cap3-ward.docx

8/19/2019 cap3-ward.docx

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Sistemas de Información EstratégicaPlann1n, g: ¿En qué consisteEl establecimiento de un proceso de planicación?

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!S estratégicos ( de planicación f l)se entiende como la planicación para la gestióneca* de largo pla*o + el impacto óptimo de la informaciónsen todas sus formassistemascinformación -SI. + la tecnolog/a informanon -!I., la incorporación de 1101 21I + sistemas inform3ticos, la tecnolog/a inform3tica + de telecomunicaciones,también inclu+e aspectos de organi*ación de la inclinación41n5 inage1ncnt de 16 ( f l)toda la empresa0En una denición sucinta, pero algo m3s estrec7a ofrecido por el l/der +Selig -1899. es5

El proceso de decidir la ob;ecti


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to ensure 7all old, inappropriate met7ods arcstopped, and bluer, more compre7ensi


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espera que rcmnin as/ por algKn tiempo, tanto en términosde la importancia de la actiE>> lo acumular pol


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recursos de ensean*a de usuario >as dudas sobre losbenecios !eleccnununications &uestionesactitudes de mandos intermediosactitudes de alta dirección !ecnolog/a l4 >g9ing detr3s de las necesidades

frt 0W 21ucnc+of ocurrencia:

!op 1n01nagcn)ll )nl carecido de conciencia del impacto SE( rr est3 teniendo gcnc1 O aliado + no c00lid entender cómoIS ( I! ofreció ad Ontil:0 >o -I una serie de barreras que imped/an a1)1 pl0:111estratégica efecti


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fn11n benecios del plan general, 7e aqu/ que se ocupande aspectos importantes del negocio, tales comodios factores citados


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eHtema

En


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=inanceetc0$etermine `usil)lessStrateg+

Purpose I Mission


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trnduional, functionall+ oeientated bus iness plans0 =or eHample,#)l2)ln+ businesses 7a


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1DL St r at egic lnfo11nation Systen1s J-'la.nni11g

7a


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)bus inesses t7at incremental and disconnected impro


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In t7is eu


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or product dif f erentiation0Srraregic inf ormation s+stems planning in toda+)s competiti


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I D11 Srr.ttegic lnfonn!1"lon Sys1cn1s #lanning

uol eas+ lo ac7ie


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!7e aim is successful strategic planning, T7ere successmeans ma]ing recommcndat ions t7at are understood andcommined lo b+ ]e+managers, and l7tW11 implementing t7em to meet t7e needsof t7e business, and deli


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responsi


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I#-, St r !1tcgic lnforrn&1tio11 Systcr ns #l..t nning

time, according: to eHternal forces, business needs andopportunities, t7e planning timetable and culture of t7eorganisation, and t7e benets deli


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planning, especiall+ since t7e outcome of suetA pl01nniug is


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Till not be set in concrete, but s7ould gi


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I # Staueg,: lnf +ll-lli+ll Sy)/t e1ns #lanning

0o 0l0 J [uest ions Iii at ueetl lo be t111Siuer ed befo!.een1lr2iug 11sl111t egic JS"IT plo1111i11g

COCt7at are t7e purpose and t7e main stimuli prompting t7eneed for planning, and T7at are t7e ]e+ business dri


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required? CWE7al ot7er resources arc required -automated tools,administratiWrl?

