U.S. patent application number 14/208252 was filed with the patent office on 2014-07-10 for strategic planning management.
This patent application is currently assigned to WELLS FARGO BANK, N.A.. The applicant listed for this patent is Steven D. Clement, Patricia Snow. Invention is credited to Steven D. Clement, Patricia Snow.
Application Number | 20140195307 14/208252 |
Document ID | / |
Family ID | 42267382 |
Filed Date | 2014-07-10 |
United States Patent
Application |
20140195307 |
Kind Code |
A1 |
Clement; Steven D. ; et
al. |
July 10, 2014 |
STRATEGIC PLANNING MANAGEMENT
Abstract
An information technology (IT) strategic management system (and
corresponding methodology) that enhances efficiency and
effectiveness of IT planning processes and projects is provided. In
particular aspects, the systems commence with a review of current
IT state and strategy influencers. The state is analyzed to
establish (or alternatively, to update) a strategy summary. The
strategy summary can be presented for leadership approval and
subsequently communicated to stakeholders for deployment.
Inventors: |
Clement; Steven D.;
(Charlotte, NC) ; Snow; Patricia; (Charlotte,
NC) |
|
Applicant: |
Name |
City |
State |
Country |
Type |
Clement; Steven D.
Snow; Patricia |
Charlotte
Charlotte |
NC
NC |
US
US |
|
|
Assignee: |
WELLS FARGO BANK, N.A.
Charlotte
NC
|
Family ID: |
42267382 |
Appl. No.: |
14/208252 |
Filed: |
March 13, 2014 |
Related U.S. Patent Documents
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Application
Number |
Filing Date |
Patent Number |
|
|
12342052 |
Dec 22, 2008 |
8712812 |
|
|
14208252 |
|
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Current U.S.
Class: |
705/7.36 |
Current CPC
Class: |
G06Q 10/0637 20130101;
G06Q 10/06 20130101; G06Q 10/063 20130101; G06Q 10/10 20130101 |
Class at
Publication: |
705/7.36 |
International
Class: |
G06Q 10/06 20060101
G06Q010/06 |
Claims
1-20. (canceled)
21. A method for strategic planning, comprising: evaluating a
current state of a business, wherein the current state of the
business is associated with one or more criteria of the business;
establishing a focus strategy based on one or more of the criteria
of the business; collecting information from one or more forms
pertaining to one or more criteria of the business or the focus
strategy; and generating a strategy summary based on a subset of
the collected information from one or more of the forms and on
information associated with one or more prior strategies, wherein
the evaluating, the establishing, the collecting, or the generating
is implemented at least in part via a processing unit.
22. The method of claim 21, comprising reviewing one or more of the
prior strategies.
23. The method of claim 21, comprising reviewing one or more
strategy influencers.
24. The method of claim 21, comprising reviewing one or more
technology planning guides.
25. The method of claim 21, comprising reviewing one or more
related strategies.
26. The method of claim 21, comprising updating the strategy
summary.
27. The method of claim 21, wherein the strategy summary comprises
one or more strategy metrics.
28. The method of claim 21, comprising rendering the strategy
summary in a strategy collaboration session.
29. The method of claim 21, comprising determining one or more
opportunities associated with the current state of the
business.
30. The method of claim 21, comprising determining one or more
threats associated with the current state of the business.
31. A system for strategic planning, comprising: an assessment
component generating one or more queries associated with a current
state of a business; and an analysis component: evaluating the
current state of the business, wherein the current state of the
business is associated with one or more strategy influencers; and
generating one or more findings and priorities based on one or more
inputs identified by responses to one or more of the queries,
wherein at the analysis component or the assessment component is
implemented at least in part via a processing unit.
32. The system of claim 31, comprising a summary manager component
generating one or more forms for one or more of the queries or one
or more of the inputs.
33. The system of claim 31, comprising a collaboration component
receiving input from one or more users during a collaboration
session.
34. The system of claim 31, comprising a management approval
component rendering one or more of the findings and priorities for
presentation.
35. The system of claim 31, comprising a deployment component
communicating one or more of the findings and priorities to one or
more parties.
36. The system of claim 31, wherein the analysis component
evaluates the current state of the business based on an information
technology operating model (ITOM).
37. A computer-readable storage medium comprising
computer-executable instructions, which when executed at least in
part via a processing unit on a computer performs acts, comprising:
establishing a current state of a business function based on one or
more strategy influencers; determining a primary focus based on the
current state of the business function; updating a strategy summary
as a function of the primary focus of the business, wherein the
strategy summary identifies one or more strategic objectives and is
based on the primary focus and one or more dimensions comprising
one or more of a workforce management dimension, a technology
dimension, a process dimension, or a delivery dimension; and
generating a strategy map that connects one or more of the
strategic objectives to one or more other strategic objectives via
one or more cause-and-effect relationships.
38. The computer-readable storage medium of claim 37, comprising
soliciting comments or revisions to the strategy summary from one
or more leaders.
39. The computer-readable storage medium of claim 37, comprising
obtaining approval for the strategy summary.
40. The computer-readable storage medium of claim 37, comprising
communicating the strategy summary to one or more stakeholders.
Description
CROSS-REFERENCE TO RELATED APPLICATIONS
[0001] This application claims priority to and is a continuation of
U.S. Non-Provisional patent application Ser. No. 12/342,052
(Attorney Docket No. 106750.34US) entitled "STRATEGIC PLANNING
MANAGEMENT", filed on Dec. 22, 2008. The entirety of the
above-noted application is incorporated by reference herein.
BACKGROUND
[0002] Today, in many corporations, IT (information technology)
defines the capability of IT strategic planning as a process of
translating company priorities, in conjunction with business
partner objectives, to build value-focused technology offerings
that are aligned with business services. This broad IT strategy can
serve as a foundation for designing sound IT products and
services.
[0003] Most often, IT business strategy is business-driven, based
upon a defined set of inputs and drivers. It describes how
technology will support an organization's business goals and
strategies. One principal purpose is to create understanding, to
promote interaction, and ultimately to receive IT governance
approval. Approval of capability and function strategies empowers
the organizational leaders (e.g., Accountable Capability Leaders
(ACLs) and Function Leaders) to execute on their strategies.
