issp guidebook
TRANSCRIPT
Info r m a t i o n Systems Strategic Planning
GUIDEBOOK
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This guidebook on Information Systems Strategic Planning was prepared by the Associates in Rural Development (ARD) through the support provided by the United States Agency for International Development (USAID) under the Terms of Contract No. 492-0471-C-C00-5089-00 for the Governance and Local Democracy (GOLD) Project. This guidebook was subsequently revised by the National Computer Center – Field Operations Office (NCC-FOO) to conform to the provisions of NCC Memorandum Circular 03-02 issued on July 31, 2003 and previous MCs.
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Introduction 5 Chapter I: Information Systems Strategic Planning Overview 6
What is an Information Systems Strategic Plan? What is an Information Systems Development Plan?
Why does an office need an Information Systems Strategic Plan? Premises of Information Systems Strategic Planning Framework of Information Systems Strategic Planning
Chapter II: Information Systems Planning Project Organization 9
Overview of Information Systems Planning Project Organization What is Information Systems Planning Project Organization? Purpose of Information Systems Planning Project Organization Steps in Information Systems Planning Project Organization
Formulate Project Objectives and Scope Set the ISSP Objectives Set the ISSP Scope
Organize the Core Project Team Core Project Team Composition
Core Project Team and TWG Tasks Formulate Project Implementation Strategy and Plan Secure Management Commitment
Chapter III: Assessment of the Agency’s Organizational Strategy 16
Overview of Organizational Strategy Assessment What is Organizational Strategy Assessment?
Purpose of Organizational Strategy Assessment Steps in Organizational Strategy Assessment
Gather Relevant Documents Organization’s Mission/Mandate/Objectives/Goals/Plans, etc. Strategic Thrusts and Programs Functions of the Organization Organizational Structure Current Annual Budget Graphical Description of its Operating Environment Present IT status of the organization
Present Concept of Operations and Beneficiaries Identify Problems for Possible IT Solutions Surface Management Priorities Review with Management
Chapter IV: Assessment of Information Technology Options 20
Overview of IT Options What is Assessment of IT Options?
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Purpose of Assessment of IT Options Steps in Assessing IT Options
Present/Discuss IT Trends Trends Options Recent Developments Summarize Functional and Corresponding Information Requirements that Require IT Support Develop Alternative IT Solutions Strategies Assess Alternative IT Solutions Formulate IT Objectives Review with Management
Chapter V: Formulation of Information Systems Development Strategy 27
Overview of Information Systems Development Strategy What is Information Systems Development Strategy?
Purpose of Information Systems Development Strategy Designing the Information Systems Architecture
Identify the Information Systems Design the Conceptual Framework of the Identified ISs Design the Physical and Logical Network Layout to Support Identified ISs Describe the Salient Features of Each IS Describe the Impact of the ISs Describe the IS Inter-Linkages Describe the IS Development Strategy Identify Databases Required Determine the Computing Scenario
• Stand-alone or Independent Systems • Networked Systems
- Local Area Networking (LAN) - Wide Area Networking (WAN)
LAN Computing Scenarios • Centralized • Centralized-Distributed • Open System • Client-Server
LAN Advantages and Disadvantages Choosing Your Computing Scenario
ICT Strategy for Public Access Identification of IS Plan Resource Requirements ICT Resource Requirements Identify Hardware Required Determine Software Required Present ICT Resource Map Per Office Present ICT Services Requirements Identify ICT Manpower and Organizational Requirements Staffing and Manpower Present the Existing and Proposed IT Organizational Structure and
their placement in the organization Identify IT Training Needs Other Resource Requirements
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Information Systems Implementation Strategy
Over-all Time Frame • Prioritize the IS to be Developed • Phasing of IS Development
Investment • Estimate Cost
Determining Performance Parameters/Critical Success Factors for ISSP Review with Management
Chapter VI: Information Systems Projects Planning 44
Overview of Information Systems Projects Planning What is Information Systems Projects Planning?
Purpose of Information Systems Projects Planning? Steps in Information Systems Projects Planning
Converting Information Systems Development Strategy into Multi-Year Projects
Defining Project Components • Objectives • Scope • Resource Requirements
Outlining Steps After Adoption of ISSP Monitoring the ISDP Monitoring the ISSP
Review with Management
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The 21st century is an era of sweeping changes. It is an era marked by scientific and technological breakthroughs. It is an era where Information Technology plays an extremely vital role in practically all areas of human existence. Along with this realization is the acknowledgement that, in this day and age, IT holds the key to the success of any organization. However, the advancement of an organization will depend much on the proper management and use of this vital and invaluable resource. Thus, the need for appropriate planning.
Information Systems Strategic Planning (ISSP) is an activity geared towards this end. It is a powerful scheme for ensuring that an organization’s resources are properly utilized and its long-term goals are met. Ultimately, ISSP seeks to improve an organization’s productivity and delivery of services. This guidebook was prepared purposely to aid all government entities, namely local government units (LGUs), state universities and colleges (SUCs), national government agencies (NGAs), as well as government-owned and controlled corporations (GOCCs) in the formulation of their respective ISSPs. This could serve as a reference material as it outlines the details of the different processes involved in the preparation and development of an ISSP and the annual Information Systems Development Plan (ISDP), both of which are requirements of the National Computer Center and the Department of Budget and Management.
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What is an Information Systems Strategic Plan? n Information Systems Strategic Plan (ISSP) serves as a framework for the organization’s effort to computerize its operations. It shows the organization’s intention to use information technology (IT) to help realize its vision, mission and goals.
Generally, the formulation of an ISSP is aimed at directing IT application towards “mission-critical, public-service-sensitive, development-management-supportive and revenue-generating areas of the government” as well as accelerating computerization in national and local government agencies. It provides answers, from the IT perspective, to the following questions:
• Where is the organization now? • What resources does it have? • Who are its beneficiaries? • What are the needs of its beneficiaries? • Where does the organization want to go? • What does it want to achieve? • How would the organization get there? • Over what time frame will the plan be? • How will the organization finance the plan?
As a whole, the ISSP embodies the organization’s overall strategic plan for the development and implementation of information systems, the use of IT and the corresponding resource requirements over a fixed long-term period (planning horizon). It is a natural component of the organization’s planning process and should be considered a tool to ensure IT application in strategic areas of government concern and map out its IT direction.
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What is an Information Systems Development Plan? An Information Systems Development Plan (ISDP) embodies the organization’s plan of action for the year. It is derived from the ISSP, outlining details specifically on immediate information systems requirements as well as required IT resources. The ISDP shall be submitted to the National Computer Center annually as a basis for monitoring IT acquisition vis-a-vis target accomplishments for the year.