7elpful to s7arpen t7e perspectiI $"II^ IS P>@I^

!7e purpose of IS planning is to ensure t7at t7e best possible


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to respond in t7e S-.#Ce Ta+0 =igure :R0R s7oTs 7oT t7e pact: of c7ange in t7e eHternal en


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I I D Str.lleii7 lnfor.ition Systes l'"!nini

$eoree of &7ange

#ur pose c0llld stiuti rlri4i11g is pl.inuing I I I

restructure D1O lntcgratc 16(l! Tit7 t7e rest of t7e business0 !7e tilimuli1na+ be as di S!"@!E^I& "esponse to t7e regu lar business planning c+cle0

!7e business ta]en o


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"estructuriugcef ten resullit1g front corporate strategicplanning, for eHample, c7anging a business from a production

Bed to 0i mar]eting led orientation, or more frequentl+noTada+s as a resultof radical business reengineering0

droun2atic performance!#M ill)IB.ro


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aneecti


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I 1L S1r.11esic Inforat ion Systes # J.rnninc7urrent $n4itone! l/:.ill7S *Jnd 8%.. 2s 11 B

R IT s11 p11f y

planning. " eoe" : t7eneHt le


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N 9e4elop111enl and i111 "en1c11 J6tio11 l&uel: at t7e loTest le


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$e


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dri


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I 1N SttdleJ*ic tnf ur nidt ion S=&le1ns #" !11111i11g

past, and t7e composition 00md 1llanagen1ent practices of t7ecurrent

7urrent $n4ironent! t ssue' aoc( liS2 )/ I 16

Table 3 .. = Issues !111al ysis* ad a pt eI fto1n 0l Sr lf 4ey + J11fucu.6-I in 1>?@portf olio0

[ !7e current role of IS(I ! in t7e orgnnisauon, itseecti


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98

"an]ing, general mauagemeut

ILR6AU98N

percei


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$e


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education of senior management: in t7e strategic role orIS(I !

!7e remainderaddressed tec7nical0organisational, 7uman,inf ormauon and softTare de


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I 1U Str .1t l'giclnf o11n( ltio11S y st er ns #lanning

T.1blc 3.S 1"/e top 1 JS nl**111*1g..'t J1t 6lll issues &pocled to beilnr/rt1nt ond

pr oblcrnilli7l1 y IS !ind non-IS 1n,l1tdlB&0A in 1>>A

Scope! $ pectations and +bHecti4e/ 11F

16(rr0 $ocumented e


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I1ULU1D

1RLD9N3A

lop priorit+ issue, feT organisations ]noT 7oT logo abouteHploitingIS( f or competiti


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faster, c7eaper information, impro


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1 19 Str.1t )'gic l11fnrn1.:uion Systen1s #lan11ing

tec7nolog+, and 7#CE lo manage t7e app lications from a businesspoint of


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&orporat BIS (I !

Managen1ent

StrAteg+

911sinoss %nit Straleg+

`usiness%11lt rsStrateg+

II Q O 11

support at di


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organ0isatio11s Tere less satisf actor+t7e result of compromisesbetTeen t7e ser


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1LD St r -1t eg%:tntouuton Syst erns JJlanningI &orporate V

I ^rot1p($i


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regroupings of companies t7dt occurred T7ile t7e strateg+ Tasbeing f ormulated0 #ften dramatic group reorganisation can occur0

!7orn EMI in t7e 189Ds from a

rlgure :=.@ 8;& " 11t iug IS" IT strtttegy to business

more detail T7en t7e


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ob ;ecti


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1LL Str 1t cg*c lnfonnat ion S y st en1s #lanning

Scope! $ f/c'tat ionsand +bHt-cti4cs 1L:C

planning

andallocation

of

resource

s, and

draT on

consolidat

ed

"P#"@!I#

>ongterm planning a11d resourcing

A &orporate goals I

culture I policies

&orporate ser


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fol) eHample, c7oosing an snu T7ere:

st1OD11g management co111n.i7ll&l)ll and in


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units arc Airn Qilar in t7eir business prole, t7en crossreferencingB uringt7e planning process is a good idea0 @ltcrnnti


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1LN Streteg,: lnfonn!t tion Sysl7+lS JJld1111ing

S7aring softTare de


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Equip t7e I! function to bl4 responsi


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E


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1L-, St r .1t e1*:ic tntorion Syst ctns #lanningKo 3.L 7o11111131t =te11tt 1Ws inditatiu8 t .M p..'t l-lio11sfr6'6 IS"tT plan11iug