[0004] For example, the ACLs are usually accountable for the a
large number of core capabilities of IT and work with other
responsible leaders to ensure there are single processes,
consolidated policies/standards, benchmarking measures and a
strategic plan in place. ACLs span across the IT organization. The
Function Leaders are leaders within Technology Services and
organizationally accountable for the core functions of Tech
Services.
[0005] IT strategic planning is a core capability of an
organization's IT Operating Model (ITOM). Strategy Development is a
core step included in the ITOM lifecycle for capability
improvement. Unfortunately, conventional approaches to IT strategic
planning are manually intensive which leads to inefficiency and
large expense. Additionally, because traditional IT strategic
planning approaches require human input and facilitation, they are
also prone to human error, procrastination and mistake which
increase inefficiency and expense.
SUMMARY
[0006] The following presents a simplified summary of the
innovation in order to provide a basic understanding of some
aspects of the innovation. This summary is not an extensive
overview of the innovation. It is not intended to identify
key/critical elements of the innovation or to delineate the scope
of the innovation. Its sole purpose is to present some concepts of
the innovation in a simplified form as a prelude to the more
detailed description that is presented later.
[0007] The innovation disclosed and claimed herein, in one aspect
thereof, comprises IT (information technology) strategic management
systems (and corresponding methodologies) that enhance efficiency
and effectiveness of IT planning processes and projects. In
particular aspects, the systems commence with a review of current
IT state and strategy influencers. The state is analyzed to
establish (or alternatively, to update) a strategy summary. The
systems are enabled by specialized computer-implemented components
that gather, search, retrieve, solicit, analyze, transform,
present, and communicate information related to strategic IT
summaries.
[0008] Via specific components, strategists participate in strategy
collaboration sessions to refine and/or adapt strategies as desired
or appropriate. The strategy can be presented to leadership for
approval and subsequently communicated or deployed to team members
and/or stakeholders. The subject innovation provides mechanisms and
components by which organizations can improve efficiency,
effectiveness, and performance in developing and implementing IT
process strategies.
[0009] To the accomplishment of the foregoing and related ends,
certain illustrative aspects of the innovation are described herein
in connection with the following description and the annexed
drawings. These aspects are indicative, however, of but a few of
the various ways in which the principles of the innovation can be
employed and the subject innovation is intended to include all such
aspects and their equivalents. Other advantages and novel features
of the innovation will become apparent from the following detailed
description of the innovation when considered in conjunction with
the drawings.
BRIEF DESCRIPTION OF THE DRAWINGS
[0010] FIG. 1 illustrates an example strategic planning management
system in accordance with aspects of the innovation.
[0011] FIG. 2 illustrates an example flow chart of procedures that
facilitate assessment in accordance with an aspect of the
innovation.
[0012] FIG. 3 illustrates an example flow chart of procedures that
facilitate analysis in accordance with an aspect of the
innovation.
[0013] FIG. 4 illustrates an example flow chart of procedures that
facilitate summary management in accordance with an aspect of the
innovation.
[0014] FIG. 5 illustrates an example flow chart of procedures that
facilitate collaboration in accordance with an aspect of the
innovation.
[0015] FIG. 6 illustrates an example flow chart of procedures that
facilitate approval management in accordance with an aspect of the
innovation.
[0016] FIG. 7 illustrates an example flow chart of procedures that
facilitate deployment in accordance with an aspect of the
innovation.
[0017] FIG. 8 illustrates an example team site home page in
accordance with an aspect of the innovation.
[0018] FIG. 9 illustrates an example search user interface (UI) in
accordance with an aspect of the innovation.
[0019] FIG. 10 illustrates an example strategy search in accordance
with an aspect of the innovation.
[0020] FIGS. 11A & B illustrate an example UI for viewing
strategies in accordance with an aspect of the innovation.
[0021] FIGS. 12A & B illustrate an example capabilities UI in
accordance with an aspect of the innovation.
[0022] FIG. 13 illustrates an example UI instructions page for
creating and editing strategy summaries in accordance with an
aspect of the innovation.
[0023] FIG. 14 illustrates an example detail strategy view UI in
accordance with aspects of the innovation.
[0024] FIG. 15 illustrates an example home page that illustrates
documentation links in accordance with aspects of the
innovation.
[0025] FIG. 16 illustrates an example portion of a strategy
template in accordance with an aspect of the innovation.
[0026] FIG. 17 illustrates a block diagram of a computer operable
to execute the disclosed architecture.
DETAILED DESCRIPTION
[0027] The following terms are used throughout the description, the
definitions of which are provided herein to assist in understanding
various aspects of the subject innovation.
[0028] Artifact refers to an object produced or shaped by human
craft. It is used in this documentation to refer to tools or
documents.
[0029] Influencers refer to internal and external factors that
influence IT (information technology) strategic planning decisions.
Some examples of internal influencers are corporate goals, business
partner goals, and security considerations. External influencers
include industry trends, emerging technology, and peer comparisons,
among others.
[0030] IT Operating Model (ITOM) refers to a model that represents
a way enterprise IT operates as a high-performing services
provider. It provides the foundational structures necessary for
operating, managing, and evolving IT as the business and
environment change.
[0031] IT Strategy refers to a business-driven strategy based on a
predetermined, defined, or inferred set of inputs and drivers. It
describes how technology will support enterprise business
strategies. Some principal purposes are to create understanding, to
promote interaction, and ultimately to receive IT governance
approval. The success of the overall IT Strategy relies on the
cumulative effect of multiple underlying supporting strategies
produced by the IT Capability and Function groups.
[0032] IT Strategic Planning refers to a core capability of the IT
Operating Model (ITOM), and Strategy Development is a core step
included in the ITOM lifecycle for capability improvement. IT
defines the capability of IT Strategic Planning as the process of
translating company priorities, in conjunction with business
partner objectives, to build value-focused technology offerings
that are aligned with business services. The broad IT strategy will
serve as a foundation for designing sound IT products and
services.
