Conclusions and Actions to Take

The following sections are included:IntroductionWhy Planning Methods often Fail — 16 ReasonsReason 1: The method does not fit the culture of the firmReason 2: The method is too exotic or arcaneReason 3: Too much outside help is neededReason 4: The method is too expensive to implementReason 5: The method takes too long to implementReason 6: The method does not address resource allocation after completion of the planReason 7: Using the method, you are not likely to get Quick WinsReason 8: The method is not tested in our industryReason 9: The method only deals with IT and not processesReason 10: The method ignores the real-world politicsReason 11: There is a lack of measurement in the methodReason 12: Using the method, the plan is not easy to updateReason 13: The method does not fit firms of our sizeReason 14: The method requires a lot of management involvement, but this is not possibleReason 15: The method does not involve business unit managers and staff to any degree in developing the planReason 16: The method relies too much on technology solutionsWhy Implementing a Planning Method Fails — 25 ReasonsReason 1: The company lacks directionReason 2: There is a lack of stability in ITReason 3: IT has a short-term focusReason 4: The company has no one with planning experienceReason 5: Quick Wins are identified, but not implementedReason 6: There is a lack of measurement as the planning is being doneReason 7: Only one or two people are doing the planningReason 8: There is an over focus on the IT part of the planReason 9: There is a lack of creativity in finding solutionsReason 10: There is too little or too much outside informationReason 11: The consultants are over controlling the planning effortReason 12: There is a lack of follow-up after the plan is approvedReason 13: One or several managers attempt to dictate the plan contentsReason 14: There is a lack of informal management and business unit contact during planningReason 15: Interim results are not presented for feedback and involvementReason 16: Too few business units and processes are considered in the planReason 17: It is not clear how the plan aligns to the businessReason 18: There is a lack of schedule synchronization with the businessReason 19: No one is doing measurementsReason 20: There is no gathering of lessons learnedReason 21: Issues that are identified are not tracked and managedReason 22: There is a bad mix of action itemsReason 23: Planning is being done without sensitivity to politicsReason 24: There is no follow-up for action itemsReason 25: The plan does not address past problemsCritical Success Factors in Selecting a Planning Method — 20 FactorsFactor 1: The method must be common senseFactor 2: The method should be able to be carried out with little or no outside helpFactor 3: The method should present a detailed approach for addressing the alignment of IT to the businessFactor 4: The method should fit the culture and country of the firmFactor 5: The method should not require exotic methods or toolsFactor 6: The method should lead to updating later with limited effortFactor 7: You should be able to determine progress of the planning during the workFactor 8: The method should be scalable up or downFactor 9: The method should support parallel tasks to reduce elapsed timeFactor 10: It should be relatively easy to deal with staff changes in the planningFactor 11: The method should require limited upper management involvementFactor 12: The method should have a focus on business processes, not just ITFactor 13: The method should have been applied before in the same or similar industriesFactor 14: The method should be accompanied by guidelines on how best to use the methodFactor 15: The method should support getting Quick WinsFactor 16: The method should deal with strategic resource allocation after completion of the planFactor 17: The method should require extensive collaboration during the planning workFactor 18: The method should address gathering information from the current planFactor 19: The method should address the future of the business processesFactor 20: The method should support drafts of the plan to be easily updated after feedbackCritical Success Factors in Strategic Systems and Process Planning — 20 FactorsFactor 1: Maintain steady informal communications with managementFactor 2: Have regular reviews of lists and tablesFactor 3: Give the credit for the work to othersFactor 4: Try to develop the plan using parallel tasksFactor 5: Work to identify and implement Quick Wins as you do the planFactor 6: As you are doing the plan, make an effort to restructure the strategic resource allocation approachFactor 7: Demonstrate the alignment of IT to the business during the planning workFactor 8: Develop “strawman” materials for reviewFactor 9: Work with a number of different business units during the planningFactor 10: Anticipate resistance as well as a lack of interest in the planning effortFactor 11: Demonstrate how feedback was incorporated into later drafts of the planFactor 12: Create a “strawman” mission or vision to relate the plan to if these do not existFactor 13: Focus management attention on resource allocationFactor 14: Try to avoid asking management for help during the planning effortFactor 15: Do not overpromise results from the planFactor 16: Be on the constant lookout for new opportunities and Quick WinsFactor 17: For each issue or opportunity consider the non-systems and financial solutions firstFactor 18: Avoid hiding of information to avoid miscommunicationsFactor 19: Consider doing a business unit strategic plan in parallel to the overall planFactor 20: Incorporate pet ideas of managers into the planCritical Success Factors in Plan Implementation — 20 FactorsFactor 1: Implement Quick Wins before the plan is completedFactor 2: Maintain the measurement workFactor 3: Work politically to gain support for change during and after the planning effortFactor 4: Make the plan a living document so that it is frequently informally updatedFactor 5: Extend the planning method and plan to several business unitsFactor 6: Update the plan two times per yearFactor 7: Market the plan action items with a focus on processesFactor 8: Market the plan action items in terms of the impact if not done as well as benefitsFactor 9: If the planning staff members are changed, ensure that there is overlapFactor 10: Measure the projects from the strategic plan as they are being carried outFactor 11: Insert the strategic plan into work planning and reviewsFactor 12: Use the plan to address new project ideasFactor 13: Do an informal plan update four times a yearFactor 14: Follow-up on the resource allocation to see if it is done as directedFactor 15: Remeasure key processes on a regular basisFactor 16: Use the web to examine trends in technology and processesFactor 17: Expand and maintain the issues and opportunitiesFactor 18: Keep contacts with business units to support later planning workFactor 19: Consider additional deliverables beyond the plan in terms of results and technology assessmentsFactor 20: Revisit action items that were not approved during resource allocationGuidelines for SuccessFocus: Structure and organizationFocus: Collaboration and politicsFocus: CommunicationsFocus: Issues managementFocus: Lessons learned25 Specific Actions to TakeMeasure the effectiveness of the last planning effortReview the business mission and visionDetermine how the mission and vision are usedIdentify the key processesCatalog the current IT architecture components and structureDetermine how resources are allocated in ITDetermine how resources are allocated among projects and with non-project workStudy how projects were identified and selectedDetermine how project results are measuredCommunicate on the impact if the planning is not undertakenEstablish more informal communicationsDevelop a process plan for a business unitMap the existing strategic IT plan into the lists and tables given in this bookDevelop sample planning tablesIdentify potential issues, opportunities, and constraintsCreate a database of issues and opportunitiesEstablish a database of lessons learnedStudy how resources are allocated in IT to new projectsDetermine what constitutes the accepted definition of overall IT and project successExamine how projects are managed and measuredAttempt to develop a strategic IT and process plan for a business unitAssess the alignment of IT planning, projects, and operations to the businessExamine past project ideas that were not doneAssess the impact of not including the business processes in the strategic planDetermine how Quick Wins are discovered and followed up onPoliticsConclusions