of direction indicating what the agency aims to achieve. An example of a business objective is "To address citizens and businesses requests within 3 days.
Activity 2: Understand agency roles and responsibilities Gather the agencys main activities and functions and understand how each goals and objectives are in line with its sectoral plans and national plan mission statement.
Activity 3: Identify the agencys organisation structure It is important to recognise not only an organisational structure, but the functional structure as well. One of the major determinants of an application system definition is that it covers groups of functional processes. Figure 2 documents an agency structure.
Enterprise Business segments
Business functions
Business process Figure 2: Enterprise Structure
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The agency level defines the overall agency strategy of an agency. At this level, the agency can be sub-divided into one or more business segment levels, each one of which can be defined as a single business unit operating and managed as a single entry. The business segment level is where business strategy is set and defined. The business function level is an interdependent level derived from the business segment managed as a single entity, such as marketing, production, finance, etc. The business process is a subdivision of a business function that usually represents the lowest level to which a single application system is applied in a business function.
Activity 4: Document the executive management view of the agency Through discussions or meetings with the senior management, obtain an overall view of the agency from their point of view. This activity could also be done at the project initialisation stage or later in the next task (Agency visioning and mission statement).
Activity 5: Identify agency's suppliers and customers Identify the major suppliers and customers for the agency and determine other agencies that are also serviced by the same suppliers and customers.
Activity 6: Identify agency's strengths and weaknesses Strengths can relate to research and development, mastery of a technological process, manufacturing capability, distribution, customer service, or anything else that may be an important aspect of creating, producing, or delivering products or services. Weaknesses can relate to any issues or constraints that impedes an agencys progress.
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3.1.2
Task B: Understand agency visioning and mission statement This task involves gathering the agencys strategic vision and mission and targets that are aligned with the national agenda. This task also establishes an understanding of how ICT will be contributing to the business in the future, usually some time beyond the time horizon of the strategic plan.
Activity 1: Understand the strategic vision and mission of agency Review the business directions and strategies, such as its strategic positioning, targets and timeline associated with national economic and social development. Put an emphasis on: The ICT implications; and New business possibilities enabled by the application of ICT
Activity 2: Identify agency targets This is an extension of the previous activity. List out all the agencys targets that are put forward. Identify those that contribute to the development of ICT or eGovernment. Activity 3: Document the mission statement There is no recipe for writing vision statements; they depend essentially upon strategic insight being able to identify the key elements of the vision with a balance between generality and meaning. Nevertheless, some basic components can be identified, such as headings or slogans (e.g. Virtual Library), ICT in general/ particular applications, tools and facilities, broad business impact or outcome and business driver or strategy involved. Document the agency corporate mission, objectives, industry or market participation, competitive strengths and strategies.
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3.2
Phase 2: Review of Current Business Environment The purposes of this phase are to develop an understanding of the agencys corporate strategy and identify current business issues and opportunities to assist in later stages. At the end of this phase, an agency value chain will be documented to show current process areas. This phase involves a series of interviews targeted at senior management level (CEO, CIO, Director General, Head of Department, etc.). The information gathered during the interview will provide an input to the as-is status of the business environment. The major steps that should be undertaken in this information gathering process are: Preparation prepare a list of interview questions and identify the target interviewees, review available information and distribute interview guides before the real interview; Data Gathering interview business leaders and other designated employees, prepare formal record of interview and provide preliminary feedback; Analysis summarise data gathered in the interviews into a business strategy framework; and Validation provide feedback of results to the leaders for review and validation and send them back to show the teams understanding.
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3.2.1
Task C: Develop an understanding of corporate strategies Identify the agencys business strategies as any set of policies and plans developed to achieve business objectives and performance targets.
Activity 1: Identify corporate business strategies A business strategy may include various strategy types, such as: Investment strategy: for the investment of money or capital for profitable returns; Marketing strategy: for advertising, packaging, pricing, selling, and delivering products or services to existing or potential customers; Operating strategy: for operating the agency; and Resource strategy: for the acquisition, maintenance, and management of resources
The statement of a business strategy should be identified in terms of strategy elements such as product lines, markets, supply channels, size of agency and means of operational financing. Activity 2: Prepare an overview of the business strategies Summarise and document the agencys business strategies, present it to the management and discuss and resolve any issues.
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3.2.2
Task D: Review current issues and opportunities A more exhaustive interview should be done to understand current issues and constraints faced by the agency such as: Organisational, cultural or policy related issues which present barriers or constraints to the formulation, review, or implementation of the ICT strategy; and Immediate problem areas, normally of a technical or procedural nature, which affect the short term efficiency or effectiveness of technology
Potential opportunities should also be identified to achieve agencys goals and targets. Focus on how technology can support the opportunities and determine the relative priorities of these opportunities. Formally document these issues and opportunities for improvement.
Activity 1: Identify and document cultural issues and opportunities Gather input on the good and bad elements of the current agency culture. Stay at a high level and capture information in bullet points during the interview. During the interview, assess the gap between what the leader perceives the culture to be and the leader's perception of w hat it needs to be. Activity 2: Identify and document skill issues and opportunities Obtain information about management's perception of current skill levels in their units. Some questions that can be asked are: What skills are required (at a high level) for the unit function to satisfy its mission, strategies, critical success factors, and to reach targeted levels of performance?; Does the business unit or function have those skills at the levels required?; What performance measurement systems assess skill-based contributions to performance in key areas?; and What additional skills are needed to support performance in key areas?
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Activity 3: Identify and evaluate other external environment forces Assess the impact of external environment forces on the attractiveness of each market; these may include government regulation, technological changes, and environmental factors such as social trends or conventions.
Activity 4: Determine how the agency operates under external constraints Assess the success of the agency in achieving performance goals while meeting external agency requirements or other external constraints.
Activity 5: Identify and document issues and opportunities associated with the external environment forces Identify and document the issues and opportunities relating to the efficiency and effectiveness of communications used by the agency with the external agencies.
Activity 6: Identify and document issues and opportunities associated with suppliers and strategic business partners Identify and document any additional suppliers and/or strategic business partners of the agency based on process areas (value chain), business processes and the primitive process areas and elementary processes.
Activity 7: Determine key organisational interfaces Determine the key organisational interfaces between the supplier and strategic business partner and the agency internal work processes. Identify the processes and/or tasks used to conduct that interface, and where in the agency the interfaces are managed.
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3.2.3
Task E: Develop the first-cut vision of opportunities and directions The purpose of this task is to assess and prioritise the business opportunities based on the established evaluation criteria. A first-cut vision of business opportunities and directions is selected and understood for further investigation in the Analysis stage. Note: Business opportunities that do not have a significant dependence on technology will probably have little influence on the ICT strategy. Management may wish, however, to carry these opportunities forward for further investigation outside of the scope of the project as a special study.
Activity 1: Establish criteria for decision-making Establish criteria (e.g. policies, practices and cultural aspects) for evaluating options and justifying the ICT strategy. Obtain an agreement in principle on the criteria that management will use in making business decisions about investment in ICT.
Activity 2: Prioritise potential opportunities Assess the merits of the potential business opportunities, focusing on the contributions of ICT. Determine the relative priorities of the opportunities. Activity 3: Determine issues, assumptions and constraints Consider the areas of the business affected by the use of technology. May be replication of previous task. Activity 4: Select opportunities for further investigation Select and recommend to management opportunities for further investigation. Keep the number of opportunities relatively small. Focus on the major, high priority opportunities. The business opportunities that do not have a significant dependence on technology will probably have little influence on the ICT strategy. Management may wish, however, to carry these opportunities forward for further investigation outside of the scope of the ICT Strategic Plan development.
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3.2.4
Task F: Determine agency value chain An agency value chain (e.g. financial value chain which covers processes from budgeting to operational expenditures) will represent the current processes of the area of interest for the agency centred on major resources. It can be used to determine where a company possesses strategic advantage or disadvantage.
Activity 1: Identify value chain process areas Define functional groupings of key activities as preliminary process areas. Process areas should be classified as either value chain process areas or support process areas.
Activity 2: Prepare an overview of the agencys value chain Document the agencys value chain and support process areas that the agency undertakes to deliver value to customers in the form of products and services. Present the project team's understanding of the agencys value chain to management.
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3.3
Phase 3: Identify Areas of Potential Strategic Advantage Areas of potential strategic advantage are areas within an agency, defined at high level, where the application of ICT would provide an agency with competitive advantage. The purpose of this phase is to identify the immediate ICT implications in each area that contribute to successful ICT implementation based on local or international practices.
3.3.1
Task G: Understand current business trends Extend the research on either local or international practices to determine current trends on similar nature of business with agency and how each can contribute to agency specific needs, especially on the use of ICT.
Activity 1: Review local or overseas best practices or developments Identify other Government initiatives or efforts taken locally or abroad. Sought to understand the leading practices (or case studies) and their lessons learnt in relation to the role of agency and the enabling environment that is required for successful ICT implementation. Activity 2: Determine the contribution of ICT in supporting the current agencys business strategies and national goals Come up with a list of initial ICT opportunities from other agencies, local or overseas, that can relate to the agencys nature of business, for example, online taxation for the Ministry of Finance.
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3.3.2
Task H: Identify immediate ICT implications or contributions Opportunities for gaining strategic advantage through the use of ICT are identified on a preliminary basis. Insight gained as to where the ICT applications can provide significant return on investment provides a basis for refinement of the scope and approach for the next stages.
Activity 1: Identify what ICT can contribute based on the agencys value chain Based on the analysis done in Task F. Other techniques that can also be used are: Competitive analysis of the external environment; or CSF analysis; or Organisational impact analysis; or Applicability of emerging technologies.
Critical Success Factor (CSF) is closely link to the agencys value chain. CSF refers to the limited numbers of areas in which satisfactory results will ensure successful competitive performance for the individual, department, or agency. They are the few key areas where "things must go right" for the business to flourish and for the manager's goals to be attained. Define the critical success factors for each of the agency-level business objectives based on a review of background documentation, industry research, and interviews with management.
Activity 2: Determine CSF performance measures and targets CSFs should always be measurable. For instance, rather than having a CSF which says "provide excellent customer service," it should be stated in specific terms such as product quality, product delivery, product inventory, or product warranty, which are factors that must be considered in meeting the business objective to "provide excellent customer service". Determine one or more performance measures for each critical success factor that can be used to assess performance (i.e., efficiency and/or effectiveness) in achieving the critical success factor.
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Determine the targets for each CSF performance measure. The performance measures should specify what to be measured and the targets should define the acceptable range of results for the critical success factor. For example: "Hire 100 graduates in the top 10% of their class from ... by FYE June 30, 1995," would be a performance target of the business objective "Hire the best and brightest."
Activity 3: Link business strategies to performance targets Link the business strategies to the CSF. The CSFs are the few key areas in which successful performance will lead to the achievement of the agencys business objectives.
Activity 4: Prepare the Enterprise Performance Framework Document the agencys performance framework, by defining the mission, business objectives, and critical success factors (CSFs) that apply to the agency. Ensure that the project is focused on improving the performance of the business and that project scope is defined to support business objectives.
3.3.3
Task I: Consolidate findings Compile the results from the business environment assessment and prepare a list of areas of potential strategic advantage. Determine executive management and
perception of ICT strategic importance.
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4.
Stage 2: Analyse ICT Environment

