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Queensland Government Enterprise Architecture

Planning team and resourcesDigital and ICT strategic planning framework

Final

October 2018

v1.0.0

OFFICIAL - Public

QGEA OFFICIAL – Public Planning team and resources

Document details

Security classification OFFICIAL - Public

Date of review of security classification

October 2018

Authority Queensland Government Chief Information Officer

Author Queensland Government Chief Information Office

Documentation status Working draft Consultation release Final version

Contact for enquiries and proposed changesAll enquiries regarding this document should be directed in the first instance to:

Queensland Government Chief Information [email protected]

AcknowledgementsThis version of the Digital and ICT strategic planning framework was developed and updated by Queensland Government Chief Information Office.

Feedback was also received from a number of agencies, which was greatly appreciated.

CopyrightDigital and ICT strategic planning framework

© The State of Queensland (Queensland Government Chief Information Office) 2018

Licence

This work is licensed under a Creative Commons Attribution 4.0 International licence. To view the terms of this licence, visit http://creativecommons.org/licenses/by/4.0/. For permissions beyond the scope of this licence, contact [email protected].

To attribute this material, cite the Queensland Government Chief Information Office.

The licence does not apply to any branding or images.

Information securityThis document has been security classified using the Queensland Government Information Security Classification Framework (QGISCF) as OFFICAL - Public and will be managed according to the requirements of the QGISCF.

Final | v1.0.0 | October 2018 Page OFFICIAL - Public

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PurposeOnce the objectives, scope, stakeholders, outputs and high-level approach to the proposed planning engagement are known and agreed with the sponsor, it is necessary to outline the management approach, resources, schedule and communications plan in more detail. This includes assembling resources as well as the tools required to conduct planning activities from the relevant modules of the digital or ICT planning framework.

This guideline describes how to determine the modules and guidelines required to conduct planning as well as assemble the planning team. The activities in guideline are likely to vary widely from agency to agency and these guidelines should be considered within the context of existing agency processes and procedures.

AudienceA practitioner in the context of this guideline can include one or more of the following roles:

Digital and ICT strategic planners Agency and service strategic planners Workforce planners Enterprise architects Business analysts.

Management approachSponsorship for the planning engagement as well as agreement on the planning objectives and outputs should have already been established.

The practitioner should review the content and expected outputs from each of the recommended modules of the framework and determine their relevance to the overall


This guideline will assist in using an integrated approach with respect to:- activities and resources that the planning team has- processes and procedures to act with integrity and transparency in line with the planning principles.

Refer to the guidleline Initiate: Sponsorship, Scope and stakeholders for more information.


planning objectives. This includes reviewing and assembling the tools and resources that might be deployed as part of planning activities.

Regardless of the size and complexity of the planning engagement, how the planning engagement will be conducted and managed should be documented in a management plan.

Aspects to be considered as part of planning the engagement include but are not limited to: The overall stakeholder engagement and planning approach in line with the

planning objectives agreed by the sponsor. The benefits and expected outcomes arising from the planning engagement Procedures for managing risks and issues. Procedures for managing changes in scope, budget and timeframes. Procedures and criteria for approving the planning outputs. Cost estimates including the cost of both internal and external resources. Analysis of both internal and external stakeholders including representatives from

the various stakeholder groups who will take part in the planning workshop activities.

A plan for engaging and communicating the progress and outcomes of the planning engagement.

An overarching schedule of the planning activities to be conducted as well as key milestones.

The governance structure and arrangements to be in place to ensure the planning engagement is delivering the required outcomes and benefits.

Where possible, existing agency processes and procedures for activities such as managing risk, analysing stakeholders, estimating costs or reporting on the progress or status of the planning engagement should be leveraged.


The planning scenarios tool in the Resources section of this guideline highlights a number of typical planning scenarios and the modules required to achieve the likely planning outputs.

By planning the engagement in this way, processes and procedures are clearly documented for how the planning engagement will be conducted and managed. It also provides a baseline against which the perfromance of the planning engagement can be measured.


Planning as a projectLarge planning engagements may need to be conducted as formal project. When the planning engagement is to be managed as a formal project, the initiation and management of the planning engagement should be conducted in accordance with agency or Queensland Government best practice methodologies.

Practitioners should also consider if the appointment of a dedicated project manager is required.

GovernanceHow the planning engagement will be governed is also an important consideration. The accountabilities and responsibilities of the sponsor and key members of the planning team including the planning lead, project manager or the senior manager in charge of the planning unit should be clearly documented.

Where planning engagements are conducted as a project, it may be necessary to appoint a project board to oversee the planning engagement and its outcomes. The role of existing governance boards such as ICT portfolio boards or Executive groups also needs to be considered with respect to endorsing or approving the planning approaches, resources and outputs.

ResourcesThe number and types of human resources required will depend on the nature of the planning work to be conducted.

It is important to consider integrated planning approaches across the disciplines of strategic planning, digital and ICT strategic planning, workforce planning, enterprise architecture as well as investment and portfolio management. As an example, the planning resources required to conduct an effective planning engagement involves the development of an enterprise wide strategy which may include:


A link to the Queensland Government Best Practice Methodologies for project management is provided in the Resources section of this guideline.

A link to the Queensland Government Best Practice Methodologies for project management is provided in the Resources section of this guideline.


Discipline Responsibilities Example

Strategic planning Responsible for engaging with representatives from the business to determine the overall strategic drivers, vision, objectives, strategies as well as high-level outcomes and benefits.

Assists the business representatives to understand the digital or ICT capability required and how it is used in the transformation of services.

