Strategic Information System Planning (SISP)

1. Strategic Information System Planning (SISP) • Objective: • Nature of SISP • Popular SISP techniques and methodologies Ibrahim Elbeltagi Info 2007

2. Outline • What is SIS? • The Ashridge Mission Model • Strategic Triangle Model • Developing an aligned IS strategy • Objectives of SISP • Definition of SISP • SISP Methodologies Ibrahim Elbeltagi Info 2007

3. Strategic Information System (SIS) • Strategic Information Systems define as systems which are designed to bring competitive advantage or have resulted in competitive edge (Reponen1993). • This perspective is to narrow Ibrahim Elbeltagi Info 2007

4. Strategic Information System (SIS) • For a system to be considered it must satisfy two essential criteria: • The system is directly linked to business strategy. • The systems is significantly affects organisational performance. Ibrahim Elbeltagi Info 2007

5. Maintaining A Corporate Focus • The Ashridge Mission Model comprises four elements: • Purpose, • Strategy, • Values, and • Behaviour standards Ibrahim Elbeltagi Info 2007

6. The Strategic Triangle Model From Ernst & Young Organisational Strategy Ability to respond to change Ability to Innovate Corporate value Human Resources Strategy Information Systems Strategy Ability to streamline Ibrahim Elbeltagi Info 2007

7. Developing an aligned IS strategy Ibrahim Elbeltagi Info 2007

8. Objectives of SISP • To improve communication with users. • To increase management support. • To improve resource requirements forecasting. • To determine more opportunities for improving IS provision. • To identify new applications which provided a greater return on investment. • To develop an organisational IS architecture. • To identify strategic IS applications Ibrahim Elbeltagi Info 2007

9. Definition of SISP • SISP is the means of identifying application systems which support and enhance organisational strategy and provides the framework for the effective implementation of these systems Ibrahim Elbeltagi Info 2007

10. SISP Methodologies • Five forces model: identifies five basic forces determining an organisation’s competitive structure. Theses forces are: the bargaining power of the organisation’s suppliers, the bargaining power of the organisation’s customers, the threats of new entrants into the market, the threat of new or substitute products and organisational rival. Ibrahim Elbeltagi Info 2007

11. Porter's Forces Driving Industry Competition Ibrahim Elbeltagi Info 2007

12. Porter's Four Generic Strategies(Porter 1980) Ibrahim Elbeltagi Info 2007

13. Porter's Enterprise Value-Chain(Porter 1980) Ibrahim Elbeltagi Info 2007

14. Porter's Industry Value-Chain Ibrahim Elbeltagi Info 2007

15. Strategic Relevance and Impact Grid and Its adaptations • The Grid comprises four quadrants: • Support : Neither existing nor proposed systems that are located in this quadrant are expected to affect corporate strategy directly. • Turnaround: the system in this quadrant are those which have high potential and are likely to be of future strategic importance. • Factory: located in this quadrant are those systems which are critical to sustaining the existing business. • Strategic: the systems in this quadrant are those which are critical to the future success of the organisation. Ibrahim Elbeltagi Info 2007

16. Strategic Relevance and Impact Grid Ibrahim Elbeltagi Info 2007

17. Critical Success Factors methodology • CSFs are those key areas of activity in which favourable results are absolutely necessary for a particular manager’s goals to be realised. • CSFs are Hierarchical • CSF methodology described by Martin and Leben has two facets, Process and product. Ibrahim Elbeltagi Info 2007

18. Critical Success Factors methodology process Ibrahim Elbeltagi Info 2007

19. Critical Success Factors Methodology Products Ibrahim Elbeltagi Info 2007