[0033] Strategy refers to a long-term (or short-term) plan of
action designed to achieve a set of business priorities or goals.
An organization's strategy can provide guidance for defining
functional and divisional plans.
[0034] Strategic Planning generally refers to an organization's
process of defining its strategy and making decisions on allocating
its resources to pursue this strategy, including its capital and
its people.
[0035] Toolkit is a group of tools designed to facilitate the
Strategic Planning Process. In aspects, the IT Strategic Planning
toolkit can include at least five IT Strategic Planning components
and two data repositories: [0036] IT Strategic Planning
Introduction [0037] IT Strategic Planning Toolkit [0038] IT
Strategy [0039] IT Strategy Influencers [0040] Technology Planning
Guide [0041] IT Strategy Summaries [0042] Detailed IT
Strategies
[0043] Vision Statement refers to a declaration of what the
organization wants to become. IT's vision statement describes the
future sought to create in support of the corporate priorities and
business strategies, goals, and objectives.
[0044] Strategy Map is a diagram that describes how an organization
creates value by connecting strategic objectives in explicit
cause-and-effect relationship with each other in Balance ScoreCard
objectives (e.g., financial, customer, processes, learning, and
growth).
[0045] IT Governance refers to the responsibility of the board of
directors, leaders, and executive management. It consists of the
leadership and organizational structures and processes that ensure
IT sustains and extends the organization's strategies and
objectives.
[0046] Capability refers to an activity that is important for IT to
effectively plan, manage, and deliver technology solutions to
business partners and customers. These activities span across the
IT organization.
[0047] The innovation is now described with reference to the
drawings, wherein like reference numerals are used to refer to like
elements throughout. In the following description, for purposes of
explanation, numerous specific details are set forth in order to
provide a thorough understanding of the subject innovation. It may
be evident, however, that the innovation can be practiced without
these specific details. In other instances, well-known structures
and devices are shown in block diagram form in order to facilitate
describing the innovation.
[0048] As used in this application, the terms "component" and
"system" are intended to refer to a computer-related entity, either
hardware, a combination of hardware and software, software, or
software in execution. For example, a component can be, but is not
limited to being, a process running on a specialized processor, a
processor, an object, an executable, a thread of execution, a
program, a specialized machine and/or a computer. By way of
illustration, both an application running on a server and the
server can be a component. One or more components can reside within
a process and/or thread of execution, and a component can be
localized on one computer and/or distributed between two or more
computers.
[0049] As used herein, the term to "infer" or "inference" refer
generally to the process of reasoning about or inferring states of
the system, environment, and/or user from a set of observations as
captured via events and/or data. Inference can be employed to
identify a specific context or action, or can generate a
probability distribution over states, for example. The inference
can be probabilistic--that is, the computation of a probability
distribution over states of interest based on a consideration of
data and events. Inference can also refer to techniques employed
for composing higher-level events from a set of events and/or data.
Such inference results in the construction of new events or actions
from a set of observed events and/or stored event data, whether or
not the events are correlated in close temporal proximity, and
whether the events and data come from one or several event and data
sources.
[0050] While certain ways of displaying information to users are
shown and described with respect to certain figures as screenshots,
those skilled in the relevant art will recognize that various other
alternatives can be employed. The terms "screen", "web page", and
"page" are generally used interchangeably herein. The pages or
screens are stored and/or transmitted as display descriptions, as
graphical user interfaces, or by other methods of depicting
information on a screen (whether personal computer, PDA, mobile
telephone, or other suitable device, for example) where the layout
and information or content to be displayed on the page can be
stored in memory, database, or another storage facility.
[0051] Referring initially to the drawings, FIG. 1 illustrates a
system 100 that enables IT strategic planning management in
accordance with aspects of the innovation. While numerous
components are illustrated in relation to the IT strategic planning
management system 100, it is to be understood that the innovation
as described herein is not intended to be limited merely by the
combination of all of the components shown in FIG. 1. Rather, it is
to be appreciated that the combination of components shown in FIG.
1 is but one aspect of the innovation. Similarly, it is to be
understood that other aspects can employ a subset of the components
(and corresponding processes)--these alternative aspects are to be
included within the scope of the innovation and claims appended
hereto.
[0052] Generally, system 100 can include an assessment component
102, analysis component 104, summary manager component 106,
collaboration component 108, management approval component 110, and
a deployment component 112. Together, these components (102-112)
facilitate IT strategic planning management in accordance with
aspects. Each of these components (102-112) as well as their
respective processes, features, functions and benefits will be
described with regard to the figures set forth below. Additionally,
it is to be understood that each of the described components can be
enabled by way of specialized computers and associated user
interfaces (UIs), processors, analyzers, renderings, etc.
[0053] The assessment component 102 facilitates review of current
state and strategy influencers. Essentially, this component 102
enables a thorough review of the existing current state and the
strategy influencers. It will be understood that these inputs can
influence the foundation of the strategy.
[0054] The analysis component 104 can be employed to evaluate the
current state of a business situation. For example, in order to
determine the primary focus of a two to three year strategy, an
analysis of the current state can be performed to collect findings
and priorities.
[0055] The summary manager component 106 can be used to create
and/or update a strategy summary. In operation, the summary
management component 106 can provide an interface (or series of
UIs) which facilitates strategy summary entry. Essentially, the
interface can provide a series of forms and templates that guide a
user through various components of an IT strategy summary, which
can include: [0056] Vision and Rationale for Change; [0057] Current
State as it relates to People, Technology, Process & Delivery;
[0058] Future State as it relates to People, Technology, Process
& Delivery; [0059] Upcoming Year Initiatives and Financial
Projections as they relate to People, Technology, Process &
Delivery; [0060] Strategy Timeline Strategy Overview for
presentation; and [0061] Strategy Metrics.
[0062] It is to be understood that the series of forms, templates
and UIs used in connection with the innovation as described herein
can adapt based upon user input and analysis thereof. In other
words, as a user inputs data, subsequent UIs can be selected based
at least in part upon the content of the date inputted into a
previous UI.
