Final | October 2018 | v1.0.0 | OFFICIAL-Public | QGCIO

Purpose

Digital and ICT strategic planning is part of a continuous cycle of policy, planning, implementation, evaluation and improvement and should ideally be conducted at the same time or as close to the agency’s business planning. Where this is not possible or the agency has already finalised its business strategic plan, it is necessary to understand the agency’s strategic direction against which the digital or ICT strategy or plan should be aligned.

This guideline describes how to classify, map and analyse the relationships between the vision, objectives, strategies and key performance indicators of the agency.

Audience

A practitioner in the context of this guideline can include one or more of the following roles:

  • Digital and ICT strategic planners
  • Agency and service strategic planners
  • Workforce planners
  • Enterprise architects
  • Business analysts.

Gather

The information related to the agency’s vision, objectives, strategies and key performance indicators may already exist and can be documented or generated from business planning activities. If this is the case, documenting these strategic elements may be a simple transcription exercise. However, in an agency where this information is not readily available or is not available at the level required to describe the business strategic direction, it will be necessary to generate it through interviews or workshops. The information should then be validated with key stakeholders of the business areas. In these circumstances, it may be also necessary to engage assistance from the business strategic planning unit within the agency.

In large agencies where there are many business strategic documents to be considered, it may be necessary to extract and analyse only those strategic elements of the business strategic direction that are relevant to the business area conducting the planning activity and/or within the scope of the planning activity.

Locate any existing documentation on the agency or business area, vision, goals, objectives and strategies. The following documents may be useful in identifying objectives as they contain the formal measurements on which the agency is required to report:

  • Agency Annual Report
  • Agency Ministerial Portfolio Statement
  • Agency Strategic Plan
  • Agency business plans
  • Whole-of-government strategies and plans

Identify the vision for the agency or business area and record and map the relevant objectives, key performance indicators and strategies in a register or diagram.

Suggested attributes for a business direction register to support the digital or ICT planning process include:

  • Planning unit name
  • Vision
  • Objectives
  • Strategies
  • Key performance indicator
  • Name of source document.

Classify

Classification of objectives and strategies is useful to better understand the strategic direction of the agency or business area and ensure objectives address many areas of strategic intent (e.g. focus on customers vs focus on efficiency or financial performance).

Many organisations adopt a balanced scorecard approach. The Treacy-Wiersema value-discipline classification model can also be used to analyse overall strategic intent of the agency or business area.

Map

Before conducting any mapping activities, the practitioner should engage with the business planning unit, the enterprise architecture unit or other business stakeholders within the organisation to identify which elements relevant to the planning engagement may have already been mapped.

Mapping identifies the relationship between the objectives, strategies and key performance indicators.

At the strategy layer, recommended mappings include:

  • Objectives to key performance indicators
  • Objectives to strategies
  • Strategies to key performance indicators.

It may be useful to use mapping tools to document the relationships between the strategic elements. Alternatively, tables can be used, however diagrams may be more effective when presenting information to business representatives.

Analysis

Analyse the classification of the business objectives and strategies and identify those areas of strong strategic intent in the agency or business area (e.g. customer versus efficiency or financial performance).

Analyse the level of consistency between the classification of objectives and the classification of strategies. For example, do the strategies align or reflect the overall strategic intent of the organisation identified through the classification of the various elements?

Analyse the mappings to identify those objectives that are significant (e.g. supported by many strategies and key performance indicators) as well as identify any gaps.

Identify any objectives or strategies that may directly impact or relate to the digital or ICT planning engagement or its outputs. Redefine the scope of the planning activity choosing the objectives, strategies and key performance indicators that are most relevant. This will support a more focused data collection activity.

Discuss any strong strategic themes and apparent gaps in the mapping of business objectives, strategies and key performance indicators with the business planning unit and other business representatives.

Next steps

Confirm the findings of the analysis of the business strategic direction with the sponsor or alternatively include your findings as part of the digital and ICT strategic planning workshops and interviews. This will give the sponsor and the business representatives the opportunity to confirm the business strategic direction.

Providing a summary of the strategic intent of the organisation is an effective way to set the scene for the digital and ICT strategic planning workshops.

Resources

Resource

Link

About the balanced scorecard

Balanced scorecard Australia

Business direction models

Download - https://www.esmgrp.com/strategy-map-template-thanks-0-?submissionGuid=63e8444a-c73b-49be-9ee2-4a7a422ee877

Business direction mapping

Nil

Business direction profiling tool

Nil

Mind mapping and relationship tools

Coggle

Tracey & Wiersema value discipline model

The enterprise advocate

Toolshero


Last Reviewed: 03 September 2019