The need to preserve and enhance current ICT investments could be a major constraining factor in developing an agencys ICT strategy. Information about the current ICT environment needs to be gathered and assessed. The objectives of this stage are to: Identify the agencys current ICT readiness and potential in supporting the government through ICT initiatives; Identify the current progress of these initiatives and examine their relative strengths and importance; and Perform ICT assessment to measure ICT usage and effectiveness of agency
This stage involves a series of assessment on the current ICT environment that are based on 5 major groups as shown below:
Systems
Strategy
People
Delivery
Technology
Figure 3: The 5 areas of ICT assessment
Strategy: examines what ICT strategies are in place, how effectively they support the business and how the business manages and controls ICT. Delivery: examines how resources are organised, monitored and controlled to deliver ICT services and ICT projects. People: examines how ICT human resources are organised and managed in ICT and examines the skills and attitudes of users and ICT staff. Technology: examines how technology trends are identified, the effectiveness of the technology architecture and how technology is deployed.
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Systems: examines the business functions that are supported by ICT applications, the extent of coverage, the gaps that exist in the information provided by these systems and seeks to identify any unsatisfied demand that may exist.
For Strategy, most were covered in the earlier stage when defining the overall mission of the agency, with respect to ICT. The focus would mainly be on the remaining 4 groups.
4.1
Phase 1: Perform ICT Assessment
An ICT assessment is a process of identifying existing applications, hardware and other technology architecture components that exist in the ICT environment. The purpose of this phase is to assess the key components of the current ICT environment in determining the ICT capabilities to meet the current and future needs of the business. This analysis will be key to identifying short term and long-term opportunities to improve the ICT environment and used in the gap analysis and identification of strategic initiatives.
Performing ICT assessment requires information gathering from reviewing existing documentation, system investigation and interviewing agencys staff at management and operational level. Templates should be provided to obtain input from information gathering. Various methods can be used to gather information. One of the possible information gathering techniques is questionnaire. The response can be formed into an application assessment spreadsheet that provides an average for each question in the surveys. These averages are the basis for the analysis. Analyse results to look for patterns in the responses of satisfaction or business and technical issues.
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4.1.1
Task J: Review agencys current ICT strategy, plans and budget This task will cover the Strategy dimension of the assessment. Main activities include: Understand the ICT and business strategy alignment; Understanding policies and guidelines for ICT management and implementation that have been put in place for the agency to operate in an ICT environment; Reviewing past year actual budget and actual year forecast budget for ICT infrastructure and application development. Break down by expense category, business unit and work type. Normalise budget across years so that the unusual or one-time expense (such as Y2K) are recognised; and Prioritising strategic initiatives and prepare high-level cost estimates for related projects for next year and the duration of the project.
4.1.2
Task K: Perform high-level current ICT environment review Collect relevant information about the existing ICT environment and conduct a highlevel review to identify opportunities and issues that should be considered when defining the project scope. This review should be conducted at a high level and judgment should be exercised to prevent delving into unnecessary detail since the objective is to allow the project scope and boundaries to be accurately assessed. Additional information gathered and more detailed analysis completed later. Any information gathered should be reviewed to ensure it is current.
Activity 1: Establish relationship with information system and related departments Organise and conduct meetings with information systems and related departments to gain access to corporate knowledge associated with the existing ICT infrastructure and with the legacy systems.
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Activity 2: Review background documentation Review background documents to gain an initial understanding of the project and the current ICT infrastructure, such as: System abstracts (for application efforts); Required ICT architectures (for specific products); Inventories of ICT applications and data files; Inventories of ICT systems and technology components; Profiles of user and ICT organisation skills; Current system architecture; and Current system service levels (e.g. service level agreements)
This review should be conducted at a high level without going into unnecessary depth. Obtain a clear statement of the business goals and target applications that the ICT infrastructure design must support. It is not sufficient to only analyse technical factors.
Activity 3: Complete high-level review of existing ICT environment Focus the review of the existing ICT environment on platforms and applications, operations and support, ICT organisation structure and standards and pre-existing decisions. The depth of the analysis to be completed in this step needs to be carefully related to project scope before the work commences since it is easy to spend too much time gathering excessive detail.
Activity 4: Understand the current ICT function Complete a high-level assessment of the current ICT function, based on a comparison with best practices and industry norms.
Activity 5: Identify issues and improvement goals Identify the primary issues and opportunities for improvement based on the preliminary review of existing ICT environment.
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4.1.3
Task L: Assess organisation and management This task will cover the People dimension of the assessment. In this task, existing skill levels are assessed to determine the degree to which they enable and will continue to enable the agency to reach its performance goals. The task assesses the degree to which groups of people in the agency have attained needed levels of knowledge and skills. The primary focus is on business units or support functions (such as financial management, ICT management) with skill issues or questions that arose in the skill evaluation.
Activity 1: Understand current knowledge and skills Knowledge and skills are the "what" and "how" of work. To establish skills in an area, an individual must know what to do and how to do it. Three important characteristics of a skill are flexibility, effectiveness and context sensitivity. Assess the operational skills, management and team leading skills and job task skills and identify the gaps that currently exist.
Activity 2: Determine existing ICT organisation Review the existing ICT organisation to identify potential transition and/or support risks and determine the training and hiring needs. Consider the following: Purpose of the ICT organisation and management unit; Management level; Number of staff and skill sets (including the distribution) for users, system analysts, application developers, data and database administrators, data security administrators and system administrators; Areas of accountability and responsibility; Application services and practices; Third party roles; Budget, cost of budget and funding; and Performance measures and rewards
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Activity 3: Assess communication The communication assessment should aim to determine the following information: Review the effectiveness of external (e.g., with customers and suppliers) and internal (e.g., amount individuals and business units within the agency)
communication Assess the appropriateness of the way people in the agency communicate; Focus on bottlenecks and barriers that interfere with the ability to get information needed to make critical decisions in a wel informed and timely fashion; and l Create and deliver messages in ways that are meaningful to and preferred by the target audience.
Activity 4: Understand integrating mechanisms (cross-functional business units) Assess the mechanism that exists within the agency to link the activities with shared responsibilities, for example: Individual cross-business roles (e.g. coordinator); Cross business committee or teams (e.g. sales or ICT liaison group); Project teams (e.g. new product launch team, relocation project team); and Informal mechanism (e.g. personal network, informal support group).
Activity 5: Determine organisation and management issues and opportunities Determine and document organisation and management issues and opportunities for improvement.
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4.1.4
Tas k M: Assess applications and data This task will cover the Systems dimension of the assessment. Assess the functionality of the applications that supports the business function. This will provide a basis for the definition and design of the target environment.
Activity 1: Identify ICT components supporting systems Categorise the ICT components according to hardware, system software, data management software, EDI software, operations support software and
telecommunication software.
Activity 2: Identify system interface Determine the interfaces between current systems. These interfaces may be direct interfaces through a transaction or indirect interfaces through a data set (one or more shared data set or batch transaction). Activity 3: Review system documentation Identify and review the documentation for each current system, both on-line and paperbased such as: Process documentation; Process documentation (e.g., Event Response Analysis, Process Dependency Diagrams, Process Descriptions); Data documentation (e.g., Conceptual Data Model, Logical Data Model, Physical Data Storage Characteristics, Data Dictionary); Test documentation (e.g., Test Plans and Test Data for system and acceptance testing); Specifications (e.g., Edit/Validation Specifications, System Diagrams, Window Layout/Definitions, Program Macro Diagrams, Report Definitions); Source program listings; Sample input forms and outputs; User documentation; and
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Operations manuals
Activity 4: Understand system components Identify the software components of each current system included in the analysis. Software components include program source code, common logic modules, job streams (e.g., JCL, Unix scripts), DLL members and executable programs
Activity 5: Review systems support for business p rocesses and objectives Review the support and strategic impact for the business processes by the current or planned systems or applications.
Activity 6: Define systems scope Determine the criteria to be used in selecting the systems or applications relevant to the scope and objectives of the project. Achieve agreement with the executive management, key stakeholders and the project's steering committee. Activity 8: Determine application issues and opportunities Determine and document application issues and opportunities for improvement.
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4.1.5
Task N: Assess technology infrastructure This task will cover the Technology dimension of the assessment. Determine the effectiveness of the existing infrastructure and technologies to meet current and future ICT infrastructure needs. Assess the stability and performance of the current infrastructure and the ability to extend the reach to users. Note: The level of detail for this task depends heavily on the project rationale and goals established for the infrastructure development effort. Care should be taken to avoid collecting unnecessary information.
Activity 1: Understand existing hardware and software Determine existing hardware configurations, locations, capacity, capacity utilisation, and age. Sources of information include the ICT department staff and users. An asset management tool, if in use, may also be an information source.