Why does an office need an Information Systems Strategic Plan? An office needs an information systems strategic plan to:
• Align information systems strategy with its vision and mission; • Uncover areas in the office where information technology can be used as a strategic
resource to improve processes and provide solutions to certain problems; • Serve as a basis for performance and for gauging the impact of the use of IT in the
office; • Communicate to the organization the importance and concerns of the use of IT; • Rationalize the organization’s IT expense; • Optimize IT investments; • Integrate the implementation of programs for computerized information systems; • Allow for phased implementation of IT efforts while ensuring integration; • Set priorities for office projects requiring for the use of IT; and • Ensure the application of IT in strategic areas of the organization to greatly enhance
the delivery of public service.
Premises of Information Systems Strategic Planning Information Systems Strategic Planning proceeds from at least two basic premises, namely:
• The ISSP serves as the strategic plan of an office; and • IT serves as a tool for addressing the problems of an office, not a cure-all strategy.
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Framework of Information Systems Strategic Planning
I. IS PLANNING
PROJECT ORGANIZATION
II. ASSESSMENT
OF THE AGENCY’S ORGANIZATIONAL STRATEGY
III. ASSESSMENT
OF IT OPTIONS
IV. FORMULATION
OF IS DEVELOPMENT STRATEGY
V. IS
PROJECTS PLANNING
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Overview of Information Systems Planning Project Organization
What is Information Systems Planning Project Organization? nformation Systems Planning Project Organization is the first phase of the ISSP process, which paves the way for the actual planning itself. It is officially initiated by the head of the organization. In this phase, the planning team defines the terms of reference and spells out the activities of the IS planning project which include defining the scope and objectives of the ISSP, identifying the organizational support mechanisms for undertaking the project and securing management approval and commitment.
Purpose of Information Systems Planning Project Organization IS Planning Project Organization is done to:
• Bring the IS Planning project to the attention of the organization; • Get authorization for the activities; • Establish the project team that will oversee the IS Planning project; and • Identify and address issues and concerns that might affect the actual planning activities.
Steps in Information Systems Planning Project Organization The basic steps in IS Planning Project Organization are:
1. Formulate project objectives and scope; 2. Organize the core project team;
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3. Formulate project implementation strategy and plan; and 4. Secure management commitment.
1. Formulate Project Objectives and Scope Prior to the formulation of the project objectives and scope, the legal basis for the project must first
be established. This shall be initiated by the head of the organization by way of an office order explaining why the project is needed, authorizing its activities and creating the organization for it, among other things. This move is undertaken to give a specific mandate to the IS Planning project.
Once the project’s legal basis is in place, the designated IS Planner, along with the organization’s IS Management Advisory Committee made up of the organization’s top executives, then takes the next step in the IS Planning Project Organization phase by setting the objectives and scope of the ISSP and linking them with the strategic programs and thrusts of the organization. They shall have the following functions:
• Set the strategic direction for computerization in the organization; • Update the ISSP whenever there are changes in the organization’s mandate or priority; • Act as executive sponsor for the organization’s ISSP; and • Formulate policies or strategies necessary to launch and sustain the organization’s IT
program.
A. Set the ISSP Objectives
An important step in the IS Planning Project Organization process is the setting of the objectives of the ISSP that will seek to serve the vision and mission of the organization. To set the objectives, the team must be aware of the scope and quality of service desired, the policy requirements, the organizational deficiencies and such other considerations. The objectives should seek to address all these.
The statements on what the plan aims to accomplish must be clearly defined. The ISSP objectives can be grouped by planning areas rather than by random list such as: • Service - refers to the act of performing a task or an action for another. For an organization,
service is directed to its internal and external clients. The internal clients are the persons within the organization while the external clients are those from outside that are being catered to by the organization. For instance, in the case of LGUs, external clients refer to the citizens within its jurisdiction.
For example:
- To provide fast, reliable services to the constituents of the organization in a timely, responsive and cost-effective manner.
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- To provide support for all areas where IT can be applicable.
• Policy - refers to rules and regulations, guidelines, or orders that are set and agreed upon by persons within the organization.
For example:
- To establish a policy in the procurement of IT resources.
• Information Technology – refers to the totality of the means employed to systematically collect, process, store, present and share information. It encompasses computers, telecommunications and office systems technologies, as well as the accompanying methodologies, processes, rules and conventions.
For example:
- To encourage the expeditious development of information systems that will help provide the delivery of services to the clients of the organization.
- To maximize the use of existing IT resources.
- To integrate existing and proposed information systems into an organization-wide management information system.
- To conduct periodic system reviews
a. Hardware – refers to the electronic components, boards peripherals and equipment that make up a computer system as distinguished from the programs or software that tell these components what to do.
For example:
- To encourage resource sharing through computer-based networks.
- To continue to upgrade and expand existing hardware to accommodate the growing data processing and information needs of the organization.
b. Software – a set of instructions to computer and its peripheral equipment to execute a command or process data. A software may be an operating system, a development language, database management system, network management software, set of computer tools and utilities, or an application package.
For example:
- To provide system software support for integrated processing.
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- To support user-friendly systems.
c. Communications – refers to the means of sending and receiving massages through a medium.
For example:
- To emphasize data communications in the design of future information systems.
- To implement more effective and modern approaches in verbal written and visual communications.
d. Office Automation – a method or system of using electronic equipment, such as word processors and computers, in the operations of an office.
For example:
- To encourage office automation to increase personnel productivity.
• Organization – a group of persons formed as or into a whole consisting of interdependent or coordinated parts, especially for harmonious or united actions.
For example:
- To create a unit that will manage the information systems.
a. Personnel – individuals who compose an organization.
For example:
- To recruit and retain outstanding individuals with good IT potentials.
- To improve the quality of MIS professionals through career development.
b. Management – refers to the act of handling, directing or controlling.
For example:
- To provide decision-support to management.
- To promote the management of information resource at all levels of the organization.
• Operations – an act or instance, process or manner of functioning or carrying out activities.
For example:
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- To provide sufficient operational capability to achieve acceptable response times.
• Standards and Procedures – a set of fixed instructions or steps for accomplishing out usually routine operations.
For example:
- To develop and implement the standards and procedures necessary to create the framework for information systems development and maintenance, and effective interaction of users.
B. Set the ISSP Scope
The scope of the ISSP expresses the following:
1. The time frame or coverage.
The shortest is three years and the longest is five years. The time frame rests on the activities that the organization wants to do, its capability to do them, and the resources available. Some other factors may be worth considering like fast-changing technology and, in the case of LGUs, the remaining years in the term of the incumbent LGU officials.
2. The departments and offices covered by the ISSP
• Identify the offices directly involved in the project within the set time frame.
