IT STRATEGIC PLAN TEMPLATE

BY SAM MUSA

INSERT THE NAME OF YOUR ORGANIZATION

STRATEGIC PLAN 2016 – 2020

INSERT PICTURE OF YOUR ORGANIZATION

THE MISSION

• INSERT THE

ORGANIZATION

MISSION

THE

ORGANIZATION

PUBLIC IMAGE

PEOPLE

EMPLOYEES

CITY

INFRASTRUCTU

RE

CYBERSECURITY

E-

GOVERNMENT

SMART CITY

EXECUTIVE SUMMARY

• THIS DOCUMENT PRESENTS THE (INSERT THE NAME OF THE DEPARTMENT)

STRATEGIC PLAN

• THE PURPOSE OF THIS DOCUMENT IS TO PROVIDE A ROADMAP FOR THE

(DEPARTMENT) ON HOW IT WILL IMPLEMENT AND DELIVER SERVICES THAT

SUPPORT THE ORGANIZATION’S MISSION

• THIS STRATEGIC PLAN IS PART OF THE OVERALL PLANNING INITIATIVE THAT

ENSURES THE SHARED VISION FOR THE DEPARTMENT

• THE STRATEGIC PLAN ALSO ENSURES THE ALIGNMENT OF TECHNOLOGY

INITIATIVES WITH THE CITY’S PRIORITIES

STRATEGIC PLAN PROCESS

Gather InputsConduct an

AssessmentAnalyze Inputs Plan of Action

Continous

Monitoring and

Update

Assessment

Third party

Assessment

Strengths Analysis

Weakness Analysis

Opportunity

Threat

Internal Assessment

Tickets

Trends

Strategies

Priority Matrix

Analyze findings

Competitor analysis

Align Strategies

Prioritize goals

Industry Analysis

Strategic Plans

POA&M

Create strategic

goals and objectives

Create a tactical

Plan

Align resources to

actions

Create Plans

Create Matrixes

Create PKI

Execute Projects

POA&M

Create strategic

goals

Create a tactical Plan

Align resources to

actions

Create Plans

Create Matrixes

Create PKI

Execute Projects

Gather Inputs

Business

Requirements

State and Federal

Laws

Interviews

Meet stakeholders

Review polices

Competitor analysis

Industry Analysis

Strategic Plans

GUIDING PRINCIPLES

• INSERT YOUR GUIDING PRINCIPLES

• EXAMPLE:

• PEOPLE, PROCESSES, AND TECHNOLOGY (PPT) IS THE METHODOLOGY AND PHILOSOPHY OF THE IT DEPARTMENT ON HOW TO MANAGE AND DELIVER SERVICES. IT IS ALL ABOUT THE PEOPLE. WE WORK TOGETHER TO ESTABLISH A TRUST RELATIONSHIP WITH THE EMPLOYEES AND THE PUBLIC. WE STRIVE TO ESTABLISH A TRANSPARENT SYSTEM AND ENABLE THE PUBLIC TO PARTICIPATE AND COLLABORATE THROUGH PROCESSES, FACILITATION, COMMUNICATION, COLLABORATION, AND INNOVATION, IN ORDER TO ENHANCE DELIVERY OF SERVICES. OUR MISSION IS TO FOSTER TECHNOLOGY MOBILITY AND FLEXIBLE IT ARCHITECTURE, AND USE TECHNOLOGY AS AN ENABLER TO MANAGE BUSINESS APPLICATIONS AND MEET BUSINESS NEEDS.

CODE OF ETHICS

• THE IT DEPARTMENT’S CODE OF ETHICS IS PLACED IN A MNEMONIC DEVICE –

ACTION – ACHIEVEMENT, CREATIVITY, TEAMWORK, INTEGRITY, OWNERSHIP,

AND NOW. THE IT EMPLOYEES ARE ACCOUNTABLE FOR:

ACTION

• ACHIEVEMENT. EMPLOYEES ARE EXPECTED TO BE EXCEPTIONAL, CONSTANTLY IMPROVE AND ACHIEVE GOALS ON TIME AND WITHIN BUDGET. EMPLOYEES ARE EXPECTED TO GET THINGS DONE SUCCESSFULLY BY SHOWING EFFORT, COURAGE AND PLANNING, IMPLEMENTING, AND FULFILLING THEIR TASKS SUCCESSFULLY. THEY ARE ALSO EXPECTED TO DOCUMENT THEIR LESSONS LEARNED AND LEARN FROM THEIR MISTAKES - EMPLOYEES ARE EXPECTED TO PLAN TO BE SUCCESSFUL AND PRODUCE SUCCESS THAT CAN BE MEASURED.

• CREATIVITY. EMPLOYEES ARE EXPECTED TO BE CREATIVE, INNOVATIVE, AND ACT WITH CONFIDENCE AND BRAVERY. EMPLOYEES ARE EXPECTED TO BE CREATIVE BY TURNING NEW IDEAS INTO REALITY. THEY MUST BE ABLE TO FIND HIDDEN PATTERNS AND MAKE CONNECTIONS BETWEEN UNREALIZED PHENOMENA, IN ORDER TO CREATE SOLUTIONS AND OVERCOME CHALLENGES AND OBSTACLES

• TEAMWORK. EMPLOYEES ARE EXPECTED TO ACT COLLABORATIVELY BY COMBINING INDIVIDUAL STRENGTHS AND UNITING AROUND COMMON GOALS. LEADERS ARE EXPECTED TO CREATE TEAM EMPLOYEES WHO REPRESENT THE DIVERSITY OF THE ORGANIZATION AND VIEWS OF KEY EMPLOYEES, VOLUNTEERS, AND OTHER GROUPS.