Activity 2: Understand software development tools Determine the software development tools in use, and the degree to which they are used in the agency. Data collected in this task can be used to determine which tools can be carried over into the new environment or which should be replaced.
Activity 3: Understand networking and communication components Understand current configuration and available capacities for areas on LAN and WAN, communications software and middleware, protocols, hardware (e.g. cabling, bridges, routers and gateways), telecommunications and voice conferencing and mail systems.
Activity 4: Understand operation and management tools Understand the operation and management tools to administer the ability to the health and welfare of ICT infrastructure, which includes: Performance and capacity management; Service level analysis and reporting; Network management;
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Scheduling; Disaster recovery and automated back-up; and Security.
Activity 5: Determine system usage of ICT infrastructures Determine the systems that operate on each ICT infrastructure.
Activity 6: Determine operational or facilities capabilities and issues Determine operational/facilities issues that may hinder or facilitate the use of certain technologies. Space of operations, power, cooling, cabling, building conditions, and location of facilities may affect the choice of technology. The information gathered will be used for gap analysis, capacity analysis, and presentations. Activity 7: Review existing interface and standards Review existing interface and standards and determine overall high-level processing volume (or data interchange rates), required hardware and software and networking components as well as technical standards (technology vendors and platforms (e.g., hardware and software), development and productivity tools, methodologies, network and communications and support standards) that are currently used in the ICT environment.
Activity 8: Understand existing business and management requirements and constraints for ICT infrastructure Understand and determine the business and technology requirements and constraints for the distribution, growth, and standards of the ICT infrastructure. This includes corporate standards, current organisation, investment and budget constraints, risk profile and other ICT infrastructure constraints.
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Activity 9: Review disaster contingency planning Review the adequacy of disaster contingency planning for the current facility, equipment, and ICT infrastructures of the in-scope business units. First identify the risks associated with the current infrastructure, and then review the current disaster contingency plan (if one exists) to determine whether it appropriately addresses the identified infrastructure risks.
Activity 10: Review the technology policies, standards and methods Review and understand existing technology policies, standards and methods for existing ICT environment.
Activity 11: Determine ICT infrastructure issues and opportunities Determine and document infrastructure issues and opportunities for improvement.
4.1.6
Task O: Assess service delivery This task will cover the Delivery dimension of the assessment that includes the management and organisation on ICT services and resources. Activity 1: Profile current and under development systems Identify and analyse the major information systems currently being used and under development by the in-scope business units. This will provide a basis for the definition and design of the target environment. Each system (existing and under development) is described and analysed, including its development details, business unit ownership, development, maintenance and operational details, skill requirements, interfaces to other information systems, quality and importance to the business. Activity 2: Review current data security Conduct a high-level review to provide a relevant context for defining the agency's data security requirements in areas such as:
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Existence and adequacy of a Data Resource Management (DRM) organisation (including data administration, database administration, and data security administration functions) for the development, management, and control of the agency's data resources;
Existence and adequacy of a corporate security policy to ensure that the agency's data is secure from destruction, corruption, unauthorised access, and breach of confidentiality - whether accidental or deliberate;
Management review and enforcement of the data security requirements; Scope and terms of reference of internal audit in the context of data security; Management of compliance with industry and statutory data needs/statutes (e.g., privacy acts); Existence and adequacy of disaster contingency/recovery plans and whether they are updated and tested regularly; and Existence of a security awareness program for staff
Activity 3: Understand the project management policy, including standards and methods Define procedures, standards and methods for supporting the to be technical infrastructure which includes back up and recovery, defining necessary skill sets and departmental responsibility for supporting the technical environment. Service level agreements, tools for performance tuning, source code management, editors, etc. are also defined here.
Activity 4: Determine service delivery issues and opportunities Determine and document service delivery issues and opportunities for improvement.
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4.1.7
Task P: Assess the strategic impact Identify the direction for ICT strategy development that will eventually lead to a list of ICT opportunities. To do so, two techniques are involved: ICT Strategic Grid and the Systems Audit Grid. The ICT Strategic Grid will be referenced in the method to determine ICT organisation strategies and to assess the appropriateness of the degrees of risk of the information system development portfolio and the implementation projects portfolio. The Systems Audit Grid will determine whether the existing applications should be retained, enhanced or replaced in the new target ICT environment.
Determine the strategic nature of the agency (or business unit's) ICT environment based on the assessed strategic impact of the current systems and the systems under development based on four different ICT environment defined in the ICT Strategic Grid. Activity 1: Conduct the ICT Strategic Grid analysis to assess the nature of the ICT environment The ICT Strategic Grid below is defined based on the following two dimensions: The strategic impact of current systems, that is, the level of dependence on existing systems, (e.g., how critical is it that existing systems run in a reliable, cost-effective fashion 24 hours a day, 7 days a week, 52 weeks a year?); and The strategic impact of the planned systems including those under development (e.g., how critical are the new systems and electronic support that are going to be developed over the next few years?).
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Figure 4: ICT Strategic Grid Depending on the assessed values along these two dimensions (i.e., high or low), four different ICT environments can be identified as follows: Strategic: Smooth functioning of the ICT activity critical to the firm's operation on a daily basis; applications under development critical for future competitive success. Turnaround: Uninterrupted cost-effective functioning of ICT operational
support not absolutely vital to achieving short-term or long-term objectives; applications under development critical for achieving strategic objectives. Factory: Cost-effective and reliable ICT operational support vital for the smooth functioning of the firm; applications portfolio, dominated by maintenance work, not fundamental to the firm's ability to compete. Support: ICT operational support not critical to smooth functioning of the agency; applications portfolio not strategically important.
Activity 2: Prepare the ICT Strategic Grid Discuss and agree on the assessed strategic values of the current application systems and application development projects as reflected in the Current ICT Strategic Grid. Modify the findings as appropriate.
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Activity 3: Conduct the Systems Audit Grid analysis to assess the technical and business value of each major application Assess the technical and business value of each major application supporting the business units to form a basis in determining whether it should be retained, enhanced, or replaced in the target environment. Categorise the current application into classes of potential disposition in the target environment based on their assessed business and technical values using the Systems Audit Grid framework.
Figure 5: Systems Audit Grid Plot the agencys applications according to their business and technical values and categorise application into one of four groups, depending on its placement: Eliminate (low in both business value and technical value) - Applications in this category are candidates for elimination from the target environment. They may never have been necessary or they may have become obsolete because of the business segments they support may have changed; Reassess (high technical value but low business value) - Applications in this category may be the technician's products looking for applications or applications which the users have failed to support and use or applications which were in advance of the business needs. They should be reassessed to determine if they should be eliminated or if they could be enhanced to add business value;
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Renew/Replace (high business value but low technical value) Applications in this category represent potential business exposures. If they fail, business operation or management capability will suffer. ICT opportunities are likely to be identified from these applications; and
Maintain/Enhance (high in both business value and technical value). Applications in this category should be given priority for any maintenance or enhancement to sustain any benefits or competitive advantages from these applications. Failure to adequately maintain these applications may cause them to become business exposures.
Activity 4: Prepare the Systems Audit Grid Discuss and agree on the assessed business and technical values of the current applications as reflected in the Systems Audit Grid. Modify the findings as appropriate.
4.2
Phase 2: Recommend Short Term Action It is important that all those involved with an ICT strategy understand the business and ICT issues to plan ICT development, deployment, and operations in a manner that best meets agencys needs both now and into the future. An agency should plan strategically to meet its needs in the long term (4 years and beyond) and in the short term (12-18 months). Due to the nature and complexity of the ICT projects, it is
suggested that the ICT Strategic Plan team identify early opportunities to demonstrate tangible benefits of the development project; an interim (short-term) solution while working towards achieving a complete ICT target environment. The purpose of this stage is to identify a list of short-term ICT projects based on evaluation of the government's existing ICT environment and actions for obtaining early benefits. Proceed with the recommending short-term ICT projects before obtaining approval from the senior management.
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4.2.1
Task Q: Consolidat e findings Compile all the findings from the previous tasks and compile the results of the ICT assessment. Determine the short-term ICT opportunities.
Activity 1: Develop an overview of the current ICT environment Include the agencys ICT heritage, senior management's perception of ICT strategic importance, and findings gathered from a high-level review of the ICT environment and assessment of the ICT function. Also to include is the strengths and weaknesses of the current ICT environment.
Activity 2: Compile the results of ICT assessment Review all the findings for overall consistency and completeness. Summarise key findings related to major current applications, data files, ICT technology environment and ICT management organisations.
4.2.2
Task R: Identify short-term ICT improvement projects Activity 1: Recommend short term actions Identify any short-term improvement project, taking advantage of the short-lived opportunity that are necessary to support the ICT environment until the ICT strategy is sufficiently implemented.
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5.
Stage 3: Develop ICT Strategy

