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

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<strong>Strategic</strong> <strong>IT</strong> <strong>Planning</strong> <strong>Toolkit</strong> – Section 6: Strategy Development<br />

40<br />

Figure 15: Strategy Development Process<br />

Comments: The task is the kernel of the strategy development exercise. However, as the process<br />

specifies, the visioning and goal setting sessions as well as the capability assessment exercise provide<br />

foundation <strong>for</strong> this task. The strategy development process is iterative and incremental as the<br />

introduction of a strategy may necessitate the inclusion of other required or supporting strategies.<br />

Thus, <strong>for</strong> completeness, the consequences of the strategies should be checked. Strategy development<br />

in general is a complex process which requires sophisticated and subtle human thinking [28]. As<br />

discussed in Section 2, there are other approaches to strategy development than SWOT analysis.<br />

However SWOT analysis remains one of the most popular techniques.<br />

6.3 Specifying Objectives<br />

Description: This tasks aims to operationalize the developed strategies. To operationalize the<br />

strategies effectively, there is the need to refine or further break down the high level strategies and<br />

specify per<strong>for</strong>mance measures and possibly the target to attain. Specifically, objectives translate<br />

strategic priorities (which are often vague) into directional and action-oriented statements of what<br />

must be done to execute strategy. Objectives are translated into per<strong>for</strong>mance measures. The major<br />

input <strong>for</strong> this is the developed <strong>IT</strong> strategy while the output consists of (i) concrete objectives <strong>for</strong> major<br />

strategies under the different strategic perspectives, and (ii) per<strong>for</strong>mance measures <strong>for</strong> each objective.<br />

Process: the following steps are prescribed <strong>for</strong> refining strategies into concrete objectives:<br />

T1) prioritize the <strong>IT</strong> strategies<br />

T2) determine specific actions <strong>for</strong> each priority strategy across perspectives<br />

T3) specify per<strong>for</strong>mance measures <strong>for</strong> each objective<br />

T4) compile objectives with corresponding per<strong>for</strong>mance measures under each perspective<br />

Report No. 417, May 2009<br />

<strong>UNU</strong>-<strong>IIST</strong>, P. O. Box 3058, Macao

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