Ian Danby says planning is all-important when it comes
to making the most of Information Technology.
Have you had a wonderful idea for the development of your computer system but were unable to carry it through due to the priority of existing commitmentsNULL If so, you are not alone!
This situation arises in businesses everywhere regardless of size and typically occurs when ideas lack a plan of action. This month we focus on the creation of your action plan in which we bring together the elements of your Information Technology (IT) strategy as covered in my previous articles.
At this stage, you should have a collection of findings and recommendations from completing.
- SWOT/STEP analyses
- Assessment of issues and options
- Business analysis
- Development of your product range.
The action plan will be generated from the above research but, more importantly, will be based on a thorough understanding of where you are today, where you want to be in the future and how you are going to get there.
Content of the plan
Retain a helicopter view of your situation to avoid entering into too much detail and assess the cost and benefits in relation to the time available to carry out your plan. Create a list of activities, remembering to include a projected start and finish, an estimate of resource needed, the total anticipated cost and the expected result for each activity. To assist you in this exercise design a summary form similar to the example shown below.
This diagram is only one of several that you will need to create. To avoid the creation of too many tasks, consider how many activities can be carried out at the same time. Within this, you must decide on who will manage specific activities, what kind of personnel are needed to support them and the capability of the organisation to absorb the administrative and capital costs generated in doing so.
In my experience, projects have foundered due to.
- A reluctance to accept the views put forward by team members regarding the time and resource required
- Inappropriate allocation of staff
- Lack of preparation
- Attempting to force a project through and ignoring the concerns of others.
On completion of your activity forms, construct an implementation plan in the form of a GANTT chart. Subject to the complexity of the project, your own plan will include a number of simultaneous activities, some of which may well run for the duration of the entire project. The completed GANNT chart will provide all participants with an overview of the project and how individual activities relate to its successful completion.
Drafting the action plan
Base your report on the framework, including any additional sections you feel necessary.
The completed report not only provides a point of referral but can also be adapted to a proposal aimed at your finance provider.
The key to a successful IT strategy is to mobilise your resources through establishing commitment and motivating others.
Your organisation will be all too aware of the constraints attached to any change but resistance can be reduced by good communication and providing a regular update on progress.
Many intermediaries change purely because of a breakdown in relationships with their supplier or because a particular insurer recommends a new system.
Ensure any proposed change will be beneficial to your business and that these benefits are understood by all concerned. Commence the change through discussion to gain feedback and encourage staff to give their objections and opinions. Whether the change is for a new system or simply getting more out of the existing system, be prepared to change the way YOU work.
Include short (quick wins) as well as long-term objectives in your plan and in this way you will increase acceptance of any changes you are about to implement.
Whilst constructing your plan there will be temptations to abandon everything and return to the day-to- day tasks that are demanding attention.
However, on these occasions remind yourself of two phrases that apply to any individual, team or organisation.
"Fail to plan, plan to fail" - new technology can cost you dear if adopted without any guidelines, education or a specified return on the investment.
"Plan your work, work your plan" - the plan is a living document and should evolve as you progress though each of your activities. On completion of each activity, refer to the original estimate of cost and time scale and learn from any miscalculations.
- Ian Danby is an independent IT consultant with 15 years industry experience.
You can contact Ian on 01905 20577 or email: iandanby@globalbusiness.freeserve.co.uk .
Alternatively, post any requests for information to Global Business Solutions, 8 Watchetts Green, Worcester, WR4 0RT.
INTRODUCTION
Background
Cover the reasons why the plan was initiated, the objectives of the plan and a summary of the issues/options covered within the plan.
Scope
Specify the timescale - a typical IT strategy will cover 3 years on a rolling basis. Include the product and market combinations that have received attention and the priority attached to each area.
Objectives
Which are the most important and how do these overcome any existing weaknesses or threatsNULL What will be the critical success factors in achieving your planNULL
COMPANY GOALS
Strategic
How will you approach product and market combinations to achieve cost reductions and differentation from your competitorsNULL
Financial
How will you specify the required return on investmentNULLWill it be through a lower cost of human resource, increased business or other areasNULL
Organisational
How will you maintain employee development, develop the business structure or change the current cultureNULL
Technology
How will this be used throughout the organisationNULL Will you implement the latest or most used technology and how will you integrate all aspects of the technology usedNULL
Information
Where will you obtain information on which to base future decisions and how will this be communicated throughout the organisationNULL
ISSUES
Staff
Have you included all of the procedures and removed those that are unnecessaryNULL Will your training and development plans ensure staff are competent with new tasks and that experienced staff are retainedNULL Have the projects been allocated to the right personnel with realistic and achievable targetsNULL
Technology
Does the report identify the incompatible use of technologyNULL Have you considered systems for distribution of information and have areas of high maintenance been removedNULL
OPTIONS
Competition
Identify the changes in your system that will generate a higher demand for your services. How will these changes make it more difficult for competitors to attract your customersNULL
Differentation
How will you meet your customers needs to a higher level than your competitorsNULL
Technology
Can new technology be used to better effect and how will it affect the company in the futureNULL
THE STRATEGY FRAMEWORK
Draw the conclusions from the previous sections in to this section of the plan.
IMPLEMENTATION
Include short, medium and long-term activities and objectives including a robust method of measuring the success of each activity.
INVESTMENT
Include a cost-benefit-analysis. Summarise the investment required for personnel and technology.
ACTIVITY FORM
Name: Evaluation of new administration system
Description: Based on proposals from four companies including the current supplier. To review and compare the proposals in relation to the stated objectives of ABC Insurance Brokers. Costs range from £10,000 to £40,000 excluding employee time.
Team members: Managing director and department manager to attend meeting with each system supplier. pre and post evaluation to be completed by team leaders from the life, commercial and personal departments.
End result: A report containing the pros and cons of each proposal against an agreed criteria. A formal recommendation to proceed with one of the proposals.
Start/Finish dates: 6 weeks from October 1, 1999
Resource requirements:
Managing director 6 Man-days
Department manager 6 Man-days
Team leader (Life) 8 Man-days
Team leader (Commercial) 8 Man-days
Team leader (Personal) 8 Man-days
