Skip to:

Overview

Many federal, state and local agencies document their strategies for using technology to help them achieve their business goals in a Strategic Information Systems Plan (SISP). OET annually surveys state agencies with questions that correlate to common elements in most SISP documents. This information then becomes part of the IT portfolio for the agency, and for the State. If your agency does not have an existing plan or a specific planning process, a template is included in the report that may be used as guide to producing a basic plan. 

If you need assistance or support in creating a Strategic Information Systems Plan, please contact your Account Manager and they'll help you start the process.

 
 

Using the Report

This report Strategic IT Planning Assistance at OET, provides an overview of OET support activity; the report attachments include a template with instructions on how to create a strategic information systems plan.


 

 
 

Before You Start

Before developing an agency Strategic Information Management Plan (SIMP), consider the following:

From your agency Strategic Plan:

  • What are the major business strategies or initiatives identified for your
    agency?
  • What do you see as the major business drivers and customer sets?
  • What major business, customer or organizational changes or problems do you
    see impacting your agency’s mission and processes?
  • What are the most significant problems or opportunities that you believe can
    be addressed by improved use of information and technology?
  • Are you organizationally open to business process redesign of your key
    business processes? To alternatives to the current ways of managing your
    information resources?

From your knowledge of the markets, other states’ experience and your
own strategic scanning efforts:

  • What challenges and opportunities will technology products and practices
    offer for you in your organization?
  • What new approaches to doing business can you embrace to improve business
    processes and operations?

Based on your relationship with the rest of the enterprise:

  • What projects or proposed applications do you believe have the potential for
    benefiting other agencies and programs? What other agencies have
    capabilities that could benefit you?
  • Where do you see potential conflicts between your agency needs and plans
    and state information strategies, architecture and policy?

In actually developing your strategic IM plan, ask yourself:

  • What business processes in my agency depend on technology?
  • What are the most significant business needs, problems or opportunities we
    will address through technology?
  • What do you see as major technology obstacles to mission success? Strengths
    to build on? Consider: financial resources; skills and technical expertise;
    systems security, reliability and performance; current applications and
    interfaces; information quality; and willingness to change your business
    processes.
  • What are our priorities for systems development, upgrade or replacement?

Finally, always look at your selection of IT investments as a logical extension of the management process:

  • Mission
  • Business process
  • Information
  • Technology
 
 

Getting Started

The processes of agency strategic planning

The agency planning process should be driven by the Governor’s vision, should
reflect state CIO direction and be supported by individual agency heads.

  • The planning horizon is five to eight years; the plans should be revisited and
    renewed every two years.
  • Strategies should deal primarily with business information needs, not specific
    technologies.
  • The plans are for the Governor, and are approved by agency heads; they will
    be reviewed for practicality and statewide strategy consistency by OET
  • They must support statewide IT strategies, architecture and IM goals
    OET strongly recommends significant involvement of stakeholders and business
    management and technology leaders in preparing the agency plan. However, like the
    planning process itself, the choice of participants in the planning process is left to the
    agencies to decide.