ISM 645 UArizona Global Aligning IT Strategies With Business Initiatives Worksheet

In previous weeks you have constructed a mission statement, a vision statement, and a time-line horizon. Additionally, you identified the strategic initiatives of the business and built an IT Major Projects Plan. This week you will put these all together in an aligned and coordinated IT Strategic Matrix in which you will match the major projects that you want to accomplish over the next one to three years with the company’s strategic business initiatives. Within this hierarchy, the business develops its strategy and specific initiatives, and as the IT Leader you will build your strategy from those initiatives. In some cases this presents some duplication of effort, but at some point, a consolidation of direction and efforts must take place in order to move the business forward. In order for IT to be successful (meaning, it drives the business forward and supports its mission and vision productively), it must sync up its activities to those needed by the business.

In this assignment, you will write a 4-page paper that describes the alignment of IT Strategic Plans with the Strategic Business Initiatives. Using the

ISM645 Acme Full Strategic Plan

determine the elements of the business initiatives and match them to the major IT strategic projects necessary. Discuss the strategic relationship between the elements within your narrative and why you aligned the specific IT initiatives to the Business initiatives.

Include the following elements in your paper.

Align the IT strategies with the corporate strategies and business initiatives.

Identify the potential future IT needs for each business initiative utilizing research and innovative practices.

Align IT strategic elements against a one, two, and three year time frame.

Create a cost estimate for each IT strategic element

Include a matrix that shows the alignment of the IT Strategic Plan and the Strategic Business Initiative

Refer to the ISM645 Business Initiative IT Planning Matrix Worksheet to for a guide to creating the table.