[0063] The collaboration component 108 enables users to participate
in strategy collaboration sessions. For example, strategists can
present their strategies in multiple (e.g., two) sets of
collaboration sessions, first with architecture, workforce
management and process office representatives and second with
capability and function leaders. Capability and function leaders
can use information gathered in the sessions as input into their
strategies. Here, capability and function leaders will be able to
provide input into a subsequent period (e.g., next year's)
strategies, for example via adaptable UIs.
[0064] The management approval component 110 enables users to
present their strategy to leadership for approval. In other words,
leaders and management can have the ability to review strategies
developed by the capability and function leaders. Once the strategy
has been reviewed and approved, the IT leader can be empowered to
execute on the strategy.
[0065] The deployment component 112 enables approved strategies to
be communicated to interested parties. Here, once the strategy has
been approved by leadership, the processes of the deployment
component 112 can be employed to further communicate further to
team members and stakeholders. Capability leaders will have their
strategy linked to their ITOM capability page.
[0066] FIG. 2 illustrates an example methodology or process flow of
an assessment component 102 in accordance with an aspect of the
innovation. While, for purposes of simplicity of explanation, the
one or more methodologies (or process flows) shown herein, e.g., in
the form of a flow chart, are shown and described as a series of
acts, it is to be understood and appreciated that the subject
innovation is not limited by the order of acts, as some acts may,
in accordance with the innovation, occur in a different order
and/or concurrently with other acts from that shown and described
herein. For example, those skilled in the art will understand and
appreciate that a methodology could alternatively be represented as
a series of interrelated states or events, such as in a state
diagram. Moreover, not all illustrated acts may be required to
implement a methodology in accordance with the innovation.
Additionally, as described above, the features, functions, and
benefits of each act of the process flows can be implemented by way
of adaptable UIs and other data processing components.
[0067] Generally, the assessment component 102 enables a user to
review a current strategy and to consider a set of influencers on
the strategy early in the overall planning process. As illustrated,
at 202, it can be particularly helpful to review previous or
existing strategy documentation and strategy performance metrics.
This information identifies some basis for changes that should be
incorporated in a new strategy. As the strategic planning process
is adopted, a user should be able to review the previously
documented strategy summary.
[0068] At 204, the current IT strategy can be produced by the
strategic planning team and vetted with leadership. As described
herein, the innovation can enhance IT vision, IT guiding
principles, business-translated strategies, high-level strategic
statements of IT capabilities and functions, and the architecture
stack for new development.
[0069] Strategy influencers are reviewed at 206. Here, it is to be
understood that strategy influencers can include both internal and
external influencers. Example influencers are listed below:
[0070] Internal Influencer Checklist: [0071] Corporate Priorities,
Business Strategies and IT Goals & Objectives; [0072] Recent IT
Performance; [0073] Current IT Challenges; [0074] Capability &
Function Analysis; [0075] Risk Analysis: [0076] Financial Analysis;
[0077] Workforce Management Analysis; [0078] Application Portfolio
Analysis; [0079] Policies & Standards; [0080] Quality
Management; and [0081] Existing Future State Process Models.
[0082] External Influencer Checklist: [0083] Industry Trends &
Emerging Technology; [0084] Globalization; [0085] Vendor
Management; and [0086] Benchmarking.
[0087] A technology planning guide is reviewed at 208. Given the
breadth of technology used within many organizations, it is prudent
to become familiar with current technologies. The information
outlined in this guide highlights key technology projects and
initiatives with the potential to impact planning for the next 6 to
12 months, or other designated time period.
[0088] Finally, with regard to the assessment component 102,
related strategy summaries can be reviewed at 210. To understand
the perspective and future state plans of closely related
capabilities and functions, a user should review their strategy
summaries. Accordingly, the assessment component 102 provides for a
search function to view other summaries, for example summaries on
the IT strategic planning team site. The user can browse each of
the strategies individually, or can perform searches of designated
topics as desired.
[0089] Turning now to FIG. 3, an example process flow diagram of an
analysis component 104 is shown. To determine the primary focus
(e.g., priorities) of the future state, an analysis of the current
situation can be performed. In one aspect of the innovation, one
very effective method is a SWOT analysis (also known as TOWS
analysis). The SWOT analysis is a technique for understanding
strengths and weaknesses, and for evaluating the opportunities and
threats at issue.
[0090] What makes SWOT particularly powerful is that it can help
uncover opportunities that can be taken advantage of in the
planning process. It is to be understood that by understanding the
weaknesses of the business, one can manage and eliminate threats
that would otherwise be caught unexpectedly. The SWOT analysis can
also be applied to competitors. As this is completed, one will
begin to see how and where competition is beneficial.
[0091] By using the SWOT framework to evaluate an organization and
applicable competitors, one can start to craft a strategy that
distinguishes the competitors. This strategy can assist to compete
successfully in the market. Carrying out this analysis will often
be illuminating--both in terms of pointing out what needs to be
done, and in putting problems into perspective. Strengths and
weaknesses are often internal to an organization. Opportunities and
threats often relate to external factors. For at least these
reasons, the SWOT analysis is sometimes referred to as
Internal-External.
[0092] At 302, strengths of the current state are determined. For
instance, interface input pages (e.g., adaptable UIs) facilitate
entry of specific information. By way of example, the following
questions can help to determine strengths: [0093] What advantages
does your organization, capability, or function have? [0094] What
do you do better than anyone else? [0095] What unique or
lowest-cost resources do you have access to? [0096] What do people
in your market see as your strengths?
[0097] These questions can be considered from an internal
perspective, and from the point of view of customers and people in
the market. It is to be appreciated that, in looking at strengths,
it is beneficial to think about them in relation to competitors.
For example, if all competitors provide high-quality products, then
a high-quality production process is not a strength in the market;
it is often considered a necessity.
[0098] At 304, weaknesses of current state are determined. For
instance, interface input pages facilitate entry of specific
information. For example, the following questions will help to
determine weaknesses: [0099] What could you improve? [0100] What
should you avoid? [0101] What are people in your market likely to
see as weaknesses?
