Kelly J. Harris SEARCH Deputy Executive Director Strategic Planning 10 Critical Success Factors and Sure-Fire Ways to Fail! Kelly J. Harris SEARCH Deputy Executive Director

Information Sharing Initiatives Are Difficult! Requires in-depth understanding of: Agency business processes Independent but Interdependent Organizations User needs Legal requirements Procedural issues Technology How to align all of these elements Page 11

IT is a Strategic Issue Multiple budget cycles to build Multiple funding streams that must be leveraged In regional and/or integrated justice efforts that involve multiple agencies and different disciplines: Independent agencies Separate branches of government Independent systems for collecting and maintaining data

Standish Group Findings

Top 10 Critical Success Factors User Involvement Executive Management Support Clear Statement of Requirements Proper Planning Realistic Expectations Interim Project Milestones Competent Staff Ownership Clear Vision and Objectives Hard-working, Focused Staff

You’re Project Is At Risk If… KELLY Standish Group Findings = Top 10 Things Org’s can do to increase their chances of success Result = The 10 Elements of Strategic Planning

Don’t Establish a Governance Structure 1 Don’t Establish a Governance Structure Pitfall Avoidance! Establish a formal governance structure Employ a steering committee with executive participation Create and use subgroups Hire or assign a dedicated project manager FOR EACH PITFALL: explain why it’s a pitfall, then the avoidance piece. BILL After summarizing slide, seek examples: Large Agency Small Agency Page 24-36

Sample Governance Structure

2 Don’t Honestly Assess Human Resources You Have Available to Dedicate to This KELLY Pitfall Avoidance! Secure executive management support Involve Users Have an invested and competent staff Have a hard-working, focused staff Page 37

Don’t Analyze Business Process & Information Exchanges 3 Don’t Analyze Business Process & Information Exchanges Pitfall Avoidance! Get information sharing partners together Analyze business processes Use an accepted methodology and Tool Find ways to improve and enhance processes and capabilities

Don’t Develop a Strategy Document 4 Don’t Develop a Strategy Document Pitfall Avoidance! Formalize Your Plans, including goals and objectives Determine priorities Constantly assess those plans Define scope and agree upon scope with project team Develop/execute change management process BILL Page 121

It’s All Related…

Don’t Set Realistic Timeframes or Manage Expectations 5 Don’t Set Realistic Timeframes or Manage Expectations Pitfall Avoidance! Prepare a realistic timeline Identify resources within a Gantt chart Identify measurable interim milestones Develop/execute change management process KELLY Page 129

Don’t Create A Realistic Budget 6 Don’t Create A Realistic Budget Pitfall Avoidance! Prepare one-time/recurring cost estimates Budget for all project-related costs Develop and use detailed payment plans Develop cost controls BILL Page 137

Don’t Develop Performance Measures 7 Don’t Develop Performance Measures Pitfall Avoidance! Establish Goals Create mechanisms for measurement Identify minimum acceptance criteria For Technology develop and execute acceptance test plan(s) KELLY Page 213

8 Don’t Communicate Page 159 Pitfall Avoidance! Develop a Communications Plan Include/Inform All Stakeholders Analyze and Report Progress/Performance Use a Website BILL Page 159

9 Don’t Adopt Standards Page 149 Pitfall Avoidance! Understand standards efforts underway Use models where available Where standards are lacking, create them in your jurisdiction; base them on open standards KELLY Page 149

Do Not Improve Participating Agency Information Systems 10 Do Not Improve Participating Agency Information Systems Pitfall Avoidance! Recognize the need to prioritize Page 149

Process, Not a “Project” KELLY

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