Strategic Programs: Planning and Execution

Strategic Programs: Planning and Execution

Eng K. Chew (University of Technology, Australia) and Petter Gottschalk (Norwegian School of Management, Norway)
Copyright: © 2009 |Pages: 34
DOI: 10.4018/978-1-59904-802-4.ch007
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Abstract

The previous chapters describe how IT strategy and enterprise architecture can be defined in line with business strategy. The success of business and IT strategies, as explained in Chapter IV, depends on the firm’s ability to translate the strategies into work packages known as strategic programs, and diligently plan, prioritize, and execute the strategic programs in a sequence that is in accordance with the business strategy and priorities. Chapter VI describes enterprise architecture as the link between business strategy and information systems planning and implementation (which, in effect, executes the strategy). The gap analysis of the current enterprise architecture in comparison with the target or future state architecture will identify the scope and extent of change required on the current architecture to transition towards the target architecture. Compared to business strategy gap analysis, architecture gap analysis offers a more granular and integrative assessment of the business and system changes required to realize the business strategy. The scope and extent of architecture change required constitutes the overall scope of the strategic programs that need to be defined and developed to deliver the objectives of the business strategy. These programs will be prioritized by IT governance using IT project portfolio management principles. Their implementations in time sequence will define the migration path of the current enterprise architecture towards the target future state architecture. This chapter explains the theory behind and the practice of strategic program planning and program management. We first describe two contrasting approaches to IT strategic planning, namely: the Cassidy model, and the Y model discussed in Chapter IV. The Cassidy (2006) model uses the business vision to define the IT architecture direction from which the IT strategic plan is then specified including its business case justification. In terms of the Y model, strategic program planning and execution fall in stages 4, 5, 6, and 7 of the model. Discussions of the Y model and analysis of barriers to strategy implementation will give the readers a basic understanding of IT strategic planning and program execution (introductory project management practice). We conclude the chapter by describing the principles and methods for enterprise architecture-driven strategic planning as well as IT project portfolio management principles. This is a more advanced practice, typically taken by firms with higher maturity in IT management practice.
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Cassidy Strategic Planning Model

Similar to the Y model, the Cassidy (2006) model for strategic planning starts with identifying the future target and current states of the enterprise, assessing the IT gap between these two states, and determining the path (roadmap) or IT strategic (program) plan to get from the current state to the future target state.

The Cassidy strategic planning model comprises four phases, as shown in Figure 1. The four phases start from business vision and ends with recommendations for the IT strategic program plan or roadmap for realizing the business vision.

Figure 1

Cassidy (2006) Strategic Planning Model

The Cassidy model is summarized below (Cassidy, 2006):

Complete Chapter List

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Table of Contents
Foreword
Michael K. M. Leung
Acknowledgment
Eng K. Chew
Chapter 1
Eng K. Chew, Petter Gottschalk
A general understanding of business firms is required in order to be able to develop business and IT strategies. This chapter will present the... Sample PDF
Theories and Models of Business Firms
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Chapter 2
Eng K. Chew, Petter Gottschalk
Building on the understanding of the theories and models of firms, this chapter reviews the basic principles of strategic management of business... Sample PDF
Strategic Management Principles
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Chapter 3
Eng K. Chew, Petter Gottschalk
Over the last several decades, strategy researchers have devoted attention to the question of how corporate elites (i.e., corporate executives and... Sample PDF
Strategic Alignment, IT Value, and Organizational Analysis
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Chapter 4
Eng K. Chew, Petter Gottschalk
As discussed in Chapter III, a successful IT strategy must align with the business, fully at every stage of the end-to-end strategic management... Sample PDF
Critical Success Factors of IT Strategy
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Chapter 5
Eng K. Chew, Petter Gottschalk
Chapter IV defines the macromodel for achieving business/IT alignment. This chapter defines the detailed methodology for each step of the IT... Sample PDF
Strategic Alignment for Business Value Creation
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Chapter 6
Eng K. Chew, Petter Gottschalk
The role of integrated enterprise architecture in IT strategy and strategic alignment is explained in Chapter V. This chapter describes in detail... Sample PDF
Enterprise and Technology Architectures
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Chapter 7
Eng K. Chew, Petter Gottschalk
The previous chapters describe how IT strategy and enterprise architecture can be defined in line with business strategy. The success of business... Sample PDF
Strategic Programs: Planning and Execution
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Chapter 8
Eng K. Chew, Petter Gottschalk
As introduced in Chapter II and Chapter V, performance differences across firms can be attributed to the variance in firms’ resources and... Sample PDF
Strategic IT Resources and Sourcing Strategy
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Chapter 9
Eng K. Chew, Petter Gottschalk
In many organizations, information technology has become crucial in the support, sustainability, and growth of the business. This pervasive use of... Sample PDF
The CIO Enabling IT Governance
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Chapter 10
Eng K. Chew, Petter Gottschalk
The Global CEO Survey by IBM (2006) shows that two thirds of the CEOs anticipate significant change to their companies over the next two years. The... Sample PDF
Business Innovation and Information Management
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Chapter 11
Eng K. Chew, Petter Gottschalk
As described in Chapter X, fundamental to the company’s innovation capabilities is the level of collaboration and knowledge management capabilities... Sample PDF
Innovation and Driven Knowledge Management
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Chapter 12
Eng K. Chew, Petter Gottschalk
This chapter is about the “know-how” part of IT strategy and management best practices. This case example aims to illustrate a successful practical... Sample PDF
Business-Aligned IT Strategy Case Example: CLP Group, Hong Kong
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About the Authors