1. Introduction to I/T Strategic Direction and Strategic Management ITSC – 23 September 2005

2. Components Of Strategic Direction Why does I/T exist? Vision and Mission What is important and provides guidance to the I/T Operation? Values and Principles What impacts the success of I/T? Critical Success Factors Response to Forces Affecting I/T

3. Spectrum of Stability Relatively Stable… Mission and Vision Values and Principles Critical Success Factors Forces Affecting I/T Relatively Unstable Periodic Review On-Going Analysis

4. Principles of Strategic Management Concurrence and Commitment to follow the Direction. Analysis of C h a n g e l Events and Triggers l Analysis of Impact… Start with Strategic End with Operation / Project C h a n g e

5. What are the Boundaries? Define the boundaries (without overlap). The boundaries are arbitrary until defined. The boundaries do not define turf and are not organizational or political. Boundaries are used for modeling / analysis purposes…especially in SWOT

6. SWOT – W.O.T.S Up An audit at a point in time Determining the Forces involved Internal – Strength and Weakness External – Opportunity and Threat (Another reason for boundaries) Impact to Direction – Invokes a response Mission and Vision Values and Principles Critical Success Factors

7. SWOT – W.O.T.S Up Derive the Forces Impacting Direction Trends in Industry Trends in Volunteerism Trends in Government Regulations Root Cause Analysis Changes in Initiatives / Projects to Respond

8. Initiatives and Projects Response to the Forces (Internal and External) Cause a Change in Direction Understand the Root Level Implications I/T is not an Island

9. IEEE Strategic Direction Information Technology is… An enabler of Change A key Delivery Mechanism A major factor in “elapsed time” Information Technology is not… An end in itself A replacement for Human Involvement A substitute for Knowledge

10. IEEE Strategic Direction Values and Principles must be aligned o Member o Intellectual Property (IP) o Industry o Staff o Role in R&D o Structure / Organization/ Working Relationships Priorities must be developed collaboratively

11. IEEE Strategic Direction Provide Alignment Common Vision / Understanding of Direction Communicatible - Communicated It must be Real Is and “Want to be” must be understood. We are in this Together