At Strategic Logic IT, we help financial leaders in various states of business transformation reap Enterprise Resource Planning (ERP) Microsoft Dynamics AX 2012 benefits that enable efficiency, transparency, and analysis to better control costs and manage KPIs for growth.
We are a 21st-century strategic advisory team located in Jeddah, Saudi Arabia that specializes in the manufacturing & trade industries. I agree to Shutterstock's Website Terms, Privacy Policy, Licensing Terms and to receive emails that I can opt out of at any time. All plans come as a Standard license, and can be upgraded to an Enhanced license at any time.
Institutions should employ the business-case approach (see section 3) as a methodology to carry out this strategic planning.Each institution should develop its Information Management Plan to meet its particular requirements and circumstances. Board approval.Institutions are expected to develop plans to achieve full compliance with Treasury Board standards once they have been approved.
This may be adapted to particular circumstances.Clients can provide the common-service organization or lead agency with advice and assistance in long-range planning and government-wide coordination.
Technology, Treasury Board Secretariat, which will assist in locating sources of expertise.
Current State Assessment and Future State Outcomes As an Information Technology (IT) leader, it’s important to understand where we are today and where we want to be in the future so we understand the strategies to get there. Capital Planning and Investment Control (CPIC) is a systematic approach to selecting, managing, and evaluating information technology investments.
CPIC is mandated by the Clinger Cohen Act of 1996 which requires federal agencies to focus on the results produced by IT investments.
Control Phase—USDA ensures, through timely oversight, quality control, and executive review, that IT investments are executed or developed in a disciplined, well-managed, and consistent manner. Evaluate Phase—Actual results of the implemented projects are compared to planned results to assess investment performance. We promise results: When you invite us to your strategic planning and ERP projects, you will end up with more control of operations and quantifiable results.
We promise a great experience: The process to get you results will be analytical, productive, efficient, speedy and effective. Everyone who signs up gets full access to our entire library, including our curated collections. Our Standard license allows you to use images for anything, except large print runs over 500,000+ or for merchandising. Once you have downloaded your image, you have life-long rights to use it under the terms of the license purchased. Figure 1 has been included to show a typical example of an information management planning framework that could be adopted by an institution.The institution should first set objectives based on its mission and operational plans.
Investments proposed by government institutions should also relate to government-wide strategic directions (see Enhancing services through the innovative use of information and technology in Chapter 1-2).Senior and program managers of the institution have to be involved if the business-case approach is to be implemented successfully.
Each standard includes an introductory section which, among other things, defines the application of the standard and the anticipated length of time for full compliance to be reached across government. When deemed appropriate, working groups should include industry representatives or other members from outside government. For specific details concerning these standards and their approved implementation and application criteria, refer to the Treasury Board Information and Technology Standard (TBITS) documents contained in the Information Technology Standards volume of the Treasury Board Manual.5.
The strategic planning process outlined in this guide, and illustrated in Figure 1, calls for these questions to be addressed:where are we now?
Lifecycle Technology Services offers a variety of assessments that develop a clear picture of current, or ‘as is’ state, to future, or ‘to-be’ state. Project managers compile the information necessary for supporting a detailed investment proposal. If at any time you're unsatisfied with your experience with us, you can cancel your subscription. Once this is done, strategies describing how these objectives can be achieved should be developed. Business-case approach3.1 IntroductionInstitutions invest in information technology to increase their productivity, to reduce operating costs and to improve their service. This will only happen if it is conducted with a firm resolve to minimize technical terminology and detail. All Treasury Board Information and Technology Standards are reviewed when necessary, but at least once every five years. Liaison of common-service organizations and lead agencies with clientsThis policy requires common-service organizations and lead agencies in the information management sector to obtain advice, guidance and feedback from their clients. Education and training for the introduction of information technology6.1 IntroductionThe use of information technology over the past few years has become increasingly pervasive.
This includes the design, development and acquisition of software, including all implementation aspects (e.g.
To be most effective, these strategies should be in such terms that they will remain valid for up to five years. Because they have limited investment capacity, institutions want to be certain that they are making the right investment choices.The business-case approach is a framework for making these decisions.