3. The functional areas addressed by the ISSP, which may include, among others, the following:
• Fiscal Administration • Public Records Management • Law Enforcement and Monitoring • Health and Social Services • General Public Services • Education, Culture and Sports • Economic Enterprises • Human Resource Management and Development • Infrastructure • Agricultural Services • Environmental Services
Since the ISSP cannot address these areas all at the same time, the IS Planning core
project team would have to decide on which to include first in the coverage. It may choose first those functional areas whose computerization:
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• Can be done or achieved within the set time frame; • Can yield quantifiable or measurable impact; • Can be achieved with minimal constraints; • Will stress the strength of the organization and offset its weaknesses; and • Will contribute to the revenue generation function of the organization.
2. Organize the Core Project Team The next step is to organize the IS Planning core project team. The head of the organization
designates the officials and personnel within the organization to compose the team.
A. IS Strategic Planning Core Project Team Composition
At least three members may compose the team, headed by the head of the organization or his designated representative. Heads of appropriate offices or organizational units may sit as members.
The team may call itself by any name of its choice. For example, ISSP Management Committee; ISSP Steering Committee; etc. It is important for the team to organize its technical working group (TWG) whose members need to have:
• Good knowledge of IT; • Familiarity with the organization; and • Commitment to work full time for the project.
B. IS Planning Core Project Team and TWG Tasks
The IS Planning core project team performs the following tasks:
• Sets policies and makes major decisions regarding the project activities; • Provides direction and guidance to the TWG; • Monitors the progress of the project implementation; and • Formulates new approaches and devises ways to speed up project implementation.
The TWG performs the following tasks:
• Gathers and compiles relevant data and documents, conducts surveys and interviews and does research on the project;
• Participates in the compilation and documentation of data and documents; • Does analysis; and • Reports to the IS Strategic Planning core project team on the status of the project.
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3. Formulate Project Implementation Strategy and Plan This stage outlines the strategies necessary to carry out the overall objectives of the project. The
work program includes the detailed activities, the time to complete each activity, the expected output or result and persons responsible for each activity. It is presented in table format in Figure 1.
ACTIVITY OUTPUT/RESULT RESPONSIBLE PERSON/S
RESOURCES NEEDED
START DATE
END DATE
4. Secure Management Commitment Having laid down the project scope and objectives and identified the organizational support
mechanisms for undertaking the project, the next step is to secure the full support and commitment of management. This is particularly necessary at the initial phase of the planning process to ensure greater success of the project.
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Overview of Organizational Strategy Assessment
What is Organizational Strategy Assessment? rganizational strategy assessment is the process of gathering, compiling and evaluating
data on the current status of the organization in relation to IT. The IS planning TWG performs the assessment after the objectives and scope of the ISSP have been approved.
Purpose of Organizational Strategy Assessment Organizational strategy assessment is done to:
1. Align and integrate the ISSP with the overall direction of the organization; 2. Establish the linkage between the organizational strategy and the IS strategy; 3. Address critical problems of the organization; and 4. Control redundancy of data, rationalize expenses on IT, and reduce maintenance cost.
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Steps in Organizational Strategy Assessment It takes at least five steps to do organizational strategy assessment.
1. Gather Relevant Documents To ensure the availability of all data necessary for assessing the agency’s organizational strategic
plan, this step is to be undertaken by the project team with assistance from key personnel in the organization. Among the facts to be gathered are:
• Organization’s Vision/Mission/Mandate/Objectives/Goal/Plan
Note: Vision and mission statements are normally available in every organization. In case they are not, the IS Planning Project Team need to come up with a proposal and have it validated by all concerned.
• Strategic Thrusts and Programs
• Functions of the Organization
• Organizational and Functional Structure
• Current Annual Budget
• Graphical Description of its Operating Environment (showing linkages withwith its clientele, stakeholders, beneficiaries and other organizations/institutions whether in government, private or non-government institutions that greatly help/contribute in the attainment of the agency’s mission, vision and mandate.)
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Present the IT status of the organization, which includes the following:
- Description and quantity of existing hardware and other equipment; - Software in use and not in use, licensed or not; - Hardware and software requiring upgrade; - General IT profile of the organization; and - Total IT expenses of the organization including salary and training on IT.
2. Present the Organization’s Concept of Operations and Beneficiaries Using the data and information gathered in the previous activity, describe how the organization operates vis-a-vis its mandate and objectives. The TWG will likewise specify and describe the organization’s beneficiaries or clientele and the various ways by which the organization services them. This can be based on the functional areas that have earlier been identified during the setting of the project scope.
3. Identify Problems for Possible IT Solutions At this level, the IS planning project team will pinpoint issues and concerns affecting the organization or its beneficiaries that can possibly be addressed by information technology approaches. Some examples are low collection of taxes for fiscal administration and no effective monitoring of projects for infrastructure.
To aid in the identification, the following may be taken into consideration:
• What hampers the achievement of the organization’s vision and mission?
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• What holds up the implementation of the computerization program?
4. Surface Management Priorities Having identified the issues and concerns affecting the organization as well as its beneficiaries or clientele, the IS planning project team, in consultation with management, will now determine which particular problems or issues will be given greater weight or priority for possible IT solutions. Prioritization is done based on the problem’s impact on the attainment of the mission and goals of the organization, for instance in terms of revenue generation or service delivery, among others.
5. Review with Management The final step in the organizational strategy assessment phase is to review the results of the previous activity with management to confirm the latter’s approval and support for the project.
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Overview of IT Options
What is Assessment of IT Options? ssessment of Information Technology options is a process of evaluating the problems
identified in the previous chapter that require IT support vis-a-vis the current IT Trends and available IT solutions.
Purpose of IT Options Assessment Assessment of IT options is done to: i Discuss current IT trends; i Determine appropriate IT support to information requirements; and i Assess and identify appropriate IT solutions from given alternatives.
Steps in Assessing IT Options Assessing IT options takes at least six steps, namely:
1. Present/discuss current IT trends; 2. Summarize functional and corresponding information requirements that require IT
support; 3. Develop alternative IT solutions strategies; 4. Assess alternative IT solutions; 5. Formulate IT objectives; and 6. Review with management.
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1. Present/Discuss IT Trends
The following trends and options in Information Technology may be worth taking into consideration in the course of IS Strategic Planning: Trends Falling Prices
Price per instruction executed or per byte of data stored has been noted to tumble substantially.
Since 1988, PCs have given the industry more revenue than mainframes. This trend, however, results in a dramatic increase in the number of micros in
organizations and produces a considerable overall increase in the organization’s IT budget.