In this stage, new applications and their functionality processing requirements that will have strategic impact on the current ICT environment are identified and a set of prioritised application for the target environment are defined. The objectives of this stage are to: Identify the ICT opportunities to better support the business strategy; and Design the target ICT environment, covering prioritised target applications, technology architecture and ICT governance.
This stage also suggests the target applications and implementation options, the technology architecture and profile of the ICT organisation.
5.1
Phase 1: Identify ICT Opportunities The purpose of this phase is to generate ideas and identify opportunities enabled by new applications or current applications not presently in use within the agency. These opportunities should also cover the business process operations and operating decisions that can be improved through extension of applications support. An ICT opportunity may cover the following aspect: New information (e.g., customer preference and quality rating); New information relationships (e.g., sales by product group and receipts by supplier); Physical changes (e.g., more timely, more accurate, and better format); Business opportunities (e.g., organisational changes and business process
transformation); and Lower computing hardware costs (e.g., down sizing from a mainframe to workstations connected by a LAN).
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The approaches that can be taken to identifying ICT opportunities are as follows: Brainstorming; Cross-fertilization (between business and system personnel); Reviewing system development projects (for new ideas in further enhancing products and/or services); Conducting market research and competitor analysis; Benchmarking (finding out what and how other companies including competitors in the same or similar industries are doing in applying IS to gain competitive advantage); Reviewing in-place technology (for new ways in using existing resources); Analysing existing products (for ideas of products complementing or adding value to existing products); and Engaging in new technology ventures.
The objective of this phase is not to define the functional processing requirements of each application. Hence, defining functional processing requirements is an
implementation activity that is performed in the requirement definition phase of a system development project.
5.1.1
Task S: Identify major ICT opportunities When identifying major ICT opportunities for improvement, always examine ICT technologies as a means for an agency to create competitive advantage or improve operation performance. Therefore strengths, weaknesses, opportunities and threats of an agency should always be determined initially. Depending on the specific project circumstances, various techniques may be used to generate ideas for ICT opportunities. Major techniques that can assist in this analysis are: Competitive analysis of the external environment; Value chain analysis; CSF analysis; Organisational impact analysis; and
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Applicability of emerging technologies.
Activity 1: Leverage on the value chain analysis Value is identified by defining high priority activities that are performed by an agency. Value chain analysis is used to model an organisations internal business environment. It identifies the value brought to the marketplace. It is based on the premise that competitive advantage is best understood by looking at the firm as a system of discrete but interdependent processes.
Analysis of the value chain should look at how well the agency actually puts its strategies into practice and identify the information content of each value activity and its linkages. The potential opportunities can be derived from the value chain in terms of: Automating the physical tasks in a value activity; Physically connecting or controlling activities across linkages; Improving management and control of value activities; and Optimising or coordinating value activities across linkages.
Activity 2: Perform gap analysis Identifying the gap in performance between current ICT environment and target ICT environment. Identify potential areas of operation that require improvement by collecting information which was not currently recorded and applying the current recorded information in various new ways. The use of strategic assessments and best practices can also help identify potential solutions.
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Activity 3: Derive appropriate ICT opportunities When completing the competitiveness analysis, value chain analysis, organisational restructuring, or other opportunity analyses, the target opportunities should be matched with the appropriate choices of technologies.
Activity 4: Identifying risks associated with ICT opportunities Identify the risks associated with new and unproven technologies before considering the ICT opportunities based on emerging technology. Examine factors that could threaten any planned project actions from being carried out successfully, prevent any milestones from being achieved, or otherwise represent a risk such as time and ease or difficulty of catching up with the emerging technology.
5.1.2
Task T: Determine the benefits of ICT opportunities Activity 1: Agree on high-level benefits on ICT opportunities Identify and determine the benefits, both quantifiable and unquantifiable, for each ICT strategy option based on information derived from the definition of the respective strategy components. Examples of the types of benefits of an ICT opportunity include the following: Information formerly unavailable; Information more complete, more accurate, and/or more timely; More effective management control; Reduction of clerical workload; Reduction of supervision time; Equipment/space reduction; and ICT personnel reduction
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5.1.3
Task U: Determine risks of ICT opportunities Activity 1: Associate potential risks with the identified ICT opportunities Assess the overall risk associated with each ICT strategy option based on a review of the risk assessment of the following areas completed during the definition of the respective strategy components: ICT opportunities; Target applications; Implementation options; and Technology and organisational infrastructures.
Assign levels of risk expressed as the probability of occurrence to each of the identified risks. Examples of potential risk are: Market concept risk (as judged by customer acceptance and continued use); Technology risk (in terms of proven capabilities and performance); Implementation risk (as related to problems impeding turning the idea into a reliable product or service, such as problems in system development and supplier delivery); Economic risk (as determined by the likelihood that the expected outcomes or benefits of the ICT opportunities cannot be achieved); Organisational risk (as determined based on the assessed degree of support provided by the agencys organisational infrastructure, such as its culture, management processes, and human resources, for successful implementation); and Regulatory risk (in terms of possible changes of governmental policy or social interest groups).
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5.2
Phase 2: Define Target Applications The objectives of this phase are to define the target applications (TA) that should be included in the target ICT environment and to summarise the significant features of the target applications that will influence implementation and operation. At the end of this phase, it is recommended that a workshop be held with the project team to share the analysis and findings on the ICT opportunities and identify the major TA.
5.2.1
Tas k V: Develop initial TA
This task involves the envisioning of initial TA, including a preliminary definition of the functional requirements of these applications. The approach taken to develop an initial TA framework is to revisit information system opportunities for improvement and develop initial TA architecture based on ICT opportunities identified previously. The earlier assessment of current applications using the Systems Audit Grid (Task P) will be used as reference.
Activity 1: Identify current applications to be retained, enhanced or replaced Compare the initial business system architecture to current applications to identify the current applications to be retained, enhanced, or replaced in the target environment by doing the following: Match the initial business systems with current applications which support the same business processes and/or use the same data entities; Examine and compare the characteristics of the matched target and current applications, focusing on their functional descriptions, and their data usage characteristics (type of usage such as create, use, or modify; type of data used such as global, local or personal); and Identify current applications that should be retained (those having the same functional and data usage characteristics as the initial business systems), enhanced or renewed (those having a majority of common functional and data usage
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characteristics), or replaced (those having few common functional and data usage characteristics).
Activity 2: Revise the scope of certain target applications so that related current applications might be retained If further assessment is required, be sure to consider the following characteristics for migration into the target environment: Critical to other portions of the business environment that may not have been included within the scope of the planning study; Having significant interfaces with other applications; Representing a recent significant investment of development resources; and Providing major operational or tactical support that cannot be replaced within a short time (e.g., within six months).
Activity 3: Define new TA Examine the initial business systems that have not been mapped to any current applications and determine the ones that corresponds to applications under development, the ones that should require new applications and the ones that are should subject to further review in the target environment. Address the following when defining new applications: Assessed business opportunities; Required resources to develop and support the new applications; Architectural impact of required system interfaces; and Assessed risk and return.
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Activity 4: Categorise the TA Categorise the TAs based on the nature of the application systems (office automation, end-user computing, operations support, decision support, management information, and real-time processing and control) and the nature of the business applications they support (mandatory applications, strategic applications, traditional applications,
infrastructure applications). The different types of applications as shown in the figure 6 below will have different implications on the appropriate techniques to use in determining the benefits of the applications.
5.2.2
Task W: Build TA overview Determine the overview of each TA for major data inputs and outputs and process descriptions. Additional fact-finding may sometimes be required.
Figure 6: Target Application Portfolio (example)
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Activity 1: Summarise the key processing characteristics of the TA Define high-level functional requirements for the information processes envisioned for each of the TA based on the relevant results of process analysis, data analysis, and process envisioning tasks. Prepare a preliminary functional requirement lists to document the following items: Functional Requirement: grouping of related key requirements in a structured, hierarchical manner (i.e., by business process by elementary process); Comments: where appropriate, documenting any additional information whic h explains the requirement in more detail; and Desirability: indicating whether the requirement is mandatory, highly desirable, or desirable Activity 2: Develop a management overview TA diagram Develop a diagram that provides management with an overview of the TAs. The diagram should include linkages between TAs (if any).
5.2.3
Task X: Prioritise TA Activity 1: Agree on prioritisation area Prioritise the TA systems based on their expected benefits and the assessed strategic and operational importance. Based on their potential impact on business segment CSFs, assign target application to priority groups. Activity 2: Determine the priorities of the target applications The factors in determining the priorities of the TA: Overall business impact - high, medium, low; Return on investment: immediate, short-term, long-term (not applicable for current applications without modifications);
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Implementation complexity: high, medium, low, and not applicable (n/a). This rating of expected complexity takes into consideration such items as conversion, migration, and development;
Dependencies: high, medium, low. This is the degree to which this application depends upon other applications in terms of items such as system interfaces or shared data; and
Overall priority group: high priority, medium priority and low priority. Assign an overall priority grouping to the TAs based on their relative importance within the business unit. In some instances, it may be appropriate to consider prioritising the TA on an organisation-wide basis, possibly in the case of limited funds
Identify two to four "high priority" TA as pivotal applications, having the most impact on the agency's business based on the strategic values of the business objectives and CSFs they support. These pivotal TA will have a major impact in formulating the skeleton ICT strategies.
5.2.4
Task Y: Confirm TA with management Activity 1: Conduct workshop to present findings, analysis and recommendations Conduct a workshop to present findings, analysis and recommendations to the team members and Steering Committee. Recap on the business segment strategies, business and ICT environment summary, TA and known ICT strategy assumptions and constraints. Arrange for an off-site location and a facilitator to ensure participants focus and involvement. Generate solutions, ideas and alternatives during brainstorming sessions and discussions and agree on the priorities of the target applications.
Activity 2: Obtain approval and feedback of the deliverable and authorisation to proceed Be sure to include all the project team members to approve of the prioritised list of target applications. Once finalised, gain approval and authorisation to proceed to the next phase.
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5.3
Phase 3: Develop Technology Strategy The objective of this phase is to identify a set of technology components to support the TA. A technology design/architecture will be developed to capture various components (e.g. communication, database, server and client system software, security and control, etc).
5.3.1
Task Z: Identify technology trends
Activity 1: Perform research on the latest technology trends Conduct a research on best practice surveys/benchmarking, best practice visits (within and outside the industry), technology trends, or industry standards. Source of information on technology trends can be obtain through seminars, journals,
publications and subject matter expert. This technology strategy must be positioned to meet the current and anticipated business needs in response to technological changes.
Activity 2: Determine its implications on the agencys environment If a technology trend could increase the growth requirements of the ICT infrastructure, determine this potential impact in the growth forecast. For example, a technology trend is the use of a corporate intranet. In developing an agencys ICT infrastructure, examine the opportunities and risks (both business and technical) of an intranet policy.
5.3.2
Task AA: Define principles for developing technology strategies
Activity 1: Revisit high-level technology issues Revisit the high-level technology issues (e.g. the limitations, maturity, feasibility in the current environment) and consider their present and likely future relevance within the agency.
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Activity 2: Determine its implications on the agencys environment Translate the outcome of the analysis of technology issues into simple and direct statement governing the development of the technology strategy.
5.3.3
Task AB: Determine technology requirements Activity 1: Identify the technology components determinants The technology components are identified in this step on a preliminary basis to supplement the definition, understand the associated preliminary system development option, and estimate the implementation efforts and durations. The components provide the input to defining the first-cut list of ICT components and infrastructures during ICT infrastructure definition. Such components include main hardware, operating systems, telecommunication and supporting tools. Determine the high-level requirements of these components.
Activity 2: Identify high-level requirements of these components
5.3.4
Task AC: Determine target technology architecture This task involves considering key business and technical drivers and high-level processing paradigms to form the basic choices for initial architecture decisions.
Activity 1: Consider key business and technical drivers and high-level processing requirements Review the technology architecture, considering all components in the context of the following factors - Required use of specific vendors/products, required use of legacy system components, application software package constraints, required interfaces, required technologies and standards.
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Activity 2: Derive high-level technology architecture Consider multiple alternatives, and demonstrate that the fundamental options have been considered by applying knowledge of existing ICT environment, drivers identified previously, system distribution options, target applications and technology requirements. Some factors to be considered are: 5.3.5 Integration with existing systems; Placement of data closer to its source; Ease of user growth, performance, data integrity and consistency of distributed databases; Security, volume and transaction requirement; Location of users; and Skill set of support staff.
Task AD: Formulate technology strategy
Activity 1: Consolidate the findings and recommendations Prepare a Technology Strategy Abstract that represent the technology design and contain the following suggested information: High-level requirements; Summary of current technology architecture shortfalls; Proposed technology design, illustrating how the design satisfies requirements, including (where applicable): o Communication; o Database; o Server and client; o System software; o Security and control; o Outsourcing; o Tools (e.g. network management, operation management, end user, etc); and o Support and management;
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Standards, Policies and Guidelines ICT Strategic Plan Guideline 5.4
Expansion, redundancy, and recoverability approach.
Phase 4: Develop ICT Governance Framework The purpose of this phase is to define and recommend to senior management the ICT governance framework, which is the process of how ICT policy, resources and systems are established, deployed, managed, amended and enforced.
In summary, ICT Governance is: The body of rules, agreements and standards that defines the basis for interaction between different people, departments, roles and functions within the agency; The principles that determine the way decisions are made and conflicts resolved at all levels; An explicit statement of when and under what conditions ICT decisions fall within the authority of ICT governance; and The distribution of accountabilities and responsibilities.
A strong ICT governance structure is essential to the development and implementation of the e-government initiatives. An ICT governance framework should contain the following criteria: Promote and support collaborative approach to ICT; Increase cooperation between agencies, resolving hard issues; Inform debate at senior agency levels on achieving strategic outcomes; Recognise the opportunities to accommodate the extensive investment required for integrated service delivery; and Enable agencies to continue to manage their own ICT strategy, development, implementation and support.
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5.4.1
Task AE: Revisit ICT organisation and management issues Revisit and obtain an oversight on the on-going ICT environment to understand the how an ICT lifecycle is being planned, managed and delivered. Review deliverables from the previous stages, if preferred. Understand the strategic priorities that reflect governments commitment to continue to embrace the opportunities offered by the advancement of ICT. Activity 1: Understand the agencys culture
Activity 2: Determine its impact on the ICT strategies Consider the following factors and how they affect the agencys business and ICT strategy: Characteristics of the agency; Agencys strategic importance; Impact of ICT on the business of the agency; Agencys high level ICT organisation; and Management issues
From the observations, identify the gaps that exist in the ICT leadership and coordination that are required to lead and support successful ICT initiatives implementations.
5.4.2
Task AF: Identify ICT services and skills required Activity 1: Determine the required management, technical and functional skills and services Determine the required management, technical and functional skills and services to support the target applications in business and industry knowledge, application specific knowledge, system development, operation management, network management,
technical support and end user support. Review the processing distribution and
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locations where end-users of the target applications reside to identify where ICT management skills and services must be provided. Therefore the characteristics of the agencys overall organisational structure and their implications must be considered.
5.4.3
Task AG: Develop ICT governance framework Determine the approach to be used in defining ICT governance for the specific agency. The framework is should support the entire life cycle of ICT. three main functions that are, planning, managing and delivering. This lifecycle covers
Activity 1: Identify and resolve differences between current and target ICT organisation/ management Compare the current and target ICT management organisation to identify the inconsistencies and gaps in the support for business processes by TA. Recognise the planned use for new technologies in the target environment, view the similarities and differences between the current and target environment and decide on how to leverage on the corporate culture by weighing its strategic importance to be in the agency, both for now and in the future. For example, analyse the major inconsistencies on management issues, such as the need for specialised skills to handle the TA, which would affect the ICT strategy. Estimate the number of staffs by location and determine the means of acquiring additional skills, considering such options as utilising and enhancing the available skills within the current ICT environment. Identify and analyse alternative solutions. Resolve the issues, through discussions with the Steering Committee and senior management. Activity 2: Identify necessary supporting organisation and management practices Redesign the organisational structure and identify the distribution of ICT technical support and management personnel throughout the agency, such as: Planning and management control;
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Project management; System development; End user support; Technical support; Database administration; Operations management; Network management; and Security management
The distribution of the above must be considered in terms of the need to support the target applications and in terms of on-going ICT staff retention and training.
Activity 3: Compile the ICT governance framework Summarise the overall components for the ICT governance and highlight the key observations and gaps identified in the existing ICT governance environment by grouping them under three functions mentioned earlier. Suggest the agencys governance role according to the two following functions: Coordination Function To provide the central drive and management of ICT programmes; and Relationship Management Function To manage relationship and communication with internal and external parties.
An example of a coordination function is for the areas of planning and standards, portfolio management and monitoring. An example of a relationship management function is for user and vendor management. Some challenges that should be considered when developing an ICT governance framework: Governance arrangements: where does shared infrastructure stop and the front door of an agency starts?; Funding, investment and financial accountability for joint ventures; Measuring return on investment;
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Existing legislation: E-Government tests the boundaries; and Overcoming departmental silo cultures.
Refine, as appropriate the strategies based on the knowledge gain during this phase.
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6.
Stage 4: Develop Implementation Plan