This will optimize the use of valuable resources and ensure that information is shared among government information technology managers.Institutions should encourage their qualified officials to participate in developing, implementing and evaluating standards important to them. The action taken following this review depends on the use being made of the standard and the extent of technological change. Common-service organizations and lead agencies are free to establish whatever method they feel is most appropriate to achieve effective liaison with their clients. In the past, a relative handful of technically qualified and highly trained personnel were actually involved in applying technology.
This phase should only need to be performed every three to five years.The Information Management Plan is a multi-year plan that is normally updated annually.
It is based on the principles that a direct relationship exists between every investment made by the institution and its programs or "business" and that each investment should clearly demonstrate benefits to the institution or the government as a whole.This process for selecting and approving investments allows senior managers to determine the value of investments by understanding their impact on program performance. Experience has shown that operational expenditures on information technology rise in proportion to the investment in new systems. Institutions should also advise the Treasury Board Secretariat of personnel with relevant expertise to participate in government, national or international standards activities. To assist those in common-service organizations and lead agencies who may be considering establishing a client liaison process, the following general guidance is included. It is important to provide an environment that encourages creativity, where some experimentation can be fostered.
The plan outlines the goals, actions, priorities, resources, policies, standards, and procedures that are required to achieve the objectives.
However, to counter the risks implicit in this approach, institutions should maintain an overall perspective of the implementation of various office-support systems that are under way. Information management planning2.1 GeneralThe Strategic Direction for Information Management in Chapter 1-1 describes the evolution that is occurring with respect to information management planning. It can be thought of as a prioritized action plan in terms of a moving three- to five-year window. This statement is developed with the advice and assistance of institutions working primarily through the Advisory Committee on Information Management. However, institutions are required to use a business-case approach for selecting and approving information technology investments. Note, however, that the extent of the justification required for an investment should reflect its size. Beginning with long-term plans for information technology, this planning has placed increasing emphasis on information holdings.
The last event is the production of specific performance targets, tasks, schedules and resource requirements for the upcoming year. Institutions and common-service organizations should consider this statement in their planning.The Treasury Board Secretariat ensures that common-service organizations coordinate their long-term strategies, develop a cohesive direction on government information management issues, and adopt a shared foundation for long-range planning.
The activities of the institution should be reviewed and rated according to their contribution to the key objectives of the institution.The adequacy of the existing information technology support should be assessed for each activity. The justification for a microcomputer, for example, should be considerably less than is required for a major investment.
They should be so structured and worded as to reduce confusion and uncertainty among staff who are affected by the change.
This and converging technologies have led to greater coordination of the planning for all information-based resources. In addition, the overall user satisfaction with their existing information technology support should be measured. In many cases, a significant information technology project may be part of what is essentially a non-information technology project. They should also act as catalysts for developing innovative ways of meeting goals and objectives.7.5 Stage 2 - Where do we want to go?

This section provides a brief overview of the strategic planning process in the government.
These provide the basis from which the optimum levels of information technology support can be determined for each program and function.The implications of new programs and major program changes should be determined and analysed. This is the logical point of departure in the planning process, and the following questions should be asked:what are the institution's missions and goals?what are the organization's strengths and weaknesses?what opportunities does the change offer and what risks are involved? A vision of how the organization wishes to operate in the future should be developed along with an overall strategy for getting there and for recognizing opportunities and obstacles along the way. It is important, therefore, to take into consideration the long-term goals of improved institutional effectiveness and service to the public, as well as the continuing objective of enhanced employee satisfaction. A review of information technology trends may suggest new opportunities to enhance the services of the institution.Each organization in the institution should propose initiatives, some involving information technology, to improve the current performance and service of the institution as well as the future directions defined in the business strategy. Expected results should be expressed in terms of their anticipated contribution to improved program performance and enhanced service, and their predicted cost benefit.
39 EXECUTIVE SUMMARYThe HHS Information Technology Strategic Planning family of documents includes three unique volumes.
Volume 2 is the HHS Enterprise Tactical Plan (3 Year cycle), and Volume 3 is the HHS Enterprise Performance Measurement and Evaluation Plan.The HHS Enterprise IT Strategic Plan (Volume 1) focuses on the HHS Mission and the corresponding IT Mission, Vision, Goals and Objectives. It includes a discussion of key internal and external drivers that govern the IT strategy, as well as a discussion of key IT strategies and technologies that have been identified as priority approaches to meeting defined goals and objectives.The Volume 2 Tactical Plan provides a greater level of detail and specificity for key IT strategies and initiatives.