The Alignment of IT Strategies with Business Initiatives paperMust be completed in the provided ISM645 Business Initiative IT Plan Matrix template. ISM645 IT Strategic Planning — Acme Full Strategic Plan
Acme Corporation
Strategic Plan 2014-2016 As of June 5, 2015
Full Strategic Plan
MISSION STATEMENT
The mission of Acme Corporation Technology is to create technology solutions for forward-thinking organizations
VISION STATEMENT
To be known as the technology experts and resource center for small to medium-sized organizations.
This is where you type your description.
CORE VALUES
1.
2.
3.
4.
5.
6.
7.
8.
Purpose & Growth – our foundation is built on our purpose and provides a place for our team’s passion
Client Focus – a razor-sharp focus on our customer’s growth is essential and the only way to succeed.
Integrity – to have honesty and respect for all individuals.
Leadership – to empower and inspire entrepreneurial leaders.
Professionalism – to be professional in our actions to our clients, partners and each other.
Excellence – to continually pursue knowledge and learn.
Community Service – to effectively help organizations to make an impact.
Fun – to have enjoyment and fulfillment in our work
COMPETITIVE ADVANTAGES
1.
2.
3.
4.
5.
Reoccurring revenue that is scalable
Assets and software products in place outside our services
Innovative in marrying business process with technology
Business Network – domestic and international
Patented Intellectual Property – interactive, integrated web-based
STRATEGIC ISSUES
What is the best method to meld the different cultures and build a strong team to most effectively deliver on mission?
How do we build and incorporate consistency in our growth strategies, standardized operating procedures and communications in
light of frequent changes in leadership?
How do we best meet the growth operations and service demands in light of consistent budget cuts?
ORGANIZATION-WIDE STRATEGIES
Organization-Wide Focus:
2013 – Lay the foundation for the organization.
2014 – Execute a market penetration strategy to increase top line.
2015 – Standardization of all processes.
2016 – Develop the infrastructure to prepare for high growth.
CUSTOMER SEGMENTS
Current Customers
Program or Product
New Customers
Has an existing system in place. Needs minimal to maximum coaching
through the package selection process and installation. Willing to hire
someone. Willing to commit time, money and staff. Willing to be facilitated
throughout the process.
Describe how program or product are service people.
Needs a quick solution to focus and guide their business. Needs a tool to get
started. Want a self-support product. Desire to move their business to the
next level. Ready to commit time and money to their information systems. Do
it-yourselves. Not necessarily sole-proprietors. Needs to be easy, practical
and simple. Linear use. Do it and it is done. More than 5 employees.
Established business. Size of market: of Small Businesses: 5.5 million
STRATEGIC PLAN 2014-2016 – AT-A-GLANCE
FINANCIAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
1 Revenue Growth: Grow our revenue by 30% each year
1.1 KPI – Generate sales of $1.5 m illion by the end of the year.
2 Productivity Improvement: Maintain a 20% Net Profit Margin each year
2.1 Maintain profitability with a budget allocation of 50% for business re- investm ent for product developm ent.
2.2 Increase average billable hour factor. (Source: Tim e- tracking Program )
CUSTOMER STRATEGICOBJECTIVES&ORGANIZATION GOALS
3 Professional Services: To be the professional partner of choice.
3.1 Professional Service: Acquire 2 new consulting clients $10,000+ per m onth.
4 Maintenance Contracts: To be viewed as the top technology resource in the western region.
4.1 Maintenance Contracts: Acquire an average of 5 new m aintenance contracts per m onth
4.2 Licensing: Acquire 1,500 total licenses by the end of the year.
4.3 Maintain 85% of our current custom ers.
INTERNAL/OPERATIONAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
5 Innovation/Product Development: Continue to develop technology innovation.
5.1 Launch integration with 2 other applications.
6 Overall Operations: Develop and maintain an infrastructure that allows for a virtual office and efficient
overhead.
6.1 Set up com puters to be accessed from any destination.
6.2 Define all procedures and process in writing in order to support projected growth.
6.3 Blogs & Newsletters: Consistently tim ely relevant thought leadership that is developed, published and preserved.
PEOPLE
ANDLEARNINGSTRATEGICOBJECTIVES&ORGANIZATION
GOALS
7 Training: Actively help our team to develop and grow professional and personally by supporting a flexible work