Based on the tasks and activities carried out in previous stages, this final stage defines the major projects that are required to implement and execute the strategy selected and schedule the costs and technology resources required. The objectives of this stage are to: Develop a roadmap that highlights the major projects required to implement the recommended strategy; and Estimate the investment required to implement the recommended ICT
environment
The major projects to be implemented are defined by milestones or phases of development. They are identified after a review of their underlying technology and ICT infrastructure management. The effort to implement each project is then estimated.
6.1
What is an Implementation Plan? An Implementation Plan can be defined as an action plan that determines how to transform an agencys strategy into reality. A more simplistic view is to sequence the ICT opportunities defined earlier and perform necessary analysis to determine the milestones, timeframe and resources required to implement them. A number of business considerations should be addressed when developing an Implementation Plan, such as: What is the business case for change? When and how will the benefits be realised? What is the complexity of the implementation and development? How will the project be managed? Are there any technical constraints? Does it require any complementary business or HR initiatives? What are the risks associated with the implementation? What are the resources required and how are we going to get it?
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An implementation roadmap represents the actions required to change opportunity into realised benefits.
6.2
Phase 1: Develop Implementation Roadmap The objectives of this phase are to: Identify primary development projects that determine the major milestones and phases; Define the supporting projects which serve to implement the selected ICT strategy including target applications, organisational unit and structure, policies,
procedures, equipment and system software; Identify strategy to move from current to target environment; and Develop the plan and implement the ICT strategy
6.2.1
Task AH: Develop and rank projects Review the implementation efforts and identify those of primary importance, the accomplishment of which can serve as major milestones for phases of implementation. Identify these major efforts as the primary projects. Activity 1: Identify projects, which define major milestones Review the target application profiles and technology architecture. Develop a broad timeline for major implementation. Projects are prioritised by their relationship to the target environment. Individual projects are grouped to present a high-level overview of each project's prerequisites, dependencies, time-frame, barriers, enablers, and resources requirements. Activity 2: Identify and resolve migration issues Address major implementation issues that must be resolved to ensure successful transition to the target environment. Example: Redefine the disposition of current equipment configurations and applications during migration, the role of ICT
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management during migration and the policies and procedures for procurement of staff, equipment, software, etc.
Activity 3: Identify project barriers and enablers Identify the barriers and enablers especially the ones that involve stakeholders and determine their relevance for each project.
Activity 4: Define project dependencies Review the primary projects and identify possible dependencies between projects such as: Implementation date; Project date; Test start date; Prototyping start date; and Development start date.
Activity 5: Rank the project Perform sequencing of projects based on ranking of the applications and precedence relationship with other projects.
6.2.2
Task AI: Prepare for transition strategy
A transition strategy is based on a review of the implementation approaches and implementation sequences developed for the target applications. Assess the impact of the strategy on the project efforts, including the additional resources and skills required. Use the following discussion points to determine how the system transition strategy can fit into and support the selected implementation approaches: What are the top priority projects? What are the project dependencies? What is required to provide on-going operational support of needed business systems?
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Are interfaces between legacy systems and target systems in development required during the transition? What strategy is appropriate to ensure the successful co-existence of current and target environment components? What are the implications of attempts in the target environment design to leverage legacy systems? (These implications may vary depending on whether the legacy system is to be migrated, enhanced, retired, or left unchanged).
Activity 1: Evaluate and select transition approach Evaluate and select the following transition approach: Enterprise-wide simultaneous cutover to target environment elements; Pilot implementations to test and refine target environment elements; Phased implementation of target environment elements over time; Direct, one-time implementation; Parallel operation of both the existing systems and the proposed systems for a period of time; Implementation of the proposed systems at a pilot location; and Staged implementation, such as by location, division, department, company, store, or product.
Activity 2: Agree on transition approach Facilitate a discussion to select and reach consensus on a transition approach that addresses each of the following, as applicable:

Overall approach (i.e., cutover, pilot, phased, or a combination); Continuation of day-to-day work in the current environment during cutover preparation, pilot, and/or phased transition activities;
Resource availability; Training; Integration and sequencing of transition activities; Design and implementation of transitional organisational structures, systems, and/or facilities as stopgap measures during the transition (necessary when the
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required change exceeds the agencys capacity for adjusting to and accepting change);

Transitional funding mechanisms and budgeting procedures; Start and end dates; and Linkage of transition approach to the business case for change.
6.2.3
Task AJ: Formulate implementation strategy Coordinate with application teams to complete the implementation strategy for each ICT environment, considering items such as:
Which infrastructure components (e.g., network, servers, mainframe regions, database instances) will be included the particular environments? Are there opportunities to consolidate functions on the same components?
What is the impact of network availability and performance (e.g., service levels) on daily business operations (e.g., hours of operation, transaction volumes)?
How will applications and data be migrated between the environments? How will environments be affected by sharing infrastructure components? Which environments can and should exist/operate in parallel, and which ones must maintain isolation? How will infrastructure components such as servers, mass storage, and mainframe regions transition between environments through the progression of the project?
How will the new ICT environments exist with and/or transition from any existing ICT environments?
What specific availability or other service level requirements exist for each proposed environment? How flexible will the environments be to changes in the overall project scope, or changes in the overall project implementation strategy?
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These environment implementation considerations directly impact the schedule and cost of the infrastructure. Incorporate dependencies these considerations imply. Determine the implementation strategy for each environment. Consider the life span of these environments if they are to be combined with or expanded into other environments. Also consider whether the environments are to continue once the system has commenced production. For those environments that will cease to exist, indicate how and when this will be affected. within the implementation schedule the
Activity 1: Determine the principal for implementation Define the adopted strategy to implement the ICT strategic plan by: Determining all of the tasks and work elements that are necessary to realise the new processes and ways of working, and their interactions and interdependencies; Determining the delivery milestones associated with each task and work element; and Identifying the resources required for implementation and the associated costs, skills required, people who will be used, when they will be used.
Activity 2: Estimate implementation effort and duration Consider the implementation approach and nature of the project while estimating the effort and duration required for implementation. Estimate the start date and end date, and calculate the duration (in days) required to complete each project based on an understanding of the project priorities, change action dependencies, resource requirements/availability, and skill requirements/availability.
Activity 3: Determine the implementation sequence and recommended ICT environment Prepare time-phased schedules for the overall project implementation roadmap.
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6.3
Phase 2: Estimate Financial Implications The purpose of this phase is to develop estimates for implementation of the recommendations. As any estimate will be based on some degree of assumption, it is important that all these assumptions are documented and contingency included are allowed for variance in the assumptions.
6.3.1
Task AK: Estimate project costing Costs are easier to identify than benefits in terms of their classification (e.g., development costs and operating costs). However, the quantification of each category of costs can be somewhat more difficult. The following factors should be addressed before assessing the costs of a project: Estimating guidelines: If the agency has particular cost estimating guidelines or metrics, use of these should be considered; they should of course be reviewed for completeness and relevance before usage; Source of costs: It is preferable to use "real" sources for costs rather than using estimates; Uncertainty: In many cases there will be uncertainty in cost estimation. Use cost ranges to identify uncertainty and quote maximum cost figures in headline or management summaries; Sensitivity analysis: Establish the key cost drivers (the parameters which lead to significant overall cost differences) and complete sensitivity analysis to
determine cost range figures; and The "do nothing" option: Ensure that the baseline (or "do nothing") option is included in costing alternative courses of action (e.g., the costs of lost market share if nothing is done). Also ensure that the full costs of the baseline option are taken into consideration (e.g., maintenance and repair charges and the effects of downtime as a result of failure).
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Activity 1: Identify project which cost can be estimated Determine project cost estimates based on the business areas, applications, ICT infrastructure components, production site types, and the implementation and support strategies determined in the previous steps.
This is an important part of finalising the project scope because, if the costs are more substantial than expected, it may be necessary to remove certain project items (infrastructure or application) from scope or look for other cost reduction options.
Activity 2: Develop high-level requirements and project costing estimation Develop a high-level requirement of a project, considering all major costs associated such as hardware, software (both system software and application software) and data resources and estimate the project costing for every item.
Activity 4: Summarise overall financial cost Summarise overall financial cost of implementation based on the resource assignments and schedule and consider the relevance of the following cost categories: Workforce adjustment; Personnel; Materials and equipment; Facilities; Marketing; and Training
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7.
Possible Table of Content for ISP Report