Improved Hardware Characteristics
Reduced in size Decreased in environmental requirements Improvement in reliability
Increase in Raw Computing Power Power, in terms of: millions of instructions per second (MIPS), random access memory (RAM), high resolution monitors, multi-tasking operating system, multi-processors, and graphical user environments, of today’s microcomputers would have staggered commentators of twenty years ago. It should be stressed, however, that even with such advances, the effective/optimal utilization of that power is important. Increase in Storage Capacity Magnetic disks, CD ROMS, and optical disks with capacities from hundreds of megabytes to several terabytes are now available for microcomputers. Concern is, however, focused on capabilities for managing these vast quantity of information. Increase in Diversity Now, there is a considerable range of hardwares and softwares to choose from. All this diversity, however could compound the problems of interconnecting incompatible hardware and software.
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Increasing Functionality and Flexibility A tremendous increase in the range of tasks and applications using IT is made possible with the developments both in hardware and software technology. However, this has to be set against the drawbacks of increased complexity. Two of the fast emerging IT trends falling hereunder are Electronic Data Interchange (EDI) and electronic commerce.
1. Electronic Data Interchange • The interchange of standard formulated data between the computer application
systems of trading partners with minimal manual intervention. • It allows companies to exchange business documents through direct computer-to-
computer linkages.
2. Electronic Commerce • allows buying and selling of goods and services through the Internet, especially the
world wide web
Increase in User-Friendliness
To achieve widespread acceptance, IT applications must be easy to use from the point of view of an inexperienced end user.
This, however, exacts its price on the hardware resources to support sophisticated interfaces, that is, greater hardware capability is required.
Improved Connectivity
Increased ability to electronically link machines and software packages has greatly amplified the benefits and opportunities derived from the use of IT.
This may, however, result in the lowering of the organization’s defenses, exposing it to significant security risks.
Options Fund Sourcing
BOT Foreign assistance Budget
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Reengineering vs. Streamlining
Effectiveness/Client Orientation Significant Cost Saving/Revenue Increase
Centralized vs. Decentralized IT Unit
Organizational Rapport New Functionalities
Centralized vs. Distributed Computing
Acquisition Cost Maintenance Cost Organizational Impact Sustainability of Technical Skills Disaster Recover Facility
Proprietary vs. Open Systems Technology
Vendor Independence Connectivity Third Party Software
Automating vs. Innovative Computing
Strategic Impact Organizational Reengineering
Outsourcing vs. In-House Development
Project Definition Project Control Availability of Expertise and Resources
Other Recent Developments
Electronic-Commerce
Electronic commerce is the buying and selling of goods and services among trading partners and between suppliers and customers through the use of computers and telecommunications, more specifically, through the Internet.
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Business through the Internet is gaining ground because the Internet allows global reach at affordable cost. It provides direct interaction with clients and suppliers and replaces routine, expensive, usually slow-paced trading with immediate, online transactions with gratifying results.
E-commerce is being adopted by many as a strategy to survive in the present fiercely growing competitive marketplace because it enables them to establish their presence online and become an equal player in a level playing field.
ICT Outsourcing
ICT Outsourcing is the practice of contracting out or selling the organization’s IT assets, people and/or activities to a third party supplier for monetary payments over an agreed time period.
The current administration favors ICT oursourcing because it has been proven cost effective to delegate ICT services to professionals/experts rather than spent money and time to train personnel for the purpose. Furthermore ICT outsourcing is one strategy to involve the private sector in governmental ICT efforts.
ICT outsourcing services and activities include: Data Transcription/ Data Conversion/ Image Scanning, Programming (development, maintenance, enhancement), Implementation (integration, deployment), Management (change management, problem management), Network Management, Operations/Data Center (help desk, professional support, hosting).
Application Service Providers (ASP)/Internet Data Center (IDC)
Application Service Providers are organizations that manage and deliver application capabilities to multiple entities from a data center across a WAN. These and related organizations like the Internet Data Centers, have emerged recently with the popularity of electronic commerce.
Whereas ASPs take care of managing and delivering Internet-based applications, IDCs provide webhosting and databanking support.
Computer-based Training (Computer Assisted Instruction, Edutainment)
CBT, which is a not so new technology, utilizes available computer technology to maximize education. CAI and Edutainment(combination of education and entertainment) as recent offshoots of CBT, make use of multimedia, the Internet, real-time interactivity and even artificial agents to promote and encourage learning.
Simulation and Virtual Reality
The recent emergence of artificial intelligence, artificial life and unconventional, soft computing techniques has opened up a whole new world of exploration. Running on super-computers, AI allows for the “What If” questions regarding the birth and evolution of the galaxy, the interplay of genetics, etc. asked several times in the past to be conjured to near precise detail.
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Virtual reality and Alife, which are specialized subfields of AI, explores artificial agents and gives one the feeling that one is inside and involved in a program.
NETmeeting and Collaboration
With hi-speed Internet service and advancement in tele-video technologies, users today can communicate and collaborate with other users in real-time over the Internet or an intranet. Application sharing, as an extension of Netmeeting, allows everyone to view an application on one participant's computer. Collaboration takes this one step further and allows other users to actually control the shared application. The keystrokes and mouse actions of the remote user will affect the shared application on the machine that it is running on. With collaboration, the dream of working at home is now becoming a reality. Short Messaging System(SMS) and Wireless Application Protocol (WAP)
Recent popularity in the use of mobile phones gave rise to the Short Messaging System(SMS) and its many applications. SMS is a method of sending or receiving written messages on the screen of a phone handset. Messages can only be up to a maximum length of 160 characters. Owing to the ease, convenience not to mention cheap cost of sending SMS messages, many applications nowadays employ SMS features, i.e. inquiry requests and responses can be obtained and sent immediately from mobile phones.
WAP brings SMS to a higher level by allowing not just text but graphical and even multimedia Internet access on handheld digital wireless devices such as mobile phones, pagers, two-way radios, smartphones, and communicators. As a communications protocol and an application environment, WAP can be built on any operating system including PalmOS, EPOC, Windows CE, FLEXOS, OS/9, JavaOS, etc. It provides service interoperability even among or different device families.
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2. Summarize Functional and Corresponding Information Requirements that Require IT Support
Based on the presentation of the IT trends earlier, consider the identified problems for possible IT solutions discussed in the previous chapter.
Match the functional and corresponding information requirements with the appropriate IT support, with efficiency and optimization of IT resources in mind.
3. Develop Alternative IT Solutions Strategies
For every identified problem for possible IT solution, it is wise to consider other alternatives. This way, an objective and better solution can be properly identified.
4. Assess Alternative IT Solutions
After considering other alternatives, assess the different solutions for every identified problem for possible IT solution. The assessment can be made based on a certain criteria. You can come up with your own criteria, but normally, cost, ease of implementation and time are considered foremostly.