life, providing intellectually engaging work, and fair compensation.
7.1 Train sales people in best practices
7.2 Develop better com m unication and presentation skills to increase ability to work with and assist clients.
8 Community Involvement: Develop and implement a corporate giving strategy that is in line with our competitive
advantages.
8.1 Manage the selection, contribution and custom er com m unication of nonprofit donations. Target is 15% of revenue.
9 Long Term Strategic Objective (No assignment, far reaching and broad based, 3-5 years out) [**Sample Goal
Cascading**]
9.1 Organizational Goal (Corporate- wide, generally not assigned, 18- 24 m onths) [**Sam ple Goal Cascading**]
STRATEGIC PLAN 2014-2016 – DETAIL
FINANCIAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
1 Revenue Growth: Grow our revenue by 30% each year
1.1 KPI – Generate sales of $1.5 million by the end of the year. ( Administration)
(12/31/17)
Department Goals and Team Member Goals
1.1.1 Maintenance Contracts: Generate $500,000 in m aintenance contracts. (Marketing)
1.1.2 Software Licenses: Generate $300,000 in added software features by the end of each FY.
(Adm inistration)
1.1.2.1 Secure 25 new license contracts weekl y (Music, Children. (Top#5) (Nate Platt)
1.1.2.1.1 Create new contract for weekl y licenses. (Crystal O’ Langdon)
1.1.2.2 Develop 20 software programs to monitor licenses. (Grant H owell)
1.1.3 Professional Consulting: Generate $200,000 in web design consulting. #sam ple (Custom er
Service)
1.1.4 Increase sales conversion by 5% (Adm inistration)
Measure:
$ in sales
EOY Target:
$1,500,000
Measure
EOY Target
Start Date,
End Date
$
$500,000
01/01/13
12/31/15
$ generated
$300,000
01/01/14
12/31/16
# of new license
contracts
25
01/01/14
12/31/15
% compl ete
100%
01/01/15
06/30/15
# of software programs
20
01/01/14
12/31/15
$ – net incom e
$200,000
01/01/13
12/31/14
Percent
25%
01/01/14
12/31/15
2 Productivity Improvement: Maintain a 20% Net Profit Margin each year
2.1 Maintain profitability with a budget allocation of 50% for business re-investment for
product development. ( Administration) ( 12/31/15)
Measure:
% for product developm ent
EOY Target:
50%
2.2 Increase average billable hour factor. ( Source: Time-tracking Program)
( Administration) ( 12/31/15)
Measure:
$ per billable hour.
EOY Target:
$220
CUSTOMER STRATEGICOBJECTIVES&ORGANIZATION GOALS
3 Professional Services: To be the professional partner of choice.
3.1 Professional Service: Acquire 2 new consulting clients $10,000+ per month.
( Administration) ( 12/31/15)
Department Goals and Team Member Goals
3.1.1 Develop 2 new webinars a quarter to assist Sales Team . (Marketing)
Measure:
# of new consulting clients
EOY Target:
24
Measure
EOY Target
Start Date,
End Date
# of new webinars
4
07/01/15
12/31/15
01/12/14
11/01/15
3.1.1.1 Develop 15 minute “Basic Package” presentation. (Crystal O’ Langdon)
% Complete
3.1.1.2 R eview existing presentations format for consistency. (Crystal O’ Langdon)
% Complete
100%
01/12/13
03/22/14
3.1.1.3 Create a consistent slide templ ate for Webinars. (Thomas Wright)
% Compl ete of
standard templates
100%
07/13/15
12/31/15
3.1.2 Develop a new software program to track clients (IT Group)
% of program
com pleted
100%
06/19/15
12/31/15
4 Maintenance Contracts: To be viewed as the top technology resource in the western region.
4.1 Maintenance Contracts: Acquire an average of 5 new maintenance contracts per
month ( Marketing) ( 12/31/15)
Department Goals and Team Member Goals
4.1.1 Identify and m aintain list of 50 target custom ers that could benefit from a m aintenance
contract. (Marketing)
4.2 Licensing: Acquire 1,500 total licenses by the end of the year. ( Operations)
( 12/31/14)
Measure:
avg m onthly # of new m aintenance
contracts
EOY Target:
0
Measure
EOY Target
Start Date,
End Date
# of target
custom ers
50
01/01/13
12/31/14
Measure:
# of new licenses
EOY Target:
1,500
Measure
EOY Target
Start Date,
End Date
# Licenses
560
01/01/13
12/31/14
4.2.2 Grow new custom er conversions by 100% to an average of 75/m onth. (IT Group)
# of new licenses
75
01/01/13
12/31/14
4.2.3 Grow new custom er trials by 25% to m ark of 85 New Trials per m onth. (IT Group)
# of New Trials
85
01/01/13
12/31/14
% Churn
8.01%
01/01/13
12/31/14
% Complete
100%
Department Goals and Team Member Goals
4.2.1 Grow average m onthly licenses by 40% to 560 (IT Group)
4.2.4 Maintain or decrease the Churn Rate of Licenses which is currently at 8.01%. (Custom er
Service)
4.2.4.1 Secure coaching on Customer Success Manager for team. (Crystal O’ Langdon)
4.3 Maintain 85% of our current customers. ( Administration) ( 12/31/15)