Assists the business representatives to initially prioritise the capability required and helps shape and initial view of the areas in investment required over time.

Develops the overall strategy in collaboration with the business representatives.

Agency and service strategic planners

Digital and ICT strategic planners

Business analysts

Technology or digital capability

Translates the business, digital or ICT capability required into a target state architecture and roadmap.

Enterprise architects

Information management

Helps the business representatives to identify potential information gaps, improvement opportunities and risks.

Works with enterprise architects to develop an information target state architecture and roadmap in line with the digital or ICT roadmap.

Information managers

Strategic information managers

Information security Assists the business to identify risks to the confidentiality, integrity and availability of information and information assets.

Information security managers

Security architects

Workforce planning Helps the business representatives identify potential workforce gaps as well as future roles that might be in demand.

Works with strategic planning specialists to identify future trends in workforce transformation as a result of technology transformation. Identifies the future roles and skills that will be increasingly important to the organisation as well as the strategies required to take advantage of opportunities in

Human resource specialists

Workforce planners



the workforce.

ICT investment and portfolio

Works with the business and other streams in the planning team to shape the strategy and required capability into initiatives.

Helps the business refine the benefits and assists them to navigate the governance pathways for funding.

Investment specialists

Benefits specialists

Business analysts

Portfolio specialists

Marketing and communications

Assists the planning team with editorial reviews as well as the professional presentation of planning outputs.

Present the strategy or plan in new and interesting ways that are meaningful to stakeholders.

Marketing and communications specialists including graphic artists and editorial reviewers

Working in an integrated way does not mean that the responsibility of a discipline starts and ends with a specific task or activity. All disciplines should be involved in most, if not all planning activities at some point regardless of who is responsible for leading that segment of work.

Any skills shortages or capability shortfalls should be identified. Practitioners need to consider whether to source external resources from the market to conduct most or the entire planning engagement or simply supplement skills gaps in the agency’s planning capability. The time and cost required to provide training or source resources with appropriate capability should be included in the schedule and budget.

CommunicationIt is important to keep stakeholders informed of the planning activities, objectives and outcomes and their participation in the planning process including workshops and consultation. Creating a sense of anticipation or excitement around the upcoming planning opportunity and what it might mean for business is also important. It is therefore recommended to include a formal communication plan.

This plan should take into consideration the results of the stakeholder analysis and define in detail the communication, co-design, consultation and approval approaches to engage stakeholders, approve deliverables and communicate the planning progress and outcomes.


How are planning engagements currently organised in your agency? Consider how integrated planning approaches could improve the success of future planning engagements. Where and how do relationships need to be established to enable integrated planning approaches to be established?


Recommended elements of an effective communication plan include but are not limited to: Stakeholders Communication objectives Approach Key messages Channel Frequency of communication Responsibility Success criteria or key performance indicators against which the effectiveness of

communications can be measured or evaluated.

ScheduleScheduling the planning activities will require input from all members of the proposed planning team. Initially the practitioners may rely on the expertise and experience of representatives from the team to provide realistic estimates of the work to be conducted. Knowledge can also be built up over time based on patterns and actual timeframes from previous planning engagements.

It may be useful to adopt tools such as product descriptions and work packages from best practice project management methodologies to assist to better define the work to undertaken and the outputs required. These may also assist with more accurate estimates of time to complete the work and will provide a basis for measuring the quality of the planning outputs.


Sample communications plans and templates are provided in the Resources section of this guideline.

Why not engage with the marketing and communications specialists in your agency to assist you to develop an effective communications plan?


An agile approach to conducting the planning engagement could also be considered, working within a series of short sprints to achieve specific objectives and outcomes, evaluating what was successful and what could be improved in future iterations or sprints and adjusting the approach where required.

Next stepsOnce all the necessary management elements have been considered, a formal management plan for the planning engagement can be assembled.

Once the management plan is complete, the practitioner should: Agree the management plan with the sponsor. This includes formally signing off the

governance arrangements, processes and procedures, resources and timeframes and communications plan.

Ensure all resources and the sponsor are aware of their obligations in relation to the management of the engagement (e.g. scope, budget, risk, quality and acceptance of deliverables, records management).

Ensure all the supporting tools are in place for managing scope, budget, risk, quality and acceptance of deliverables and records).

Provide awareness training sessions to all business and technical stakeholders who you will be interviewing or inviting to workshops. These should not only sell the value of planning, but also explain the critical information provision, analysis and verification role of the attendees as individual contributors to the process.


A link to the Queensland Government Best Practice Methodologies for project management is provided in the Resources section of this guideline. This includes links to templates such as a work package and product description.

Consider using diagrams and picture as much as possible rather than writing large quantities of text. For smaller planning engagements it may be possible present the plan on a double sided page. Include the objectives, stkeholders and risk, issues and scope escalation on the first page with the schedule and outcomes on the reverse page.


Resources

Resource Link

Digital or ICT planning scenario tool

Nil

Statement of work Nil

Communications plan Nil

Best practice methodologies Project management

Project management templates

Portal - https://www.qgcio.qld.gov.au/information-on/best-practice-methodologiesTemplates - https://www.qgcio.qld.gov.au/publications/portfolio,-program-and-project-management


https://www.qgcio.qld.gov.au/publications/portfolio,-program-and-project-management

https://www.qgcio.qld.gov.au/publications/portfolio,-program-and-project-management

https://www.qgcio.qld.gov.au/information-on/best-practice-methodologies

https://www.qgcio.qld.gov.au/information-on/best-practice-methodologies

https://portal.qgcio.qld.gov.au/products/qg-methodologies

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