D Nnulual e4olulit/ti of IS" IT pli11u1i11g: T7ere alig1CDC&nl Tit7business strareg+ is relati7c f ocus7ere ist7ecreatlon of

A) glob2ll arc7itecture -or eac7 business unit, CEI4nA t7e purpose 1sto iu0til l)l.llMtWlt)ll&).) and integrit+ t7roug7out t7e i11-D1111A.tio1lresource,


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,,11d to pro


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nc


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1L% Str 'lt 'gi7 lnf onnat io11 Syst cr ns #lar1ni11g

formulation, organisarional c7ange n1anagcn1ent, o r reeng ineering acti


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IS (I !

l11tornal `usiness En


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8usioeSIS StrategiesI ! Sltaleg+

!7e Stutcgic IS(I ! Planning Process: #


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1RD Str!Jtcgic JnlonnJtion Systerns #lanning

#lanning Fr i11nc411or 2 and Qpprud7lt I )i O1L 0usiness JS strutegies: 7oT eac7 unit or function Till deplo+

BS(I! in

ac7ie< ing its bus iness ob;ecti


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outcome, rests


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11L Str at eg*clnfor1nJt ion Syucn, #J.1nni11g

recognition of interacti


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tufo11na1ion and S+stenl)S

@1c7ltDetute

I =ormul55ite I !

>:0)alP8J

#usim. Slfal#Al)I and P1D1Wosed `usiness IS Stratog+

Prepare Mtgroition Plans and`us7Ass &ase

t

IS(I! SPmu<-llld Prq1.D&d

business model could be unc7anged0eHcept in minor details,unless t7ebusiness Is un Bcrgoing 1na;or re


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A eHpectations, issues and probterns addressed, and ris]management proposals put into gedr

process steering and n1an2lgcn.ent mec7nnisms created 7oT t7e Tor I 0 0 Till in7:1Of cl&e Tit7 and -ct4d into businesspldnning

t7e people to be inter


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I .N Str ( KcIs*c lnfnrrnation Syst .D1ns #lt 1r1ni11g

!7e costs o( t7e planning process arc relati


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#ne of t7e ma;or dierences betTeen strategic inf ormations+stems

planning and 01 more con


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9etenuiue t lle 0usiness JS St nlll'?E

!7eaccumulated business BS demand is turned intorecommendaliorts for t7e deplo+ment of 16(I ! t7roug7out t7eorganisation and al S`% le


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I .U Str.11t :gic l11


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7at are t7e #b;ecti


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@ planning proct:ss frameTor] and its essential components 7a


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inf or111nlio11 a11,1l+sis n1odcls0 Solt outputs l)ela74 to 711111anf01ctors, suc7 as s]ills, aT01rcncss and n1oti


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!7e suppl+ elements are contained in t7e I! strateg+, T7ile t7eIS(I! management s7Oateg+ contains t7e o


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I ,1D Str at e1*ic tntonnstion Systcn1s #laru/*ng

eHecuti


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!7ese consist of t7e unit)s management st+le, corporate


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&urrent IS(I! organisation,


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1NL Strategic l11fonn.itio11 Systcrns #lannin!*

sponsorone of t7e tTo n1anaging directorsTas la ]en illduring t7e course of t7e plnnning process, and Tas forced toretire0f la


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procedures for rc


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bod+ as i- it Tere an S`%0 &learl+, some of its informationneeds Till be closel+lin]ed to t7e ot7er S`%s, and frequentl+ deri


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B NN Strdtt.Dgiclnfonn&uion S4 st es # " !1n11ing

1 Scope and rutio11alc: it Till need to la+ out t7e businessbac]ground, S B:Wt4 and rationale for t7e directi


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or capltal eHpenditure allocation processes tie toge t7er0 !7e+also need todene a 1nec7a0nisD1 t7at rclBects t7e in