5. Formulate IT Objectives There is a need to formulate the overall IT objectives to provide a clear direction for the organization in the implementation of the plan. This can be done by focusing on the identified strategic areas of concern. The SMART (Specific, Measurable, Attainable, Realistic, Time-bound) rule is also useful in this process.
6. Review with Management Before moving further, the planning team must first go over with management the results of this phase to ensure that everything is amenable to them.
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Overview of Information Systems Development Strategy
What is Information Systems Development Strategy? S Development Strategy is the means of generating and directing resources to develop ISs that serve the shared goals of the organization. As such, it tells you where you are going insofar as IS development is concerned, and how to get there. It also defines the technical requirements of the IS that the organization seeks to develop. In short, it sets the direction for the development of the ISs.
Purpose of Information Systems Development Strategy The IS Development Strategy:
• Identifies the mission-critical ISs. Mission-critical ISs are those that have the most bearing in achieving organizational goals;
• Sets IS priorities; • Describes the IS and their linkages; • Maps out the approach of IS development; • Guides the procurement and development of IT resources; • Guides the hiring, placing or development of IT personnel; • Optimizes investment on IT resources; and • Provides input to organizational budgeting.
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Central Connection
Dot-matrix printer
Hub
5 workstations
20 terminalsHub
Hub
Laser printer Laser printer
5 File Servers
Project Management Division
Laser printer
Satellite
VSAT
Microwave tower
VSAT
Service Provider Microwave Node
MIS Group
Product Testing & Licensing Divisions
PDA
Extension Service Division
Finance Division
Modem
Central OfficeRegional Offices
10 workstations
5 File Servers
Router
Firewall
Central Connection
Hub20 terminals
Router
Firewall
PSTN
Cellphone
Laptop
Modem
Service Management Division
10 workstationsHubLaser printer
MIS Group & Field Monitoring DivisionCentral Connection
Dot-matrix printer
Hub
5 workstations
20 terminalsHub
Hub
Laser printer Laser printer
5 File Servers
Project Management Division
Laser printer
Central Connection
Dot-matrix printer
Hub
5 workstations
20 terminalsHub
Hub
Laser printer Laser printer
Central Connection
Dot-matrix printer
Hub
5 workstations
20 terminalsHub
Hub
Laser printer Laser printer
5 File Servers
Project Management Division
Laser printer
Satellite
VSAT
Microwave tower
VSAT
Service Provider Microwave Node
MIS Group
Product Testing & Licensing Divisions
PDA
Extension Service Division
Finance Division
Modem
Central OfficeRegional Offices
10 workstations
5 File Servers
Router
Firewall
Central Connection
Hub20 terminals
Router
Firewall
PSTN
Cellphone
Laptop
Modem
Service Management Division
10 workstationsHubLaser printer
MIS Group & Field Monitoring Division
Satellite
VSAT
Microwave tower
VSAT
Service Provider Microwave Node
MIS Group
Product Testing & Licensing Divisions
PDA
Extension Service Division
Finance Division
Modem
Central OfficeRegional Offices
10 workstations
Satellite
VSAT
Microwave tower
VSAT
Service Provider Microwave Node
MIS Group
Product Testing & Licensing Divisions
PDA
Extension Service Division
Finance Division
Modem
Central OfficeRegional Offices
10 workstations
5 File Servers
Router
Firewall
Central Connection
Hub20 terminals
Router
Firewall
PSTN
Cellphone
Laptop
Modem
Service Management Division
10 workstationsHubLaser printer
MIS Group & Field Monitoring Division
5 File Servers
Router
Firewall
Central Connection
Hub20 terminals
Router
Firewall
PSTN
Cellphone
Laptop
Modem
Service Management Division
10 workstationsHubLaser printer
MIS Group & Field Monitoring Division
`
OFFICE OF THEGOVERNOR
OFFICE OF THEADMINISTRATIVE OFFICER
ASSEMBLY HALL
OFFICE OF THEBUDGET OFFICER
OFFICE OF THE ACCOUNTANT
HALLWAY
HALLWAY
BA
LCO
NY
BA
LCO
NY
HEAD
HEAD
HUB
HUB
SWITCH
ELEV
CONFERENCE ROOM
CONFERENCEROOM
RECORD'S ROOM
RECORD'S ROOM
RECORD'S ROOM
DN
DN
GOVERNOR'S SUITE
PRIVATEROOM
RECEPTIONROOM
RECORD'S ROOM
HA
LLW
AY
HA
LLW
AY
HEAD
Figure 4.0
SECOND FLOOR PLAN
The 16 Port Switchable Hub located at the Office of theAdministrative and the 24 Port Switchable Hub located at theOffice of the Budget Officer connects all servers and workstationsthrough a category 5 UTP cable. Both Switchable Hubs are thenconnected to the 4 Port Switch which is also found at theAdministrative Office.
Estimated Materials:
1 unit 16-Port Switchable Hub1 unit 24-Port Switchable Hub1 unit 4-Port Switch25 units 100 Mbps Ethernet Card55 pcs. RJ-45 Connector600 meters Cat 5 UTP cable
Designing the Information Systems Architecture In designing the IS architecture of the organization, the following steps must be undertaken:
1. Identify the Information Systems The key processes described in the functional charts of the offices or departments form the major information systems of the organization. The activities that are linked with or supporting the key processes form, in turn, the sub-system of the IS. Identify these ISs and their sub-systems, if any, and then give each an appropriate name descriptive of its functions.
2. Design the Conceptual Framework of the identified IS Present a general or gross design of each of the identified ISs, showing the following:
• The subsystems and linkages (or interfaces); • Sources of data or information; and • The databases to be used.
Most designs use symbols to represent the ISs, the data sources, and the databases; and arrows to show direction or flow of data. An illustration is given in the ISSP Prototype.
3. Design the Physical and Logical Network Layout to Support Identified ISs Draw a graphical representation of existing and planned local area network/s and/or wide-area network/s. Both physical and logical diagrams must be available. Illustrations of both types are shown below:
I S S P G U I D E B O O K
29
4. Describe the Salient Features of each of the ISs In the third step, list the ISs with their corresponding descriptions in terms of purpose, salient features, major information generated, and status. The status could be operational, under development, for development or shelved. See Section III-D of the ISSP prototype for illustration.
5. Describe the Impact of the Information System Describe the impact of the IS on the organization’s key processes. The impact may be on any or all of the following:
• Efficiency (or doing things right); • Effectiveness (or doing the right thing); and • Equity (or doing things fairly), which includes transparency. For illustration, see ISSP
Prototype.