Measure:
% increase in custom er base
annually
12/09/13
EOY Target:
85%
Measure
EOY Target
Start Date,
End Date
% com pleted
100%
01/01/13
12/31/13
% compl ete
100%
01/20/13
06/30/15
% compl ete
100%
01/01/11
04/30/12
4.3.1.2 Develop campai gn material for new markets. (Sales Director)
% compl ete
100%
03/01/12
12/31/13
4.3.1.3 Create new web pages (rough draft) for the campai gn promotion. (R andall Scion)
% Complete
100%
06/01/12
05/31/13
% Com plete
100%
06/01/13
12/31/15
% increase in close
rate
70%
01/01/13
12/31/15
Department Goals and Team Member Goals
4.3.1 Im plem ent m arketing cam paign to draw in new m arkets. (Marketing)
4.3.1.1 Research and identify 6 opportunities in new markets that company could expand into. (Joanne & Tracy)
(JoAnne Rogers)
4.3.1.1.1 Compl ete a competitive anal ysi s study of our current and prospective markets. (Tom Jones)
4.3.2 Develop a com petitive analysis survey for our m arket. (Adm inistration)
4.3.3 Increase sales close rate by 25% (Marketing)
INTERNAL/OPERATIONAL STRATEGICOBJECTIVES&ORGANIZATION GOALS
5 Innovation/Product Development: Continue to develop technology innovation.
5.1 Launch integration with 2 other applications. ( IT Group) ( 12/31/15)
Department Goals and Team Member Goals
5.1.1 Map out entire integration process (Web Specialists)
Measure:
Applications Integrated
EOY Target:
100%
Measure
EOY Target
Start Date,
End Date
Map com pleted
100%
01/01/14
06/30/15
6 Overall Operations: Develop and maintain an infrastructure that allows for a virtual office and efficient overhead.
6.1 Set up computers to be accessed from any destination. ( Administration) ( 12/31/15)
Department Goals and Team Member Goals
6.1.1 Purchase necessary software/hardware or m ake arrangem ents with an internet service
provider for virtual access. (IT Group)
Measure:
% com plete of com puter accessible
from any destination
EOY Target:
100%
Measure
EOY Target
Start Date,
End Date
% com plete
100%
01/01/15
6.2 Define all procedures and process in writing in order to support projected growth.
( Administration) ( 12/31/15)
Measure:
% of process in writing.
EOY Target:
6.3 Blogs & Newsletters: Consistently timely relevant thought leadership that is
developed, published and preserved. ( Marketing) ( 12/31/13)
Measure:
% com plete
EOY Target:
100
Measure
EOY Target
Start Date,
End Date
6.3.1 Write 1 blog post per week (Web Specialists)
# of blog posts
52
01/01/13
12/31/13
6.3.2 Write 2 newsletters per m onth. (Adm inistration)
# of newsletters
2
01/01/13
12/31/13
Department Goals and Team Member Goals
PEOPLE
ANDLEARNINGSTRATEGICOBJECTIVES&ORGANIZATION
GOALS
7 Training: Actively help our team to develop and grow professional and personally by supporting a flexible work
life, providing intellectually engaging work, and fair compensation.
7.1 Train sales people in best practices ( Marketing) ( 11/30/15)
Measure:
actual attendance per year by all 12
m anagers
EOY Target:
12
7.2 Develop better communication and presentation skills to increase ability to work
with and assist clients. ( Customer Service) ( 12/31/13)
Measure:
% com plete in
com m unication/presentation skills
EOY Target:
100%
8 Community Involvement: Develop and implement a corporate giving strategy that is in line with our competitive
advantages.
8.1 Manage the selection, contribution and customer communication of nonprofit
donations. Target is 15% of revenue. ( Administration) ( 12/31/15)
Department Goals and Team Member Goals
8.1.1 Determ ine budget for Com m unity Involvem ent party. (Custom er Service)
8.1.1.1 Solicit ideas for theme, entertainment, catering for Community Involvement party. (Thomas Wright)
Measure:
% of license revenue
EOY Target:
15%
Measure
EOY Target
Start Date,
End Date
% Com plete
100%
01/01/13
05/31/15
% Complete
100%
01/01/15
07/31/15
9 Long Term Strategic Objective (No assignment, far reaching and broad based, 3-5 years out) [**Sample Goal
Cascading**]
9.1 Organizational Goal ( Corporate-wide, generally not assigned, 18-24 months)
[ **Sample Goal Cascading**] ( Operations) ( 12/31/14)
Measure:
% com plete
EOY Target:
100%
Measure
EOY Target
Start Date,
End Date
9.1.1 Departm ent Goal [Corporate Action Item ] (Assigned to the Departm ent responsible for
seeing that the goal and its actions are com pleted, 12- 18 m onths)
$
$5,000
01/01/13
09/01/14
9.1.1.1 Team Member Goal (or Dept Actions) (Assigned to Team Member responsible for seeing this goal
compl eted, 6-12 months)
% Complete
100%
01/01/13
06/30/14
% Complete
100%
03/01/13
05/31/13
Department Goals and Team Member Goals
9.1.1.1.1 Team Member Acti on (Assigned to the Team Member responsible for seeing this action completed,