As outlined earlier, the two principle deliverables of the methodology are: An ICT Strategy which consists of a framework or a set of guidelines for the development and use of ICT; and An ICT Strategy Implementation Plan to implement the strategy.
In addition to describing the processes involved in the development of ISPs (Sections 2-6), we have also outlined below a possible table of content for an ISP report for reference purposes.
Suggested Topics Introduction
Remarks This section provides an overview of the document that includes items such as purpose of document, the target audience, version control, data gathering mechanism and interview list. This section describes an understanding of the agencys background and its business strategy. Some of the topics that can be included here are agencys vision, mission, corporate objectives, business strategies, core businesses, client charter, main business activities, organisational structure and main functions, organisation value chain, major processes, roles and responsibilities, relationships with external parties/agencies, local or overseas leading practices, as well as existing ISP (if any). This section should also include a discussion on the strengths and weaknesses and business opportunities of the agencys business environment.
Current Business Environment
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Suggested Topics Current ICT Environment
Remarks This section outlines an understanding of the agencys ICT environment. Some of the topics that can be included here are the agencys ICT readiness and potential in supporting the new ICT initiatives and progress of existing initiatives. In addition to the above, an ICT assessment on the ICT usage and effectiveness involving identifying existing applications, hardware, network, interfaces and other technology components that exist in the ICT environment systems such as strategy, delivery, technology and people (users and ICT management). The strengths and weaknesses (and action steps to maintain, enhance, replace, etc) of the agencys ICT environment for the components highlighted above should also be included.
ICT Opportunities
At the conclusion of the Business and ICT Environment assessments, a list of possible new applications and their processing requirements or functionalities that will have strategic impact on the current ICT environment can be identified. These are opportunities that can be leverage of for strategic advantage through the use of ICT. The list of possible opportunities will then need to prioritised using a set of criteria. This section should also indicate ICT opportunities according to their priorities.
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Suggested Topics Develop ICT Strategy
Remarks Upon the identification and prioritisation of the ICT opportunities, descriptions of the opportunities will need to be developed to transform the opportunities into target applications. In describing the target applications, it would also be useful to leverage of work done during the technology or leading practices scan. Based on these target applications, the ICT strategy covering target applications, technology architecture, network infrastructure, interfaces, ICT governance, implementation / migration / realignment options, as well as profile of the ICT management organisation will also need to be agreed and documented.
Develop implementation plan
This section will lay down the roadmap for the implementation of the prioritised applications. High-level cost estimates of the initiatives identified will also need to be included here.
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8.
Abbreviations and Acronyms