6. Describe the IS Inter-Linkages Describe the owners and users of the identified ISs. IS owners are the offices or units in the organization that perform the major functions or majority of the functions of the IS; they are necessarily IS users as well. IS users are offices or units that have specific needs or use of the IS but they are not necessarily owners of that IS. See Figure 3 for example.
INFORMATION SYSTEM
OWNER USER IS LINKAGES
FUND MANAGEMENT INFORMATION SYSTEM
* ACCOUNTING OFFICE * BUDGET OFFICE * TREASURER OFFICE
* LOCAL CHIEF EXECUTIVE OFFICE * COA OFFICE * PLANNING & DEVELOPMENT OFFICE * SANGGUNIAN
* PAYROLL SYSTEM * ECONOMIC ENTERPRISES BILLING SYSTEM * SUPPLIES AND PROPERTY MANAGEMENT SYSTEM
7. Describe the IS Development Strategy Describe how the IS will be developed and implemented. The possible ways are in-house development, outsourcing or contracting a software developer, purchase of off-the-shelf packages, or grant donations from other organizations. For example:
INFORMATION SYSTEM
DEVELOPMENT STRATEGY
Fund Management Information System
MOA with Negros Oriental Province for Software
Sharing Personnel Management Information System
MOA with Bulacan Province for Software Sharing
I S S P G U I D E B O O K
30
INFORMATION SYSTEM
DEVELOPMENT STRATEGY
Real Property Tax Information System
MOA with Bulacan Province for Software Sharing
Supplies Management Information System
In-house
Property Inventory System
Outsourcing
Project Tracking and Monitoring System
In-house
Geographic Information System
Outsourcing or MOA with Naga City
8. Identify Databases Required From the ISs identified, list per IS the databases to be created. Give a description in terms of contents. See below for example.
9. Determine the Computing Scenario
Common Computing Scenarios
Overall, computing scenarios assume two big classifications, namely: stand-alone or independent systems, and networked systems.
Stand-alone or Independent systems – a computing scenario wherein a computer system runs
an application system or IS independent of other systems. The operating system, application program and database are resident in the same computer and not dependent on other computer systems.
Networked systems – a computing scenario wherein computers, printers and other devices are
C.1. NAME OF DATABASE
Real Properties Database
C.2. GENERAL CONTENTS/ DESCRIPTION
A database of real properties with its classification, evaluation and actual use.
C.3. STATUS
Manual data available but digital form is for development and build-up
C.4. INFORMATION SYSTEMS SERVED
Real property tax system
C.5. DATA ARCHIVING STRATEGY
(STORAGE PRODECURE)
RPT data will be stored in a dedicated file server that is mirrored by a RAID machine. Regular tape backups will be done
I S S P G U I D E B O O K
31
linked together, allowing users to exchange and share information and resources. Networking is classified as follows:
1. Local Area Networking (LAN) – which is confined to moderate sized geographic areas such as one office, building, warehouse or campus. 2. Wide Area Networking (WAN) – which usually consists of a series of complex packet
switches interconnected by communication lines and spans large geographical distances.
A LAN can operate in different computing scenarios, namely:
• Centralized – is networking characterized by:
- One site supplying all information processing - Information integrated at one location - Development of software and control are integrated at one location (see Figure 5)
• Centralized – Distributed – where the database in a central server is divided into disjoint
(non-overlapping) partitions. Each partition (also called a fragment) is assigned to a particular remote site. In this scenario, the data is moved closer to local users and is more accessible.
NETWORK A NETWORK B
Legend : WS - Workstation PGM - Program
WS
Central Server
Data
PGM
WS
WS
WS
WS WS
WS
WS
Central Server
Data
PGM
Central Server
Data
PGM
I S S P G U I D E B O O K
32
Client PC
Client PC
Client PC
Client PC
Server A
Data
Client PC
Client PC
Client PC
Client PC
PGM
Department A
CLIENT PCs send query/present information SERVER retrieves, selects, sorts, calculates, sends only
needed data, locks, secures data
Department B
CLIENT PCs send
query/present information SERVER retrieves, selects, sorts, calculates, sends only
needed data, locks, secures data
• Client-Server – the most recent approach in networking wherein the logic of the application is divided between a front-end computer (called the client) and a back-end computer (called a server). The client generally provides and uses information while the server retrieves, selects, sorts, calculates, sends only needed data and manages the database.
Local Area Networking – Advantages and Disadvantages
The table shows the advantages and disadvantages of LAN.
Advantages Disadvantages
Less memory required for each workstation since the server has the complete copy of the databases, programs and other system files
Network traffic is lesser since only qualified data is passed through the network
Less overhead work for the work stations
Data security, integrity and recovery are well managed by the server which means lesser contamination of data
Needs a well-planned and well-designed
databases
Needs an expert network and database administrator which are getting scarce and expensive to retain
I S S P G U I D E B O O K
33
Choosing your LAN scenario
Choosing your LAN scenario will depend on your organization’s needs, which you may assess, based on the following:
1. Speed – How fast do your users need the data? Remember: The less workstations you
have the faster you can get access to the data. 2. Portability – The ability of the system to shift from one environment to another. Choose
a scenario that will allow your system to run on different environment. 3. Interoperability – Does your chosen scenario give you the ability to communicate with
other computer systems using the same networking protocol or standards? 4. Security – Choose an environment that will provide extensive control on your data
without affecting the productivity of the network users. 5. Cost Performance – your choice should allow you to optimize the use of shared
resources (databases, devices and software).
10. ICT Strategy for Public Access
Describe what information/services/products that the agency can provide to the public, how the public can access such information/services/products and whether such is for free or for a fee. It is also recommended that the proposed strategy for connecting to the Internet be included here.
Suggested strategies for permanently connecting to an Internet Service Provider include, but are not limited, to the following:
• Digital Subscriber Line – this is a permanent digital infrastructure setup between an ISP and a subscriber. Since the line is digital, hi-speed reliable connection is achieved. The manner and rate of payment for use of the line usually varies with the bandwidth availed. The cost of the leased line, equipment and their setup is normally paid at the onset.
• Satellite – Most favorable in areas where telephone infrastructure is unavailable. Satellites are used to transmit and download Internet information to and from the ISP. Though the cost of buying and setting up satellite dish and equipment is quite substantial, people are willing to pay more for high-speed reliable connection. The subscription rate for satellite connection depends on the speed of uplink and downlink, the type of equipment, and whether the subscriber merely receives data or whether it has sending as well as receiving capabilities.
• Dedicated dial-up – recommended in areas where telephone lines are no longer of the analog type and where telecom providers make use of fiber and other hi-speed technologies. Since speeds are lesser than those of DSL and satellite access, the rates are cheaper.