[0102] Similar to strengths, weaknesses can be considered from an
internal and external basis--for example, do other people seem to
perceive weaknesses that you do not see? Are your competitors doing
any better than you? In establishing a planning strategy, it is
particularly helpful to be realistic upon the planning stage to
therefore face any unpleasant truths early in the process.
[0103] Opportunities are determined or established at 306. Here,
the following questions can be asked to determine opportunities:
[0104] Where are the good opportunities facing you? [0105] What
interesting trends are you aware of?
[0106] It will be understood that useful opportunities can come
from: [0107] Changes in technology and markets on both a broad and
narrow scale; [0108] Changes in government policy related to your
field; [0109] Changes in social patterns, population profiles,
lifestyle changes, etc.; and [0110] Local events.
[0111] A useful approach to looking at opportunities is to look at
strengths and determine whether any of the strengths lead to any
opportunities. Alternatively, it is helpful to determine whether
any opportunities can become available by eliminating
weaknesses.
[0112] Continuing with the discussion of the example process flow
of the analysis component 104, at 308, threats can be determined by
gathering information, for example, by way of interface input
screens, forms or templates. In one aspect, the following queries
can help to determine threats: [0113] What obstacles do you face?
[0114] What is your competition doing? [0115] Are the required
specifications for your job, products or services changing? [0116]
Is changing technology threatening your position? [0117] Are there
issues with the costs of your services? [0118] Could any of your
weaknesses seriously threaten your business?
[0119] After reviewing all the inputs and drivers of the strategy,
a list of the key goals and objectives or priorities that are
sought to achieve in the next two to three years (or other time
period) can be compiled at 310. This list of priorities will aid in
the creation of the future state strategy statements.
[0120] Referring now to FIG. 4, an example process flow of an
example summary manager component 106 is shown. In accordance with
the summary manager component 106, a series of input screens and/or
templates can be employed to gather information used to establish
the summary. In one aspect, the strategy summary template is
developed by a team of responsible IT strategists. This team can
establish templates that enable a good high-level strategy to be
generated by documenting vision, rationale for change, current and
future states, and the next-year initiatives and financial
projections for the people, technology, process, and delivery
dimensions. This example is illustrated in the process flow of FIG.
4.
[0121] At 402, vision and rationale for change can be documented.
In an example, input screens, pages, forms, or templates can be
provided in order to gather information used to establish the
summary. The vision can be a two- to three-year obtainable
objective. For instance, what does `finished` look like? The vision
can describe the target state of capability, function, or
organization that can be accomplished in two to three years, or
some other desired period.
[0122] People perspective is documented (or established) at 404.
Considering the People/Workforce Management dimension of
capability, function, or organization and using the inputs, drivers
and priorities collected as described supra, the future state, the
current state, the next-year initiatives, and the financial
projections associated with the stated initiatives can be gathered
or established. [0123] The future state describes major changes
required to enable target workforce objectives to become a reality;
[0124] The current state describes the current situation with
regard to workforce; [0125] The next-year initiatives articulate
the high-level tasks that will lead to tangible results, ultimately
achieving the target/future state (e.g., consider 90-day
increments); and [0126] The financial projections include the
statements of costs and savings, depicting the projected
efficiencies or costs related to workforce throughout the vision
cycle.
[0127] Considering the technology dimension of capability,
function, or organization and using the inputs, drivers, and
priorities collected in the previous section of this document, the
future state, current state, next-year initiatives, and the
financial projections associated with the stated initiatives at
406, information can be gathered to assist in development of the
summary. For example: [0128] The future state should describe the
major changes required to enable target technology objectives to
become a reality; [0129] The current state describes the current
situation with regards to technology; [0130] The next-year
initiatives articulate the high-level tasks that will lead to
tangible results, ultimately achieving the target/future state
(e.g., consider 90-day increments); and [0131] The financial
projections include the statements of costs and savings, depicting
the projected efficiencies or costs related to technology
throughout the vision cycle.
[0132] At 408, considering the process dimension of capability,
function, or organization and using the inputs, drivers, and
priorities collected in the previous section of this document, list
the future state, current state, next-year initiatives, the
financial projections associated with the stated initiatives can be
gathered to assist in generation of a summary. For example: [0133]
The future state should describe the major changes required to
enable target process objectives to become a reality; [0134] The
current state describes the current situation with regards to
process; [0135] The next-year initiatives articulate the high-level
tasks that will lead to tangible results, ultimately achieving the
target/future state (e.g., consider 90-day increments); and [0136]
The financial projections include the statements of costs and
savings, depicting the projected efficiencies or costs related to
process throughout the vision cycle.
[0137] Considering the delivery dimension of capability, function,
or organization at 410 and using the inputs, drivers, and
priorities collected in the previous section of this document, the
future state, current state, next-year initiatives, the financial
projections associated with the stated initiatives can be gathered
to assist in establishment of the summary. For example: [0138] The
future state should describe the major changes required to enable
target customer delivery objectives to become a reality; [0139] The
current state describes the current situation with regards to
customer delivery and roll-out; [0140] The next-year initiatives
articulate the high-level tasks that will lead to tangible results,
ultimately achieving the target/future state (e.g., consider 90-day
increments); and [0141] The financial projections include the
statements of costs and savings, depicting the projected
efficiencies or costs related to customer delivery and roll-out
throughout the vision cycle.
[0142] At 412, a strategy timeline can be established or
documented--the strategy timeline can lay out the initiatives
planned for the upcoming year to achieve the documented future
state. The timeline can highlight most any dependencies associated
with each of the initiatives. The timeline can assist in
socializing strategy with leadership and team members responsible
for the capability, function, or organizational objectives.
[0143] Finally, strategy metrics can be documented at 414. As part
of an ongoing effort to improve the strategic planning process,
metrics can be employed to measure strategies. When establishing a
strategy, performance metrics can be employed to enhance
effectiveness and success of the strategy.