This volume is intended to provide greater insights into key IT strategies and initiatives over the 3-year period for Enterprise Initiatives as well as priority IT investments across the department. However, this category applies a broader definition to infrastructure to include shared infrastructure such as help desks and support processes, shared (or common) services (operating system, security, infrastructure, information, application), and the infrastructure needed to deliver shared, federated services to consumers.
This category also includes planning for Departmental enterprise initiatives which are intended to provide core or essential IT services in support of all HHS STAFFDIVs and OPDIVs (e.g. This plan details the IT strategies that support the achievement of HHS’ mission and goals, maps HHS IT Goals and Objectives to these business goals, and advances the most effective and efficient use of IT across HHS. Department of Health and Human Services (HHS) Enterprise Information Technology (IT) Strategic Plan for Fiscal Year (FY) 2006 – FY 2010 reflects an alignment and consistent direction explained in the previous HHS strategic business plan. First, this plan describes the significant improvements in the HHS IT strategic planning process and other changes by aligning HHS IT mission, vision, goals, and objectives with HHS goals and objectives.
The updated plan also removes specific initiative and operational-level information, which will be included in the Tactical and Performance Measurement and Evaluation Plans (Volumes 2 and 3).Collectively, these changes will result in a comprehensive IT strategic planning process built on a foundation laid out in the previous HHS Enterprise IT Strategic Plan. Figure 1 explains the transition to the desired state of performance-based IT planning and management at HHS.Figure 1. Comparison of Current and Future HHS IT Strategic Planning ProgramsA structured strategic planning process was used with HHS key business roles to create a comprehensive enterprise IT strategic plan. The process used to conduct this IT planning process was based on the results-oriented planning approach prescribed in the President’s Management Agenda (PMA) and E-Government (eGov) reforms. It provides for developing strategies that guide operational IT activities, and implementation of those strategies as illustrated in Figure 2.Figure 2. The HHS IT vision expresses what and where IT needs to be in the future to help achieve the HHS mission.
The FY 2006 Plan includes five goals and nineteen objectives based on a results-oriented management approach.Consolidation and modernization together will improve both the breadth and depth of HHS services while increasing efficiency. Process improvement will lead to increased efficiency and the reduction of overall operating costs that can be redirected to benefit the people served.
IntroductionThis update to the Department of Health and Human Services (HHS) Enterprise Information Technology (IT) Strategic Plan outlines clear, comprehensive, and enterprise-wide information technology strategies aimed at achieving HHS business outcomes. It is aligned with the currentl HHS Strategic Plan, and ensures that those linkages are highlighted throughout. This IT Strategic Plan details the most effective and efficient use of IT resources across HHS, aligning the enterprise-wide IT strategic direction with Departmental, government-wide, and national priorities, while maintaining a focus on citizens, customers, and stakeholders. This plan also aligns the strategic direction of HHS IT with achieving HHS programmatic and business outcomes.
It reinforces the need to base IT operational activities on firm business requirements.The HHS Office of the Chief Information Officer (OCIO), in coordination with the Operating Divisions (OPDIVs), has developed and used a structured strategic planning process which has been refined it since its first use.
This update is based on stakeholder (OPDIV and HHS headquarters) analysis to identify lessons learned, confirm the IT strategies identified in the original version, and incorporate suggestions for improvement. The process of developing the HHS Enterprise IT Strategic Plan has not changed, but integrating that process within HHS IT planning has significantly improved.
A noticeable change involves improvement in managing IT performance to ensure achievement of the IT strategies identified in this plan, thereby optimizing the impact of IT in achieving the desired HHS business outcomes.Overall satisfaction with the IT strategies provided confirmation to direct HHS IT, as previously proved, for the next three to five years, with minor changes to reflect the role of IT in achieving business outcomes. Future environmental changes may impact HHS IT, forcing changes in HHS IT strategic direction. The HHS OCIO will update this plan as needed to preserve consistency with updates to the HHS Strategic Plan or to account for significant environmental changes.This HHS IT Strategic Plan is based on a results-oriented planning approach in support of the Presidential Management Agenda (PMA) and E-Government efforts.
The OCIO and the HHS CIO will track progress toward each goal and objective through a series of performance measures.
