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Strategic Planning for IT Projects

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Lecture 3 Strategic Planning for IT Projects (Chapter 7) * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Learning Objectives Strategic ... – PowerPoint PPT presentation

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Title: Strategic Planning for IT Projects


1
  • Lecture 3
  • Strategic Planning for IT Projects
  • (Chapter 7)

2
Learning Objectives
  • Strategic Planning Process mission, vision,
    goals and objectives, strategy
  • Strategic Planning in Healthcare Informatics
  • Strategic IT Planning Process

3
Strategic Management
4
Strategic Planning
  • Creative and interactive ongoing process to
    determine what an organization wants to be in the
    future and how it will get there.
  • Development of a comprehensive long-range plan
    for guiding the activities and operations of an
    organization.

5
Strategic Planning Process
  • Define the corporate vision and mission.
  • Specify achievable goals and objectives.
  • Develop strategies.
  • Set policy guidelines.
  • Determine products, services, and markets.
  • (Supporting technology must be factored into the
    strategic plan.)

6
The Mission
  • Purpose for the organizations existence
  • Represents fundamental and unique aspirations
    that make the organization different from others
    who we are, what we do
  • Guides the planning process
  • All sub-units should be focused on the
    organizations mission and how they contribute
    toward accomplishments.

7
Scope of the Mission
  • Defines the type of activities and services that
    will be performed
  • Should be clearly identified (detailed) to help
    employees and customers understand the priorities
    of the organization
  • Serves as basis for development of certain goals
    and objectives

8
Vision
  • A future view of what an organization would like
    to become
  • Be the hospital of choice in the region
  • Be national recognized as a best research center
    in the field
  • Etc

9
Goals and Objectives
  • Goalexplains how the mission will be realized
    describes what is to be accomplished
  • Objectivesspecify how and when goals will be met

10
Strategy
  • Strategy is a comprehensive plan that states how
    its mission, goals, and objectives will be
    achieved.
  • Understanding the endpoint (mission, goals, and
    objectives) is critical to the development of the
    plan.

11
Strategic Planning
  • Led by upper management
  • Requires participation by middle managers
  • Lower-level managers are responsible for
    supporting the planning process by providing
    information and insight

12
Strategic Planning
  • Chief Executive Officer( CEO)
  • Chief Information Officer (CIO) helps management
    see the role of IT in meeting goals
  • Chief Financial Officer (CFO) looks at
    costs/benefits
  • Chief Medical Informatics Officer (CMIO)
  • Chief Nursing Informatics Officer (CNIO)
  • Chief Strategy Officer (CSO) oversees the
    detailed plan

13
Strategic Management
14
SWOT Analysis
15
SWOT Analysis
16
Strategic Planning in Healthcare Informatics
  • Strengths, Weaknesses, Opportunities, Threats
    (SWOT) analysis
  • Determine available options
  • Provide directions for all IT initiatives,
    establish priorities, eliminate all duplications,
    ensure the wise use of IT resources

17
Planning for HIS
  • Realize need for change.
  • Prioritize requirements.
  • Develop a master plan that fits into the
    organizations plan.
  • Review/revise plan periodically to keep up with
    changing needs.
  • Identify project champion/manager/teams.

18
Planning for IT in HIS
  • Does technology support business and clinical
    decisions?
  • Is technology used effectively?
  • Does technology enhance the image?
  • Does technology promote safety?
  • Are market and regulatory requirements met?

19
Stakeholders in Strategic Planning
  • Any group or individual who can affect or is
    affected by the achievement of the organizations
    objectives
  • Have a direct or indirect stake in the
    organization mission, scope, goals
  • Internal as well as external parties
  • Should play role or interest being considered
    when identifying strategic planning teams

20
Strategic IT Planning Process
  • Identification of Goals and Scopes
  • Gathering Data from External and Internal
    Environments
  • Data Analysis
  • Identification of Potential Solutions.
  • Select a Course of Action.
  • Implement the Chosen Solution.
  • Ongoing Evaluation and Feedback.

21
Identification of Goals and Scopes
  • Goals must meet user needs and support
    organization missions/goals
  • Identified goals provide direction for HIS
    development process
  • Scope sets the boundary for the project what to
    be done within current limitations in time,
    resources.

22
Gathering Data from Internal and External
Environments
  • Define current situation
  • Identify areas of need
  • Consider current trends in healthcare and
    information technology
  • Scan internal and external environment for
    opportunities and how to comply with new
    directives

23
Data Analysis
  • Analyze current trends industry practices, IT
    supports
  • Determine how the organization fit in
  • Assess organizations assets allocated to the
    project technical, financial, time, and resources

24
Identification of Potential Solutions
  • Identify ALL potential IT solutions/alternatives
  • Analyze, score, rank potential solutions in terms
    of technical, operational, economic, schedule,
    and risk (Ref. TOESR in Lec.2 47)
  • Remember to take into account other systems and
    legacy systems (potential ripple effects)

25
Potential IT Solutions
  • Compliance with standards? Regulations?
  • Does it use open architecture?
  • What advantages are offered?
  • Support for PDAs? Other mobile devices?
  • User friendly?
  • Capability for expansion?
  • Report capability?

26
Feasibility Analysis
  • Technical feasibility is a measure of the
    practicality of a specific technical solution and
    the availability of technical resources and
    expertise.
  • Operational feasibility is a measure of how well
    the solution will work in the organization. It is
    also a measure of how people feel about the
    system/project.
  • Economic feasibility is a measure of the
    cost-effectiveness of a project or solution.
  • Schedule feasibility is a measure of how
    reasonable the project timetable is.
  • Risk feasibility What is the probability of a
    successful implementation using the technology
    and approach? (Risk Management)

27
Selecting a Course of Action
  • Select the alternative with highest weighted
    score from TOESR Analysis
  • In-house development (Build) vs. Outsourcing
    (Buy)

28
Implementation
  • Develop a timeline for implementation /
    conversion parallel, direct, phased, pilot
  • (Ref. Lec.2 64)

29
System Conversion
30
Ongoing Evaluation and Feedback
  • Frequently evaluate current system against
    current and future needs for improvements
  • Due to limited resources, some initial
    requirements are put in backlog but outcome these
    processes still affect the new system
  • Dynamic changing healthcare environment new
    directions, new practices, new information
    technologies

31
Benchmarking
  • Measure organizational as well as functional
    services and practices against those from top
    competitors in the industry
  • If the current HIS doesnt support well new
    needs, start a new systems development cycle

32
CNIO Role
  • Serve as a bridge between nursing and IT
    professional
  • Have knowledge on health /nursing sciences
    informatics and information technologies
  • Participate in design, selection, and
    implementation of heath information systems
  • (Role of Business System Analyst)

33
Project Manager Role
  • Define scope and results of project.
  • Identify tasks within the project.
  • Identify when tasks must occur.
  • Define who is responsible for each task.
  • Establish timelines for completion.
  • Establish process for project decisions.
  • Provide communication about project status.

34
Project Team
  • User department managers and employees
  • provide context and requirements
  • know the work processes
  • key to project success
  • IS Specialists Analysts and programmers
  • Make the necessary system changes
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