short term items onl y (30, 60, 90 days))
PLAN IMPLEMENTATION
•
Appoint a strategic plan manager
•
Hold people accountable (now that they are
able) Put in place an incentive
compensation plan Coach for achievement
•
Empower managers
•
Hold effective strategy meetings – first
Mondays Hold annual retreat – second
week in December
APPENDIX A: STRATEGIC PLANNING TERMS
Strategic Planning Term
Definition
Core Values/Guiding Principles
How people want to behave with each other in the organization. Value statem ents describe actions that are the
living enactm ent of the fundam ental values held by m ost individuals within the organization. What are our guiding
principles, as a group, to adhere to no m atter what?
Core Purpose/Mission Statement
The organization’s core purpose. Why do we exist?
Vision Statement ( 5+ years)
Where you are headed — your future state — your Big, Hairy, Audacious Goal. Where are we going?
Competitive Advantages
A characteristic(s) of an organization that allows it to m eet their custom er’s need(s) better than their com petition
can. What are we best at in our m arket?
Organization-Wide Strategies
Your strategies are the general m ethods you intend to use to reach your vision. A strategy is like an um brella. It is a
general statem ent(s) that guides and covers a set of activities. You can develop strategies for your whole
organization, a departm ent, a specific set of activities, or a guiding statem ent for a year. No m atter what the level, a
strategy answers the question “how.”
Long- term , broad, continuous statem ents that address all areas of your organization. If you have a five- year vision,
Long-Term Strategic Objectives ( 3+
these would be three- to four- year interm ediate guideposts on the way there. What m ust we focus on to achieve
years)
our vision?
Short-Term Items ( 1 year)
Short- term item s that convert the Strategic Objectives into specific perform ance targets. Effective goals clearly state
what, when, who and are specifically m easurable — they are Specific, Measurable, Attainable, Responsible
person, tim e bound (SMART). What m ust we do to achieve our long- term Strategic Objectives?
Key Performance Indicators ( KPIs)
Metric and non- m etric m easurem ents essential to the com pletion of an organization’s goals. Each organization
narrows the possible list down to a m anageable group of KPIs that m ake the m ost difference to perform ance. KPIs
are linked to goals. How will we know we have achieved our goals?
ISM645 Business Initiative IT Planning Matrix Worksheet
v 1.2
The following worksheet will help you develop a matrix of IT Systems or Initiatives required driven by the
Business Initiatives as communicated in the Corporate Strategy.
IT Strategic Plan to Support Business Initiatives
Use the following matrix to list the IT systems that are required to support the planned business initiatives.
Ensure to include any necessary notes.
Business
Initiative
IT System
or
Initiative
Required
Year(s) this
project will
take place
Ball Park Estimates
Time
(# Days)
Resources
(# FTE)
Cost
($)
Approved
(Y/N)
Related Notes:
Here is an Example of an IT Initiative to Business Initiative Matrix:
Business
Initiative
IT System
or Initiative
Required
Year(s) this
project will
take place
Ball Park Estimates
Time
Resources
Cost
Approved
Loyalty
Campaign
E-mail
Distribution
System
2014
n/a
n/a
n/a
Yes
Mail Out
Satisfaction
Survey
10% Off
“New
Purchase”
Campaign
All
Campaigns
E-mail
Distribution
System
E-mail
Distribution
System
2014
(See note 1)
40
days
2 FTE
$10,000
No
2015
(See note 2)
20
days
1 FTE
$5,000
Yes
Campaign
Reporting
System
Servers,
Workstations
2014-2016
(See note 3)
200
days
2 FTE
$10,000
Yes
2016
40
days
3 FTE
$50,000
Yes
Product X
2016
200
days
10 FTE
$100,000
Yes
Expand into
Asia
Develop
Related
Product X
Related Notes:
1. Survey Capable. Our current e-mail distribution system is not capable of handling in-line survey
questions. We will need to add support for this capability. We are assuming we will go with the
simplest solution (link to a survey Web page) and will create our own survey instead of
purchasing a survey package.
2. Coupon Capable. Our current e-mail distribution system is not capable of handling attachments or
coupons. We will need to add support for this capability. We are assuming we will go with the
simplest solution (embedding the coupon in the e-mail).
3. The new Campaign Reporting system will consist of the following project components:
a. Define brand/product performance metrics
b. Develop data warehouse architecture
c. Design/build data warehouse/data marts
d. Design/build ETL mechanisms
e. Design/build dashboards, queries, and reports