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1 orgaOnAAAn

b+ precedent and a negati


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l NU Strcllt6P*ic lnfar111 Jt ion Syst.D1ns #lanning

and commitment Tas earned before r7c process began, and7as beencourted t7roug7out0

`ot7 oubcse are endorsed b+ Tidespread and appropriatel+pac]aged pQ rescnta7on of l 7e process, ndings, conclusions andrecommendations011 t7e strn1cg+ is not e ecti


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AWf 7oT tl11:A pnor agreement Tas not obtained is f ron1 t7eprinting industr+, T7ere modern I>&7nolog+, T7ic7 Tas 1Dcause profound t7,Angcs lo t7e structure of t7011 industr+, CE2tS notso]l I-. t7e print un10on::5t017l0)0)01cl of its c1l70:nCpled int reduction, C


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70Q00ading t7e))1nar]e%ng)) eort -T7ic7 s7ould notbeundercstimatcd., A)cling as l7c fecal point -or decisions about t7e scope, )l)-.Z0c)nd

conduct of t7e Tor]0

Steering &ommittee

$epending on t7e scope of t7e planning process, it rna+ be necessar+fol) t7is group to meet once e


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1N% St rc11e1:ic lnforttlJt ion Systc1nP J/"anning

M@@^EME B SP#S#"

,

B

S!EEI^ MMI!!EEQBQ

!E@M >E@$E"

#rocess Yi&nagcn1cnt .:1nd lesoorccs 1N8

@ large part of t7e information requested and gi


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person on t7e team 2111tl pro


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9elling t7e concept lo t7em0 =or eHample0 in a ma;or %Z retai ler,a consulta nt Tas commissioned lo carr+


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O16D Str f-lll')*iclnfo11n!1tion Sy :!t en1s #ltu/ning

0o 3. IS"IT 111Z11u1iug tanu cou1pt =Sit io11 i111tl roles

#la1111111g t ea lt6ilder :

oH R00S ( ro J1t !=

#r ocessYa111gcrncnt and ucsoorcc, 161

Plan, rnanageand do muc7 of t7e da+toda+Tor]0 @s suc7, t7isrole

in


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necessar+,to use eHternal personnel iPP t7e team, ii is esseottal t7att7eorganisali21n itself pro


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EHperience of strategic IS planuing i11 at llAPP:::I some of t7e team0

out t7e situation appraisal prior to t7e commencement of plann ing in

earnest0 is anal+sis of t7e situation, endorsed b+ t7el


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16L St r ategic lofornlation Syst enls # "


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preferable if n)lccli11gs, csp 0cc1citl+ Tit7 serucr eHecuti


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%sing t7e best people a


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I 6N )/lr i'lt egic lnfo11l1!11ioo S y st en1s l'ldnning

R ^etting at7oroug7understanding of

t7e internal andeHternal businessand BS(11)en


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cc01du10:tin.5 t7e Tor] ef cientl+, speedil+ and Tit7ent7usiasm 700 -1899. &on


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strategic potential of information s+stems, J4BS [uar t er ly !$ecember0

>ederer, 5C, >0 andSet7i, 0 -1899. !7eImplementation of

sll)0ll&t5icinformations+Aten1:5 pl5innint51n-)t7odolog1PS,llS [1111r le1l y!September0

>ederer5 @0 I00 andSl)t7i, . ( 1898.Pitf011140 in pl0llunnt5,f/t1lt111111t u/11! I Buni:0P01rltOf, !0 1n2lIdundcn, 1C10 -1899.

Man01ginoinfornl1if ion tt+Atc1ntoin 189)(: l7ctop i4.::0ll>A tor ISnl0%lOCAt0:r::0 in t7A%Z, =1u1111I of luX/r utiouTi:d111oltJ C E B0

StrA70:t5ic 1W.,11Coing ln::0tilulc ->89l. ti01a1Cotg>O#l&nl producti

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