[0144] Turning now to a discussion of the collaboration component
108, FIG. 5 illustrates an example process flow in accordance with
an aspect of the innovation. Here, the strategists, capability, and
function leaders can have an opportunity to discuss and review the
strategies, architecture, workforce, and process strategies in one
or a series of collaboration sessions. These sessions can be
facilitated, supplemented or otherwise enabled by way of data
presentation (e.g., via UIs). In examples, the data can be
organized, ranked, etc. based at least in part upon preference,
policy, type, content, etc. The strategists can include the input
collected in their strategies for the next year (or other time
period). The capability and function leaders can include the input
in their refreshed strategy that is to be completed by the end of
the year (or other time period).
[0145] At 502, architecture, workforce, and process collaboration
sessions can be held. In one example, the first collaboration
session will occur after the strategy has been approved by their
business partner and before the strategies are communicated out
more broadly to IT leadership. Most often, this session will
include strategists, architecture, workforce and process
representatives.
[0146] At 504, capability and function leader collaboration
sessions can be held. Here, the strategists can update their
strategies based on input collected in the first session before the
second collaboration session. In aspects, there can be
approximately one month (or other time period) between each
collaboration session. The second session will include strategists,
capability leaders and function leaders. In the example, capability
leaders and function leaders will use the information collected as
input into their strategies to be updated by the end of the year.
In this session the capability and function leaders will have the
opportunity to provide input into the subsequent (e.g., next
year's) strategies for the different areas.
[0147] Finally, at 506, results are documented and updates (if
applicable) are applied to the strategy. Here, the strategists,
capability leaders, and function leaders will update their
strategies based on the input collected (or otherwise determined)
in each of the collaborations sessions (502, 504).
[0148] Turning now to FIG. 6, an example process flow of a
management approval component 110 is shown. The strategies
developed can be reviewed with leadership for vetting and approval.
Function leaders can review their strategies as part of their
quarterly functional plan review. Once the strategies are approved,
the strategy leader is empowered to execute on the two- to
three-year (or other term) strategy and initiatives.
[0149] At 602, a summary presentation can be generated. The
strategy can be presented to leadership in a format that is easy to
review and decision. The innovation's strategy team site (for
example, as shown in the figures that follow) is designed to allow
a user to generate a report and an overview map from the strategy
summary. Each strategy leader has the ability to enter the strategy
content in different formats. Thus, after generating the full
strategy report and map, the user can review what is generated to
make sure it can be vetted and reviewed easily. In aspects, content
can include bullets or other formatting for better or efficient
review. Essentially, the innovation supports most any report
configurations which provide the format for vetting and review. In
addition to web-based input pages, it is possible for the content
of the strategy summary to be placed in a word processing or other
text-based template or form.
[0150] A summary timeline can be generated (and presented) at 604.
For example, the innovation can generate a timeline from the tasks
listed in the initiatives portion of the strategy. In other aspects
a spreadsheet template can be employed to generate a timeline of
the initiatives planned to achieve the future strategy.
[0151] Milestones are summarized at 606--either within the strategy
summary, a word processor template, or in a separate document,
important points to the strategy can be summarized. Here, the plans
that are most critical to the success of the strategy can be
highlighted to leadership.
[0152] The strategy can be presented to leadership at 608. The
strategic planning team can produce a schedule for vetting and
presenting the capability strategies to the CIO/CTO forum. In one
aspect, the CTO can have a quarterly review schedule for the
functional plans, including the developed functional strategies.
The user can be proactive in determining when they will be required
to review strategies so as to have adequate time to complete and
socialize your strategy components.
[0153] Results are documented and updates applied at process stage
610. After the strategy is vetted and reviewed by leadership, one
should allow time for rework and updates based on the input
received from leadership. After the updates are complete, the
strategy can be posted (or re-posted) to the strategic planning
team site. Additionally, it is possible to verify or ensure that it
can be accessed from the different access points. For example, each
capability can have a capability site with a link to its strategy.
The strategy link can connect to the strategy summary stored on the
strategic planning team site. If it is decided to complete a
detailed strategy document that too can be stored on the strategic
planning team site--an example team site is shown in the figures
that follow.
[0154] Referring now to FIG. 7, an example process flow of a
deployment component 112 is shown in accordance with an aspect of
the innovation. Essentially, the deployment component 112 enables
strategies to be communicated intra- and inter-organization as
desired or appropriate. This communication can facilitate
collaboration and enhance integration of strategies.
[0155] At 702, a strategy is posted, for example upon a team
accessible site. It is to be understood that the site can be
accessible via an enterprise intranet, the Internet, or other
network. In one aspect, the strategy can be posted to the team
site, but if it was chosen to develop the strategy using another
documentation tool (e.g., Web form, word processor template . . .
), the content can be posted into a strategy summary template or to
the team site. It will be understood that, by adding to the
strategy summary repository, other IT leaders can search, retrieve,
and view the strategy.
[0156] The strategy can be linked to accessible sites at 704.
Continuing with the example, using the Web site in which the
process and strategy documents were posted, links could be added
for the new or updated strategy. Additionally, it is to be
appreciated that metadata and other tags together with indexing can
be applied to a strategy to facilitate effective search and
retrieval.
[0157] A communications plan can be created and/or updated at 706.
Here, the plan can be communicated based upon a user or
organizational preference or policy. The user can develop a
communication plan for communicating deliverables and changes, if
applicable. Additionally, the method in which the user would like
to communicate the strategy to leadership, team members, and more
broadly in the organization can be added to the plan.
[0158] At 708, the communications plan can be executed--Following
the communications plan, which should take into account the
collaboration with other organizations, capabilities, and
functions, appropriate communications can be sent out to
appropriate stakeholders, leaders, etc.
[0159] Finally, the strategy can be communicated at 710. For
example, the strategic planning team can assist in communicating
out the approved strategy by documenting and distributing the
highlights in an IT communication (e.g., newsletter, group mailing,
electronic mail, bulletin board . . . ).
[0160] In accordance with the example process flows of each
component (102-112) described supra, it is to be understood that
the functionality of each of these components (102-112) enable data
collection, analysis, manipulation, transformation,
search/retrieval, presentation, etc. as described with regard to
each of the processes. For example, data can be automatically input
and collected by way of templates and forms. Additionally, as
described above, adaptable forms and templates can be incorporated.
