Strategic IT Planning for Public Organizations: A Toolkit - UNU-IIST ...
Strategic IT Planning for Public Organizations: A Toolkit - UNU-IIST ...
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 />
42<br />
Process: The steps involved in mapping the strategic objectives are listed below while Figure 17<br />
provides a more <strong>for</strong>mal description of the process:<br />
T1) prioritize strategic <strong>IT</strong> objectives across the perspectives<br />
T2) specify <strong>for</strong> each objective the set of required and supported strategies<br />
T3) produce a strategy map based on in<strong>for</strong>mation produced in step T2<br />
Figure 17: Objective Mapping Process<br />
Tools: Section 6.2 of the Template document [33] provides tables <strong>for</strong> prioritizing objectives across the<br />
strategic perspectives. In the same table, columns are provided <strong>for</strong> specifying the set of supported and<br />
required objectives (i.e. dependencies between the reference objectives and others).<br />
Related Tasks: This task supports the Strategy Control activity by showing how the effectiveness of<br />
objectives can be evaluated through the cause-and-effect relationships.<br />
Comments: The output of this task is one of the most important outputs from the overall strategy<br />
process. The strategy map provides a snapshot of the major <strong>IT</strong> objectives and how each supports the<br />
other. Generally, the relationships between objectives are specialized <strong>for</strong>m of the relationships<br />
between the perspectives. For instance, the <strong>IT</strong> resource perspective supports almost all the other<br />
perspectives and the innovation and learning perspective will directly support the organizational<br />
mission and program perspective. However, these relationships are may be too general <strong>for</strong> diagnostic<br />
or non-trivial analysis of the <strong>IT</strong> strategy.<br />
Report No. 417, May 2009<br />
<strong>UNU</strong>-<strong>IIST</strong>, P. O. Box 3058, Macao