List of abbreviations and acronyms used in this Guide for easy reference.
Abbreviations and Acronyms used in ICT Strategic Plan Guide CEO Chief Executive Officer CIO CSF DLL EPU HR ICT IS IT JCL LAN MAMPU TA Y2K n/a Chief Information Officer Critical Success Factor Dynamic Link Library Economic Planning Unit Human Resource Information and Communication Technology Information Systems Information Technology Job Control Language Local Area Network Malaysian Administrative Modernisation & Management Planning Unit Target Applications Year 2000 not applicable
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Malaysian Administrative Modernisation & Management Planning Unit Error! Reference source not found.

ICT Strategic Plan Guide

File name: ISP Guideline v1_CD Date: 15/ 09/2003 3:09 PM

Page 1 of 71 Strictly Confidential

Standards, Policies and Guidelines ICT Strategic Plan Guideline

TABLE OF CONTENTS 1. INTRODUCTION 1.1 1.2 2. Objective Scope 5 5 5 7 8 9 9 10 11 11 12 12 12 15 16 17 18 20 21 22 22 23 24 25 26 27 27

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

POSSIBLE TABLE OF CONTENT FOR ISP REPORT ABBREVIATIONS AND ACRONYMS

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

ICT Strategic Plan Overview

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Analyse Business Environment (WHY?)

Analyse ICT Environment (WHAT?)

Perform ICT Assessment

Recommend Short-term Action

Develop ICT Strategy (HOW?)

Identify ICT Opportunities

Develop Technology Strategy

Develop ICT Governance Framework

Define Target Applications

Develop Implementation Plan (WHEN?)

Develop ICT Implementation Roadmap

Estimate Financial Implication

Figure 1: ICT Strategy Approach

Standards, Policies and Guidelines ICT Strategic Plan Guideline

or contributors, if planned to have any.

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Stage 1: Analyse Business Environment

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Enterprise Business segments

Business process Figure 2: Enterprise Structure

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

perception of ICT strategic importance.

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Stage 2: Analyse ICT Environment

Figure 3: The 5 areas of ICT assessment

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Phase 1: Perform ICT Assessment

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Standards, Policies and Guidelines ICT Strategic Plan Guideline

Scheduling; Disaster recovery and automated back-up; and Security.

Standards, Policies and Guidelines ICT Strategic Plan Guideline