• INTEGRITY. EMPLOYEES ARE EXPECTED TO ACT WITH TRUTHFULNESS AND TRANSPARENCY. EMPLOYEES ARE EXPECTED TO POSSESS AND DEMONSTRATE INTEGRITY BY ILLUSTRATING STRONG COMMITMENTS TO PERSONAL MORALS AND THE COMPANY’S VALUES

• OWNERSHIP. EMPLOYEES ARE EXPECTED TO BE ACCOUNTABLE, AND ACT WITH PERSONAL PRIDE. CHOICES MUST RISE ABOVE PERSONAL’S CIRCUMSTANCES. EMPLOYEES ARE EXPECTED TO DEMONSTRATE THE OWNERSHIP NECESSARY TO ACHIEVE DESIRES MEASURABLE RESULTS.

• NOW. ALL THE ABOVE IS EXPECTED TO BE DONE NOW. EMPLOYEES ARE EXPECTED TO PERFORM ALL THESE ETHICS’ ATTRIBUTES IMMEDIATELY. ONCE THE CODE OF ETHICS IS DRAFTED AND APPROVED BY SENIOR MANAGEMENT, LEADERS ARE EXPECTED TO DISSEMINATE THE CODE OF ETHICS IMMEDIATELY; THEY ARE EXPECTED TO LEAD BY EXAMPLE

STRATEGIC GOALS AND OBJECTIVES

• THE IT DEPARTMENT IS USING THE GUIDANCE PRINCIPLES AND CODE OF ETHICS

TO TRANSLATE THE IT VISION INTO STRATEGIC GOALS AND OBJECTIVES. THE

IT VISION DESCRIBES HOW WE WILL OPERATE IN THE YEARS TO COME. THE

VISION GUIDES US IN THE DEVELOPMENT OF THE STRATEGIC GOALS AND

OBJECTIVES. THESE GOALS ARE THEN TRANSLATED INTO THE TACTICAL PLAN

IN FORM OF PROJECTS AND STRATEGIC INITIATIVES.

(SAMPLE) GOAL 1: CUSTOMER SERVICE

• THE DEPARTMENT WILL MEET OR EXCEED CUSTOMER REQUIREMENTS BY

LEVERAGING EXISTING AND EMERGING TECHNOLOGIES TO ENHANCE, IMPROVE,

AND STREAMLINE BUSINESS PROCESS

• STRATEGIC INITIATIVES:

1. TRAIN THE STAFF TO UNDERSTAND THE BUSINESS APPLICATIONS AND PROCESSES

2. ESTABLISH MOU/MOA/SLA WITH OTHER DEPARTMENTS

3. INSTALL CUSTOMER SERVICE TOOLS FOR TICKETS, ASSET MANAGEMENT, AND

CONFIGURATIONS

4. ESTABLISH A KNOWLEDGE BASE TO DELIVER CONSISTENT SERVICES

5. IMPLEMENT DIGITAL TECHNOLOGIES TO REDUCE PAPER AND EXPEDITE PROCESSES

TIME

(SAMPLE) GOAL 2: IT GOVERNANCE

• WE WILL PROVIDE AN EFFECTIVE GOVERNANCE TO MAXIMIZE IT RESOURCES.

THIS ALLOWS THE IT DEPARTMENT TO MAXIMIZE THE VALUE AND MANAGE THE

RISKS ASSOCIATED WITH LACK OF POLICIES AND FRAMEWORKS.

• STRATEGIC INITIATIVES:

1. DEVELOP AN IT POLICY TO DRIVE ALL IT INITIATIVES

2. ADOPT AN ITIL FRAMEWORK

3. ESTABLISH A PMO AND INCREASE PM COMPETENCIES

4. AUTOMATE SOFTWARE LICENSES AND HARDWARE INVENTORY

5. ESTABLISH A PROCESS FLOW

6. ENSURE TRANSPARENCY, ACCOUNTABILITY, AND RESPONSIBILITY, AND

EXPECTATIONS OF THE STAFF AND LEADERSHIP

GOAL 3:

GOAL 4:

GOAL 5:

STRATEGIC ALIGNMENT

• THESE DRIVERS

SERVE AS

FOUNDATIONAL

ELEMENTS FOR

THE IT STRATEGY:

Foundations

Elements & Drivers

The CA Public Record Act

Open Data Initiatives S.B. 272

to Publish catalogs of

enterprise systemsCalifornia Security Breach

Information Act (SB-

1386) . notify users of

security breach and

provide (more for identity

theft act)

California Electronic

Communications Privacy Act

(CalECPA)

Senate bill: 573 Chief

Data Officer - Roadmap

to Open Data

CRITICAL SUCCESS FACTORS

• THE FOLLOWING FACTORS ARE CRITICAL ELEMENTS FOR THE CITY TO ENSURING

THE ACHIEVEMENT OF THE FIVE STRATEGIC GOALS AND OBJECTIVES:

1. ACTIVE AND VISIBLE SENIOR MANAGEMENT SUPPORT

2. WILLINGNESS OF THE ORGANIZATION’S CULTURE TO EMBRACE CHANGES

3. EFFECTIVE COMMUNICATION ACROSS THE ORGANIZATION AND BETWEEN ALL

STAKEHOLDERS

4. SUFFICIENT RESOURCES TO SUPPORT THE INITIATES

5. WELL-DEFINED AND DISCIPLINED PROCESS FOR BUSINESS ANALYSIS AND

REQUIREMENT DEVELOPMENT

CRITICAL

SUCCESS

FACTORS

Sr. MgtBuy-In

• Active and visible senior management support

Embracing Changes

• Willingness of the city culture to embrace changes

Communicate

• Effecitive Communication accress the city

Transparency

• Transparent purposes and processes

Rewards

• Contribution must be recognised and rewarded

Resources

• Sufficient resources to manage initiatives