I S S P G U I D E B O O K
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NUMBER OF UNITS PROPOSED ACQUISITION
ITEM
EXISTING YEAR 1 YEAR 2 YEAR 3 TOTAL Work stations 20 10 12 14 36 Servers 2 1 1 1 3 Printers 10 5 6 7 18 Scanners 1 Personal Digital Assistance 1 Multimedia Equipment 1 1 1 Others: (Specify)
Identification of IS Plan Resource Requirements
1. ICT Resource Requirements
A. Identify Hardware Required Make a summary of existing and needed hardware with corresponding detailed specifications. Indicate the number of units corresponding each item of hardware being used. Unserviceable items should not be counted. In the succeeding columns, indicate the number of units you plan to acquire per year. For example:
A.1 Identify Network and Telecommunication Equipment Required Indicate the number of units corresponding each item of network and telecommunications being used. Unserviceable items should not be counted. In the succeeding columns, indicate the number of units you plan to acquire per year.
B. Determine the Software Required Enumerate the network operating system, the development language, the database management software, the network management software, the tools and utilities and software packages that will make up the software components of the identified ISs. For example:
ITEM DESCRIPTION
EXISTING
PROPOSED
A. NETWORKING OPERATING SYSTEM (Available choices are:)
• WINDOWS NT
none
1
B. DEVELOPMENT LANGUAGE
• POWER BUILDER ENTERPRISE LATEST VERSION • VISUAL BASIC LATEST VERSION
none
1 for 4 Users
I S S P G U I D E B O O K
35
ITEM DESCRIPTION
EXISTING
PROPOSED
C. DATABASE MANAGEMENT SOFTWARE
• SYBASE ADAPTIVE SERVER
none
1 for 11 Users
D. SPATIAL DATA MANAGEMENT SOFTWARE
• GEOGRAPHIC INFORMATION SYSTEM
none
1 for 16 users E. NETWORK MANAGEMENT SOFTWARE
• WINDOWS NT LATEST VERSION
none
1 for 16 Users
F. TOOLS AND UTILITIES
• MCAFEE VIRUS SCAN • VISIO 2000
none none
2 2
G. SOFTWARE PACKAGES
• EASY PAY • OFFICE 2000
none none
1 1
H. SPECIAL SOLUTIONS TECHNOLOGIES
• COMPUTER AIDED DESIGN
none
1
Special Solutions Technologies are state-of-the-art equipment and software that enhance the features of an IS. Some of these are:
1. Imaging – microfilms and microfiche 2. CAD – Computer Aided Design for architectural and engineering designs 3. CASE Tools – for rapid systems, database designing and structured programming 4. Bar Codes – for point-of-sale systems and quick items inventory 5. MICR – magnetic identification cathode rays
C. Present the IT Resource Map per Office The resource map of the IS shows where the hardware is in the organization, what kind, and how many are needed. For example:
OFFICE
ITEM
EXISTING
PROPOSED
Accounting Office
* Server * Workstation * Laser Printer * UPS * Hub * Scanner * Modem
* none
* 1 * none * none * none * none * none
* 1 * 7 * 1 * 1 * 1 * 1 * 1
I S S P G U I D E B O O K
36
PROPOSED TYPE
EXISTING YEAR 1 YEAR 2 YEAR 3
Intranet Installation and Deployment
• Dial-up • VSAT
√
√
Information Systems Development • FMIS • PMS
√
√
ICT Planning and Consultancy Services √ √ √ √ Web Hosting Services Data Encoding Services √ √ PC Troubleshooting and Repair Services √ √ √
List down the criteria or basis for the distribution of items, taking into account the jobs or processes performed using the computer. Possible criteria are:
• Transaction type; • Volume of transactions; and • Number of users of the computers.
OFFICE PROCESS USING COMPUTER VOLUME
NO. OF USERS
ACCOUNTING OFFICE
* Process of RAO * Process of Journal Voucher * Posting to Journals * Generate Reports
* 50 RAOs/day * 35 Vouchers/day * 50/day * 10 reports/month
* 2 Clerks * 2 Clerks * 2 Clerks * 2 Supervisors
TREASURER’S OFFICE
* Accept payments * Posting to Journals * Prepare DSCAF and Abstracts *Generate Other Reports
* 150 Receipts/day * 150 Receipts/day * 10 DSCAF and 10 Abstracts/day * 10 Reports/month
* 2 Clerks * 2 Clerks * 2 Clerks * 2 Supervisors
Your list should agree with the IS inter-linkages identified. To get a clear picture of the deployment of IT resources, draw a schematic diagram of the information gathered. See the ISSP Prototype for examples.
D. Present the ICT Services Requirements Indicate the type of ICT services existing and needed. In the “existing” column, check all ICT services currently availed of. Check the year/s when you plan to avail such service. An example is given below:
I S S P G U I D E B O O K
37
E. Identify ICT Manpower and Organizational Requirements
E .1 Staffing and Manpower List down all plantilla positions performing ICT functions. Indicate the number of positions correspondingly. For column one, enumerate the ICT positions existing in the agency. Refer to Annex A-4 for the list of ICT positions. For each ICT position, indicate the number of filled-up and unfilled position. Correspondingly, determine the number of positions being proposed. Enumerate also all non-ICT positions performing ICT functions. A sample is shown.
E .2 Present the existing and proposed IT Organizational Structure and their placement in the organization.
The positions and the number of items per position, including the actual function, is described in the organizational chart.
Existing IT Organizational Structure (if any)
-None-
NO. OF POSITIONS EXISTING
FILLED-UP UNFILLED
PLANTILLA POSITIONS
ICT NON-ICT
ICT NON-ICT
PROPOSED ICT POSITIONS
Information Technology Officer II 1 Information Technology Officer I 1 1 ITO I Information Systems Analyst III 1 1 ISA III
Computer Maintenance Technician III 1 Clerk III 2 2 CP II
Computer Operator IV 2 Clerk II 2 2 CP I
Computer Operator III 2 CO III Computer Operator II 1 CO II Computer Operator I 1
Clerk 1 1 1 CO I
I S S P G U I D E B O O K
38
Proposed IT Organizational Structure Example
ICT Unit Information Technology
Officer II
Office of the President/Mayor
Systems Development
Information Systems Analyst III
Facilities Management
Computer Maint. Tech III (Database Admin)
Network Management
Info. Tech Off. I (1) (Network Administrator)
Computer Operator II (1)
Engineer I (2)
Computer Prog. II (2)
Computer Prog. I (2)
Data Controller II (2)
Data Encoder II (5)
GOVERNOR
DEPARTMENT 1
ICT DEPARTMENT DEPARTMENT 2
DEPARTMENT 3
DEPARTMENT 16
Placement in the Organization
I S S P G U I D E B O O K
39
NUMBER OF UNITS PROPOSED ACQUISITION
ITEM EXISTING
YEAR 1 YEAR 2 YEAR 3 TOTAL Eg. Aircon units Eg. Construction/ Installation of : Fiber optics Raised Flooring Roofing Generators
F. Identify IT Training Needs Based on the result of the IT Resource Survey Form, enumerate the IT course classification, the name or description of the IT training needed and the number of target participants.
