Strategic IT Planning for Public Organizations: A Toolkit - UNU-IIST ...

Strategic IT Planning Toolkit – Section 2: Strategic IT Planning Process
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expected relationships between these variables. This table should also specify the sources of data for
each parameter and if possible the unit or entity responsible for providing the data.
T6.2. Strategic evaluation – The accumulation and effective exploitation of deliverables or outputs
from initiatives and projects is expected produce the sought outcomes. This task relates the concrete
measures provided for each IT initiatives with the concrete outputs from IT initiatives to establish if
the targets are being met. The output from this task is a framework relating the measures specified for
each objective to variables associated with all initiatives implementing these objectives.
A7. Dissemination
The dissemination activity puts together the outputs of the 6 activities above as strategic IT plan,
circulates and presents the plan to all stakeholders for comments. After obtaining effecting review
comments on the draft, the final draft is published as an official IT Strategy for the agency.
T7.1. Documentation – This task produces the “Strategic IT Plan” document from the outputs of the
Activity A1 through A6 including supplemental reports, for instance by detailing the outputs from the
IT capability and the implementation planning activities. Once the draft report is completed, the
strategy team is expected to present the document to all the major stakeholders of the agency.
T7.2. Comments and Revision on draft – After presenting the draft IT strategy, revision comments are
sought from stakeholders. The team through this task obtains and discusses comments from the
stakeholders and effects the necessary amendments.
T7.3. Dissemination of final version – Following the revision, the final version of the strategy
document is circulated and published publicly a reference to other units. The IT organization is
expected to derive annual and short term plans from the IT strategy document.
2.3 Implementing the Process
We describe in this section, some techniques and frameworks prescribed for implementing the IT
strategy process discussed in Section 2.2. The Balanced Scorecard technique [27] is prescribed for
implementing the strategy development activity, while the Logic Model [19, 20], the World Bank’s
Monitoring and Evaluation Framework for e-Strategies [28] and the US General Accounting Office,
Accounting and Information Division’s Guide on IT Performance Measurement [29] are
recommended for the implementation of the strategy control activity. These implementation
frameworks are briefly explained below and presented in details in latter sections of the toolkit. These
performance frameworks provide a rich set of indicators for starters.
2.3.1 Balanced Scorecard System
A Balanced Scorecard (BSC) is a carefully selected set of quantifiable measures derived from an
organization’s strategy. The scorecard (or the measures) represents a tool for communicating with
employees and external stakeholders the outcomes and performance drivers through which the
organization will achieve its mission and strategic objectives. A Balanced Scorecard also serves as a
strategic management framework which enables the balanced specification of strategies in the
Customer, Internal Processes, Learning and Growth and Financial perspectives. In addition, it allows
for the specification of relationships among strategies in the different perspectives (strategy mapping)
and enables the alignment of short-term actions with developed strategies for effective strategy
implementation.
Report No. 417, May 2009
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