The performance management information will be used to assess progress and will serve as a critical input for planning to ensure continued improvement.The strategic planning process provides a strong foundation for effective information resources management for current and future years. Planning Strategy ContinuumA vision for how IT supports HHS in fulfilling its mission logically and systematically leads to identifying IT operational activities and investments. This plan has been created to help the OCIO and the OPDIVs improve the use of IT to achieve HHS business outcomes, and to help the Department improve the way it conducts its business and delivers services to the public.
The ability to produce and analyze performance data on a timely basis underpins all management activity. In addition, a review of the best practice literature reveals that a key element is the recommendation to build a complex framework gradually over time to drive process effectiveness and institutionalization. The methodology needs to give insight through objectives and measures as to how IT is leading to business and mission outcomes. The first two volumes encompass the IT Strategic and Tactical Plans and the third volume describes the methodology for the performance measurement system and identifies performance measures. While some initiative- and operational-level information has thus been removed from the Strategic Plan, additional implementation-oriented strategies are available overall. Strategic Planning and Performance Management Process Flow ViewA key goal for successful implementation of the Strategic Planning and Performance Management processes is integration with existing planning and IT management processes which will assist in effective institutionalization. To that end, the Strategic Planning and Performance Management processes are anchored to the Enterprise Architecture Framework through use of the Performance Reference Model (PRM) tailored to the HHS architecture, and to the CPIC framework through linkage with CPIC processes at the Pre-Select, Select, Control and Evaluate stages as shown by the rectangles immediately preceding and following the Strategic and Tactical IT Planning Volumes of the methodology.HHS IT goals and OPDIV IT goals are shown aligning with the broader business goals in the preceding Strategic Planning box. OPDIVs retain their individual business roles that subsequently inform some OPDIV specific IT goals. Where IT goals touch on areas of common infrastructure, the goals and objectives are coordinated between the Department and OPDIV goals; this is intended to be a flexible arrangement.
The strategic direction is toward centralizing common infrastructure, but this does not require that the centralization be undertaken by the Department. Where an OPDIV develops a best practice, this can be leveraged across the Enterprise.The IT Tactical Plan, which takes the required outcomes from the IT Strategic Plan and develops an implementation and operational approach, subsequently provides goal and objective alignment that informs the screening process for initiatives at the CPIC Pre-Select and Select phases. The performance measures and milestones required in the OMB 300 as well as the alignment with Mission and Goals can all be derived from the goal and objective alignments and IT Tactical performance measures. The process thus enforces effective goal, objective, and measure alignment at the start of the CPIC process. The use of the Performance Reference Model also means that as the HHS EA matures, the Performance Management process will also be able to provide an EA perspective to manage IT initiatives. Again, this emphasizes the importance of institutionalization in achieving successful implementation of the integrated system.Figure 5. IT Strategic Planning and Performance Management Implementation ViewIn the IT Strategic Planning phase, IT Executives from the OPDIVs and OS derive or update Mission, Vision, and Objectives in a workshop forum. Objectives are broad statements of intent that are then further decomposed into sub-objectives that focus the objective into a measurable activity.
From this, Strategic Outcomes, which are fully measurable, combined with other Critical Success Factors can be developed which subsequently can be used to determine if the original goal and objective have been achieved. At the Executive level, the Performance Management system needs to determine in a binary fashion whether a goal has been achieved, yes or no.To make goal management and presentation more meaningful, the aggregated outcome measures and critical success factors can be organized by the categories of the Balanced Scorecard (as well as other categories). Finally, progress towards goal achievement can also be supplied to the executive level by the dashboard as described in the End Results View below. This dashboard can provide executives with summary statistics or rollups of data provided at lower levels of management.The concept of Strategic Outcome measures as described above is contained in the Performance Reference Model (PRM) of the Federal Enterprise Architecture (FEA).
It is the PRM that links the Tactical Plan to the CPIC processes as shown in the IT Tactical Planning Volume.
The PRM both establishes a link to the Enterprise Architecture and decomposes into discrete measurable steps how IT contributes to the strategic outcome.
The CPIC investment selection process is also aided greatly by having a clear goal alignment hierarchy from the IT Strategic Plan to assess the relative importance of competing proposed investments.
The CPIC process is thus strengthened in its selection of initiatives and important material is provided for the creation of the OMB 300.