As well, the data can be analyzed whereby a strategy or summary can
be generated, stored, and communicated as appropriate or desired.
For instance, the information can be generated, stored, and/or
communicated based at least in part upon a preference, policy, or
inference.
[0161] Following is a discussion of an example IT strategic
planning team site to create, update, search and view summaries and
detailed strategy documents. FIG. 8 illustrates a link on an
example team site page 800 which launches instructions to create
and edit strategy summaries. As shown in the screen shot 800 of
FIG. 8, a user is able to navigate the UI screens in order to
establish strategy plans and summaries. It is to be understood that
the components of system 100 of FIG. 1 are used to establish the
appropriate interfaces as well as to effect the backend processing
and transformations associated therewith.
[0162] FIG. 9 illustrates an example search UI 900 in accordance
with aspects of the innovation. One of the primary objectives of
creating the strategy repository is to facilitate searches across
strategy summaries and detailed strategy documents. In the example,
the search capability is located at the top right corner of the IT
strategic planning team site as shown in FIG. 9.
[0163] An example search is illustrated in FIG. 10. As illustrated
in the example of FIG. 10, a search screen 1000 illustrates a
search for items (e.g., summaries and documents) that contain the
word "Oxmoor". As shown in screen print 1000, a list of summary
forms and documents that contain the search criteria (e.g.,
"Oxmoor") are retrieved and rendered to the by way of the UI. It
will be understood that the search, retrieval, and rendering
functionality is effected by way of the components of system 100 of
FIG. 1.
[0164] FIGS. 11A & B and 12A & B illustrate UI screen
prints 1100 and 1200 respectively that relate to viewing,
reporting, and printing strategies. For ease of viewing strategies
across CIO groups, capabilities, and functions, tabular views can
be accessible from the home page. Within each of the tabs, a user
can expand the types of strategies documented and view the core
components of the strategy by selecting each of the view links. The
user can also view and print a full report of the strategy. Access
to the strategy overview maps and strategy timeline can also be
added to these views as desired.
[0165] FIG. 13 illustrates an example UI screen 1300 that
facilitates creating and updating strategies in accordance with
aspects of the innovation. For creating and updating strategies,
the Strategy Summary Creation & Updates link (UI 1300) on the
home page can be used rather than the tabular views. The team sites
can be equipped with views set up specifically for creating and
editing forms created within the team site as appropriate or
desired. As will be understood, the navigation is often clearer
using these views. The tabular views provide access and viewing of
the strategy content.
[0166] After the user selects the Strategy Summary Creation &
Updates link on the left navigation menu (as illustrated in UI
1300), a list of strategies will appear. To access an existing
strategy, the user can select the icon to the left of the strategy
title. If it is desired to create a new strategy, the new item
option at the top of the page above the list of strategies can be
selected. The list shows the most recently updated strategies,
thus, it is possible to be able to easily find a desired strategy.
It is to be appreciated that the configuration and layout of UI
1300 (as well as other UIs described herein) are examples of the
features, functions, and benefits of particular aspects of the
innovation. As such, these specific aspects are not intended to
limit the innovation in any manner. Rather, other aspects exist
that include alternative content and configurations--these
alternative aspects are to be included within the scope of the
innovation and claims appended hereto.
[0167] Turning now to FIG. 14, an example UI 1400 that facilitates
viewing detailed strategies in accordance with aspects of the
innovation is shown. In a particular aspect, for access to the
detailed strategy documents, a user can select the Detailed
Strategy Documents link located on the top left corner of the IT
Strategic Planning team site as illustrated in UI 800 of FIG. 8. As
shown in FIG. 14 and UI 1400, the detailed documents can be located
in folders broken down by type of strategy.
[0168] With reference now to FIG. 15, the CIO Strategy
Documentation Links can be employed to reference related topics.
FIG. 15 illustrates an example home page UI 1500 that makes
available strategy documentation links. In other words, to
reference related topics, a user can employ the links on the
rightmost section of the IT Strategic Planning home page (1500).
Additionally, other useful links can be added by selecting the Add
new link option as shown in UI 1500. The user can also communicate
an additional request to one of the strategic planning contacts
listed in the introduction of this document.
[0169] As described supra, in aspects, Web-based templates can be
employed to enter or gather strategic planning data. In alternative
aspects, word processing or other text-based templates or forms can
be employed to gather data related to IT planning. An example
portion (1600) of a template or form is illustrated in FIG. 16.
[0170] Referring now to FIG. 17, there is illustrated a block
diagram of a computer operable to execute the disclosed
architecture. In order to provide additional context for various
aspects of the subject innovation, FIG. 17 and the following
discussion are intended to provide a brief, general description of
a suitable computing environment 1700 in which the various aspects
of the innovation can be implemented. While the innovation has been
described above in the general context of computer-executable
instructions that may run on one or more computers, those skilled
in the art will recognize that the innovation also can be
implemented in combination with other program modules and/or as a
combination of hardware and software.
[0171] Generally, program modules include routines, programs,
components, data structures, etc., that perform particular tasks or
implement particular abstract data types. Moreover, those skilled
in the art will appreciate that the inventive methods can be
practiced with other computer system configurations, including
single-processor or multiprocessor computer systems, minicomputers,
mainframe computers, as well as personal computers, hand-held
computing devices, microprocessor-based or programmable consumer
electronics, and the like, each of which can be operatively coupled
to one or more associated devices.
[0172] The illustrated aspects of the innovation may also be
practiced in distributed computing environments where certain tasks
are performed by remote processing devices that are linked through
a communications network. In a distributed computing environment,
program modules can be located in both local and remote memory
storage devices.
[0173] A computer typically includes a variety of computer-readable
media. Computer-readable media can be any available media that can
be accessed by the computer and includes both volatile and
nonvolatile media, removable and non-removable media. By way of
example, and not limitation, computer-readable media can comprise
computer storage media and communication media. Computer storage
media includes both volatile and nonvolatile, removable and
non-removable media implemented in any method or technology for
storage of information such as computer-readable instructions, data
structures, program modules, or other data. Computer storage media
includes, but is not limited to, RAM, ROM, EEPROM, flash memory or
other memory technology, CD-ROM, digital versatile disk (DVD) or
other optical disk storage, magnetic cassettes, magnetic tape,
magnetic disk storage or other magnetic storage devices, or any
other medium which can be used to store the desired information and
which can be accessed by the computer.