IT COURSE CLASSIFICATION
COURSE DESCRIPTION NO. OF TARGET PARTICIPANTS
* IT MANAGEMENT * SYSTEMS DEVELOPMENT * PROGRAMMING * DATABASE DESIGNING * SPATIAL ANALYSIS * OFFICE AUTOMATION * HARDWARE MAINTENANCE
* Network Management/Management Training * Systems design and Analysis/Power Designor * Powerbuilder and Visual Basic Programming * Relational/ Structured Database Designing * Geographic Information System * Word Processing, Spreadsheet, Graphics, Internet * PC Maintenance and Trouble Shooting
* 1
* 2
* 5
* 2
* 3
* 5
* 2
G. Other Resource Requirements Under this section, indicate the type of non-ICT resources presently used. Unserviceable items should not be counted. In the succeeding columns, indicate the number of units you plan to acquire per year.
I S S P G U I D E B O O K
40
Information Systems Implementation Strategy Implementation Strategy serves as the road map of the activities to be undertaken by the organization under the ISSP. The strategy should involve the following: –
• Identification of the activities to be undertaken; • Definition individual assignments and responsibilities; • Setting deadlines or targets; • Listing materials and resources needed per activity; and • Defining the expected output.
An implementation strategy facilitates the implementation process by identifying and organizing the activities necessary to meet the overall objectives of the project based on the different strategies identified above. It ensures the successful use of IT. Strategies on applications development, manpower training, and communication facilities will be mapped out in this stage and the expected outcome at the end of the planning horizon is determined.
A. Overall Time Frame
Having set the time frame or coverage of the ISSP project in Chapter 2, the development of the ISs can now be scheduled within the planning horizon.
Prioritize the IS to be Developed The tough part of IS Planning is setting project priorities, especially when all the offices would want to computerize at the same time. The IS Planning Team must therefore set the criteria for the establishment of priorities. The following are representative criteria:
• Ease of implementation (practical and doable); • Potential to make positive contribution to the organization’s cash flow; • Potential to provide competitive advantage; • Interdependence of ISs; • Legal mandate (for example, the Local Government Code of 1991 mandates LGUs to
establish a standardized and computerized Accounting System.); • Impact is quantifiable and measurable; and • Minimal constraints in implementation (allows for “quick victory’ or “small win’ to, say,
elicit support from management and organization)
I S S P G U I D E B O O K
41
Phasing of IS Development The phasing of IS development depends on the IS priorities chosen, which in turn calls for identifying the activities and resources to support them.
In phasing IS development, it is also important to check the following:
• Reality of the organization’s procurement system -- how long does it take to procure
equipment (from preparation of the purchase order to delivery of items)?; • Schedule of budget release; • Peak and low periods of organizational activities; and • Number of available personnel in the organization involved in the IS development.
B. Investment Based on the identified priority ISs and implementation schedule of IS development activities, estimate the total required investment per IS. Some cost factors to consider are the following:
• Hardware and software • Development of software • Facilities • Data conversion activities • Training • Salaries and other remuneration
Format of Information Systems Cost Estimates
ITEM
AMOUNT HARDWARE TO PROCURE
SOFTWARE TO PROCURE
IT PERSONNEL NEEDED
IT TRAINING NEEDS
OTHERS
TOTAL >>
I S S P G U I D E B O O K
42
Review with Management To ensure greater success of the project, it is best that the strategies formulated above be carefully reviewed with management.
I S S P G U I D E B O O K
43
IInnffoorrmmaattiioonn SSyysstteemmss PPrroojjeeccttss PPllaannnniinngg
Overview of Information Systems Projects Planning
What is Information Systems Projects Planning? nformation Systems Projects Planning consists of those activities that secure authorization for the ISSP, monitor and evaluate ISSP implementation and update the ISSP when necessary. It also paves the way for the preparation of the annual ISDP.
Purpose of Information Systems Projects Planning The purpose of IS Projects Planning is to establish the mechanics for ensuring that the ISSP is implemented according to budget and schedule.
Steps in Information Systems Projects Planning
1. Converting Information Systems Development Strategy into Multi-Year Projects Having already identified the major IS development activities to be undertaken as well as the different strategies for accomplishing them, the same will have to be further broken down annually. This entails translating the IS development activities into projects, each project having its own implementation schedule within the planning horizon.
C h a p t e r
6
I S S P G U I D E B O O K
44
2. Defining Project Components For each of the IS projects, the following have to be clearly established so as to provide a general direction for the IS project implementation:
• Objectives – define the goals of the IS project, what it specifically hopes to achieve as far as the organization’s ISSP is concerned.
• Scope – state the overall coverage and limitations of the IS project.
• Resource Requirements – specify the resources needed for the project implementation which may include, among others, hardware, software, manpower, IT training, etc.
3. Outlining Steps After Adoption of ISSP Having laid out every detail for the implementation of the organization’s ISSP, determine the next steps that the organization will take after the ISSP has been adopted. This will set the general direction toward which the organization must be steered after the ISSP implementation. Most plans get shelved because no team or body takes the role of monitoring and evaluating plan implementation. For ISSP implementation, the ISSP project team, preferably with the assistance of its TWG, extends its function to monitoring and evaluating ISSP implementation until an IT unit is created. Part of its functions may include mapping out monitoring and evaluation activities, identifying gaps and bottlenecks, presenting solutions, or updating the ISSP if necessary.
A. Monitoring the ISDP An annual assessment of accomplishments vis-a-vis the ISDP targets shall be prepared by the organization’s IS Planner. The same shall be submitted to NCC to serve as the IS Planner’s basis in the preparation of the organization’s annual report to the National Information Technology Council (NITC) and the Office of the President.
B. Monitoring the ISSP At the end of each year, the organization’s IS Planner shall likewise prepare a report on the cumulative accomplishments of the annual ISDPs as against the organization’s targets within the entire planning horizon. This report will form the basis for NCC’s recommendations to DBM for the succeeding year’s funding.
4. Review with Management Before making any further step, see to it that the details of the ISSP have been clearly presented to and ironed out with management to ensure the latter’s full support and commitment to the
I S S P G U I D E B O O K
45
project all throughout the planning horizon. The approved ISSP will then have to be disseminated to the entire organization.