To manage the initiatives effectively, project managers will likely need more measures than the PRM measures provide.
The concept here is that for many IT activities standardized measures can and should be used so as to permit benchmarking and to simplify IT management.
For specific mission-related IT, custom measures will likely still be required, but the Performance Management process should ensure that these measures are of high quality and truly reflect unique requirements.
Other standard data, for example, Help Desk Data, can be aggregated to form multi-dimensional quality indices that can indicate status without overwhelming executives with information.
The diagram indicates how the methodology can be integrated to support more effective tactical and strategic management and how it can support multiple reporting and management processes.At its most basic, the methodology produces the 5-year Strategic Plan, the 3-year Tactical Plan and performance measures that align with goals and objectives and measure performance and progress towards goal completion. This core is the framework from which the various process, activity, data, and reporting goals and requirements can be fulfilled. The concept of the flexible core framework is important as it means that the system can evolve to achieve more complexity and add more processes, goals, or reporting requirements over time.Figure 6.
Strategic Planning and Performance Management End Result ViewIn the preceding diagram the three volumes are represented by the blue rectangles. This is the core planning and management framework that can be implemented independently of the tool development project.In addition to the three volumes, the diagram also depicts a relational database which both produces reports and supports an Executive Dashboard. The concept is that performance data contains links to multiple reporting requirements that are currently handled individually, requiring considerable time, cost, and effort.
The relational database provides the capability to repurpose performance data according to need.
As additional requirements are added or ad hoc reports are requested, this arrangement would allow new data to be collected in the Performance Management database (if needed) which could then be organized into the appropriate report format. This capability can also be used to reduce operational risk by allowing for a phased implementation of the system so that the data management system and supporting business processes can evolve to manage increased complexity over time.The Executive Dashboard is an effective means for senior management to gain an overall perspective of progress towards meeting the goals that have been set out in the IT Strategic Plan.
Rather than requesting reports or sending out data calls, performance measures appropriate to the management level can be portrayed graphically, with a drill-down capability to analyze data, goal alignment and measure accountability further.
Using a web-based interface and a system of permissions, the dashboard features can be available to management focusing on the individual manager’s particular area of interest.
The data collection plan shown in the Performance Management volume would underpin the dashboard by determining who is responsible for collecting the data, the data needed, the data lifecycle and update requirements.
During these meetings, participants followed a structured framework to develop the IT strategic direction for HHS, including the mission, vision, goals, and objectives. The OCIO isactively working to develop a comprehensive IT Tactical Plan and to establish requirements for the Performance Management System tool. The Department manages more than 300 programs, covering a wide spectrum of critical services as medical research, infectious disease control, food and drug safety, Medicare, and financial assistance for low-income families.Many HHS-funded services are provided locally by state, county, or tribal agencies, or through private sector grantees. HHS serves as the largest grant-making agency in the Federal government, providing some 60,000 grants a year.
Described as a key theme in the HHS Strategic Plan, the One HHS concept shows the Department’s dedication to improving management by encouraging increased collaboration and coordination among its OPDIVs to improve services to the public.
Many of the OPDIVs also have CIOs or leaders with similar responsibilities throughout lower levels of their organizations.The enterprise-wide perspective is maintained by the HHS CIO who is also the Deputy Assistant Secretary for Information Technology and Director of the OCIO.
A Technology Review Board (TRB) comprised of all HHS OPDIV CIOs reviews IT investment proposals for technical feasibility. Environmental AnalysisEnvironmental analysis is an integral part of the HHS IT strategic planning framework as it heightens understanding of the internal and external causes that impact or influence the HHS Enterprise IT Strategic Plan.
An environmental analysis also helps in identifying the gaps between the current and desired states of IT within HHS. Internal forces are those factors within HHS, and external forces are those beyond the Department.
HHS Internal and External AlignmentHHS defines its Departmental strategies in the HHS Strategic Plan for FY 2006 – FY 2010. As IT enables achieving those priorities and fulfills those business needs, the Secretary’s priorities must be taken into consideration when developing the HHS IT Strategic Plan. The HHS Strategic Plan for FY 2006 – FY 2010 indicates a series of new goals and objectives that directly impact the HHS Enterprise IT Strategic Plan. The technology to support those varied business needs are considered in the context of identifying enterprise-wide IT strategies as represented by the OPDIV CIOs. Specific OPDIV business needs should specifically be considered in the development of OPDIV-level IT strategic plans. HHS values the support provided by the IG in identifying potential vulnerabilities and for its recommended solutions.
