Copyright 2004 Monash University IMS5042 Information Systems Strategic Planning Week 1: Introduction to unit

Copyright 2004 Monash University 2 Agenda 1. Unit Administration 2. Introductions to class and lecturer 3. Issues 4. Planning philosophy

Copyright 2004 Monash University 3 1. Unit Administration: Teaching staff Lecturer: Martin Atchison Room S4.11 (Chisholm Tower) Phone Tutors: Ryan Fernandes Ken Johnson

Copyright 2004 Monash University 4 Unit Administration: Classes and course material Lectures and tutes Lecture overheads Web site References Assignment information Important notices

Copyright 2004 Monash University 5 Unit Administration: Assessment Examination 50% 3 hour exam at end of semester Assignment 50% Details will be posted on web site Hurdle requirement: You must achieve a minimum of 40% of the marks for both components to be eligible to pass. If you fail one of the hurdle requirements, a maximum mark of 44% will be returned to the Board of Examiners

Copyright 2004 Monash University 6 Assessment: Example of hurdle failure Examination = 19/50 Assignment = 32/50 Total = 51/100 Fail ! Official Result is 44/100 because the exam mark is less than 40% of the available marks for that component (19/50 = 38%)

Copyright 2004 Monash University 7 Unit Administration: Help with Problems or Complaints Fellow students Tutors Lecturer Postgraduate co-ordinator (Kerry Tanner) Deputy Head of School (Julie Fisher) Head of School (Sue McKemmish) etc

Copyright 2004 Monash University 8 Unit Administration: Plagiarism Note University policy Note School policy and requirements Note lecturer’s attitudes

Copyright 2004 Monash University 9 Your Responsibilities You are responsible for your own learning Tutors and I help you with information and services You must: read widely ask questions think form opinions and try to justify them You don’t have to agree with me, but you DO have to be able to argue your case coherently

Copyright 2004 Monash University Introductions: The Lecturer Background - general Background in planning, IS and IS planning Beliefs/attitudes/values/etc Broad - big picture Critical/Sceptical/(argumentative?) (not cynical!) Pragmatic Controversial (?) (you may wish to develop your own adjectives as the semester progresses)

Copyright 2004 Monash University 11 Introductions: The Class Who are you? Where are you from? Why are you here? Where are you trying to get to?

Copyright 2004 Monash University 12 The Unit: Objectives Critically examine the nature of planning as an activity Assess the implications of this for real-world planning practice Examine the evolution of IS planning theory and approaches to IS planning practice Critically evaluate the theory and practice of IS planning Provide a grounding for on-going involvement in and further investigation of IS planning

Copyright 2004 Monash University 13 The Unit: Relevance/Importance Strategic planning has always been regarded as a key issue for organisations Planning for IS has been seen as vital for organisational success/survival Strategic planning for IS (and for organisations in general) has been seen to be very ineffective

Copyright 2004 Monash University 14 The Unit: Limitations Depth Breadth Descriptive vs critical content The outcomes for you Questions, not answers! Scepticism, not certainty!

Copyright 2004 Monash University 15 Relevant Literature Extensive reading and critical analysis of literature is essential in this unit IS literature vs planning literature Quantity vs quality issues Books vs journals vs trade literature Theoretical (academic) vs practical perspectives Descriptive vs analytical approaches

Copyright 2004 Monash University Issues: What is planning? What do we aim to achieve by planning? Is planning an event or a process? Is planning a ‘scientific’ activity in which appropriate application of standard techniques will bring success?

Copyright 2004 Monash University 17 Issue: What does ‘strategic’ mean? Classical management theory: Operational Tactical Strategic When does something become ‘strategic’? Are things strategic universally and forever? How do you decide what is strategic and when?

Copyright 2004 Monash University 18 Issue: Does ‘strategic planning’ matter? What happens if we don’t plan? What happens if we don’t plan ‘strategically’? What happens if we don’t follow a ‘strategic plan’?

Copyright 2004 Monash University 19 Issue: What should be included in a ‘Strategic Information Systems Plan’? Where does IS planning fit with: Corporate planning Business planning Information technology planning Infrastructure planning Resource planning (HR, etc) Financial planning Does an IS strategic plan: overlap with these? include these? comprise a part of these?

Copyright 2004 Monash University 20 Issue: Who does strategic planning? Who should take responsibility for IS strategic planning? Who should be involved in the preparation of an IS strategic plan? Who should decide on the process/scope of an IS strategic plan Who should take ownership of an IS plan and oversee its acceptance and implementation?

Copyright 2004 Monash University 21 Issue: How do you do strategic planning? What activities should be carried out as part of a planning process? What techniques are relevant for doing these activities? Are there standard ways of doing planning?

Copyright 2004 Monash University Introduction to elements of planning philosophy Meaning and importance of philosophy Literature about planning philosophy Selecting aspects of planning philosophy

Copyright 2004 Monash University 23 A framework for understanding the place of philosophy in IS planning The nature and content of IS as a discipline Planning philosophies in other disciplines IS Strategic Planning philosophies IS Strategic Planning Practice Planning practices in other disciplines The nature and content of Planning as an activity

Copyright 2004 Monash University 24 Warnings The scope and complexity of planning theory and philosophy The (lack of) scope and complexity of IS planning theory and philosophy Applying lessons from planning philosophy in other disciplines to IS The nature of IS as a discipline Separating and studying overlapping aspects of planning philosophy

Copyright 2004 Monash University 25 Selected aspects of planning philosophy for study Comprehensiveness Rationality Determinism Directedness Formalisation Utopianism Pluralism Control

Copyright 2004 Monash University 26 A continuum of philosophical positions (1) Comprehensive Rational Deterministic DirectedEmergent Contingent Political Incremental

Copyright 2004 Monash University 27 A continuum of philosophical positions (2) Formal Utopian Unified DemocraticDictatorial Pluralist Pragmatic Ad hoc

Copyright 2004 Monash University 28 An “opposing pairs” view of aspects of planning philosophy Formalised Unified Comprehensive Utopian Rational Deterministic Directed Dictatorial Democratic Emergent Political Contingent Pluralist Pragmatic Ad hoc Incrementalist

Copyright 2004 Monash University 29 Your problem To develop a broad understanding of each of these aspects as an issue in planning philosophy To identify the relative strengths and weaknesses of different positions on the continuum To be able to relate it to IS and the problems of IS strategic planning To be able to relate it to the approaches to IS planning which we discuss