Hofstra_2010_spring_semester_IT_203__strategic_planning_chapter_10

Hofstra_2010_spring_semester_IT_203__strategic_planning_chapter_10

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IT strategic planning chapter  10
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Strategic planning in the face of annual  budgeting.
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Strategic IS Planning Process Strategic Business Planning  – align IT  plan with Business Plan IS assessment  – current situation IS vision  – desired outcome, framework IS guidelines  – how to get there Strategic Initiatives  – specific key  projects
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Manager’s involvement in strategic  planning for IT – Long Term How much to spend on IT Which business processes to spend it on Which IT capabilities are needed  company-wide How good do the IT services need to be  What level of security and privacy risks are  needed The manager is responsible for system  success
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Annual Budget Process TCO – total cost of ownership.  It includes everything in the  cost, not just the development of the project. (re-engineering,  licensing fees, hardware, maintenance etc.) Business Case including ROI and Useful Life – need to make  a business case to justify why you need the money you are  requesting for your project.  What type of ROI will you get  over a number of years.  How long will the returns go on.   Useful life is a moving target with IT.  When do you bite the  bullet and buy a product?  Is the investment worth it?  How  long will it last?  Will the technology change next year and be  worthless? Steering Committee – Attempts to make sure the allocation of 
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This note was uploaded on 06/06/2010 for the course IT 203 taught by Professor Gordon during the Spring '10 term at Hofstra University.

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Hofstra_2010_spring_semester_IT_203__strategic_planning_chapter_10

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