These security audits of HHS information systems are critical to the success of the HHS information security program. As a result, information technology fundamentally aims to enable the employees, managers, and leaders of HHS to carry out their responsibilities to fulfill the HHS and OPDIV missions.
Government-wide Initiatives consists of guidance on the strategic management of human capital, competitive sourcing, improved financial performance, expanded E-Government, and budget and performance integration. Two of the nine Program Initiatives are relevant to HHS including: 1) the Faith-Based and Community Initiative, and 2) Broadened Health Insurance Coverage Through State Initiatives.
The PMA was a critical factor considered in developing this plan, concerning E-Government (24 initiatives) and Budget and Performance Integration Program Initiatives. Beyond the 24 E-Government initiatives (of which 18 apply to HHS), HHS is prepared to respond to and lead other emerging initiatives as they arise.
It calls for a national effort to assure the security of the increasingly vulnerable and interconnected infrastructures of the United States, including telecommunications, banking and finance, energy, transportation, and essential government services. It stresses the importance of cooperation between the government and the private sector by linking designated agencies with private sector representatives. HSPD-7 requires immediate Federal government action including risk assessment and planning to reduce exposure to attack.
This legislation provides a comprehensive framework for ensuring the effectiveness of information security controls over information resources that support Federal operations and assets. NIST’s Special Publication 800 series documents focus on providing guidance related to computer security prototypes, tests, standards, and procedures to protect sensitive information from unauthorized access or modification. As a result of FISMA, NIST publications now impact HHS and serve as mandatory standards for the Federal government. Part 1 covers budget request and related materials, Part 2 covers the strategic plan and GPRA requirements, annual performance plan, and annual performance reports, and Part 3 covers acquiring capital assets.
This Circular establishes a coordinated approach to electronically develop the National Spatial Data Infrastructure (NSDI) and establishes the Federal Geographic Data Committee.
The Circular has been revised from the 1990 version to reflect changes in technology, further describe the components of NSDI, and assign agency roles and responsibilities for development of the NSDI.
The GAO report has not yet been published, but it will indicate that HHS can improve some of its practices. CMS officials are in the process of modernizing the technology that supports Medicare’s core missions of claims processing, payment program oversight, and administration of participating health plans. CMS IT planning and management processes have certain shortcomings that increase the risk that some of its modernization efforts could fail to achieve agency mission goals. It identifies the enterprise IT strategies that all OPDIVs must ensure they support through their OPDIV-specific IT strategic plans.
These business outcomes have been clearly identified in the HHS Strategic Plan for FY 2006 – FY 2010. This plan and the overarching HHS IT strategic planning program provide the framework and mechanism to ensure that IT operational activities support achievement of HHS business outcomes.
The direction set forth in this plan provides further direction to OPDIVs on aligning OPDIV IT strategies with enterprise IT strategies, as well as OPDIV and HHS business outcomes. Most importantly, HHS recognizes and promotes selecting IT investments based on approved business requirements. IT Strategic DirectionThe preceding sections, particularly the environmental analysis and the Departmental strategic direction, establish the context in which the HHS IT community performs and functions.
This section builds on that information and outlines clear, comprehensive, and enterprise-wide IT strategies. This IT strategic direction is aligned with the HHS Strategic Plan as it supports and enables fulfilling the HHS mission and achievement of the HHS goals and objectives.The IT strategic direction corresponds to the strategic planning framework described earlier (Figure 3). The continuum from strategy to implementation begins with the IT mission and vision, progresses to IT goals and objectives, and ends with operational planning and performance management.
IT Mission within the Strategy – Implementation ContinuumThe HHS IT mission (as highlighted in Figure 10) describes how the IT community supports fulfillment of the overarching HHS mission.

Stock market analysis software free zebra
Windows media player listen online
How to make a movie storyboard
Business strategy ppt with example

Comments to «Information technology strategic planning course»

  1. Yalqiz_Oglan Says:
    Productive social media codec could.
  2. Alla Says:
    From any device, the typical time spent consuming.