[0174] Communication media typically embodies computer-readable
instructions, data structures, program modules, or other data in a
modulated data signal such as a carrier wave or other transport
mechanism, and includes any information delivery media. The term
"modulated data signal" means a signal that has one or more of its
characteristics set or changed in such a manner as to encode
information in the signal. By way of example, and not limitation,
communication media includes wired media such as a wired network or
direct-wired connection, and wireless media such as acoustic, RF,
infrared and other wireless media. Combinations of the any of the
above should also be included within the scope of computer-readable
media.
[0175] With reference again to FIG. 17, the exemplary environment
1700 for implementing various aspects of the innovation includes a
computer 1702, the computer 1702 including a processing unit 1704,
a system memory 1706 and a system bus 1708. The system bus 1708
couples system components including, but not limited to, the system
memory 1706 to the processing unit 1704. The processing unit 1704
can be any of various commercially available processors. Dual
microprocessors and other multi-processor architectures may also be
employed as the processing unit 1704.
[0176] The system bus 1708 can be any of several types of bus
structure that may further interconnect to a memory bus (with or
without a memory controller), a peripheral bus, and a local bus
using any of a variety of commercially available bus architectures.
The system memory 1706 includes read-only memory (ROM) 1710 and
random access memory (RAM) 1712. A basic input/output system (BIOS)
is stored in a non-volatile memory 1710 such as ROM, EPROM, EEPROM,
which BIOS contains the basic routines that help to transfer
information between elements within the computer 1702, such as
during start-up. The RAM 1712 can also include a high-speed RAM
such as static RAM for caching data.
[0177] The computer 1702 further includes an internal hard disk
drive (HDD) 1714 (e.g., EIDE, SATA), which internal hard disk drive
1714 may also be configured for external use in a suitable chassis
(not shown), a magnetic floppy disk drive (FDD) 1716, (e.g., to
read from or write to a removable diskette 1718) and an optical
disk drive 1720, (e.g., reading a CD-ROM disk 1722 or, to read from
or write to other high capacity optical media such as the DVD). The
hard disk drive 1714, magnetic disk drive 1716, and optical disk
drive 1720 can be connected to the system bus 1708 by a hard disk
drive interface 1724, a magnetic disk drive interface 1726 and an
optical drive interface 1728, respectively. The interface 1724 for
external drive implementations includes at least one or both of
Universal Serial Bus (USB) and IEEE 1394 interface technologies.
Other external drive connection technologies are within
contemplation of the subject innovation.
[0178] The drives and their associated computer-readable media
provide nonvolatile storage of data, data structures,
computer-executable instructions, and so forth. For the computer
1702, the drives and media accommodate the storage of any data in a
suitable digital format. Although the description of
computer-readable media above refers to a HDD, a removable magnetic
diskette, and a removable optical media such as a CD or DVD, it
should be appreciated by those skilled in the art that other types
of media which are readable by a computer, such as zip drives,
magnetic cassettes, flash memory cards, cartridges, and the like,
may also be used in the exemplary operating environment, and
further, that any such media may contain computer-executable
instructions for performing the methods of the innovation.
[0179] A number of program modules can be stored in the drives and
RAM 1712, including an operating system 1730, one or more
application programs 1732, other program modules 1734, and program
data 1736. All or portions of the operating system, applications,
modules, and/or data can also be cached in the RAM 1712. It is
appreciated that the innovation can be implemented with various
commercially available operating systems or combinations of
operating systems.
[0180] A user can enter commands and information into the computer
1702 through one or more wired/wireless input devices, e.g., a
keyboard 1738 and a pointing device, such as a mouse 1740. Other
input devices (not shown) may include a microphone, an IR remote
control, a joystick, a game pad, a stylus pen, touch screen, or the
like. These and other input devices are often connected to the
processing unit 1704 through an input device interface 1742 that is
coupled to the system bus 1708, but can be connected by other
interfaces, such as a parallel port, an IEEE 1394 serial port, a
game port, a USB port, an IR interface, etc.
[0181] A monitor 1744 or other type of display device is also
connected to the system bus 1708 via an interface, such as a video
adapter 1746. In addition to the monitor 1744, a computer typically
includes other peripheral output devices (not shown), such as
speakers, printers, etc.
[0182] The computer 1702 may operate in a networked environment
using logical connections via wired and/or wireless communications
to one or more remote computers, such as a remote computer(s) 1748.
The remote computer(s) 1748 can be a workstation, a server
computer, a router, a personal computer, portable computer,
microprocessor-based entertainment appliance, a peer device, or
other common network node, and typically includes many or all of
the elements described relative to the computer 1702, although, for
purposes of brevity, only a memory/storage device 1750 is
illustrated. The logical connections depicted include
wired/wireless connectivity to a local area network (LAN) 1752
and/or larger networks, e.g., a wide area network (WAN) 1754. Such
LAN and WAN networking environments are commonplace in offices and
companies, and facilitate enterprise-wide computer networks, such
as intranets, all of which may connect to a global communications
network, e.g., the Internet.
[0183] When used in a LAN networking environment, the computer 1702
is connected to the local network 1752 through a wired and/or
wireless communication network interface or adapter 1756. The
adapter 1756 may facilitate wired or wireless communication to the
LAN 1752, which may also include a wireless access point disposed
thereon for communicating with the wireless adapter 1756.
[0184] When used in a WAN networking environment, the computer 1702
can include a modem 1758, or is connected to a communications
server on the WAN 1754, or has other means for establishing
communications over the WAN 1754, such as by way of the Internet.
The modem 1758, which can be internal or external and a wired or
wireless device, is connected to the system bus 1708 via the serial
port interface 1742. In a networked environment, program modules
depicted relative to the computer 1702, or portions thereof, can be
stored in the remote memory/storage device 1750. It will be
appreciated that the network connections shown are exemplary and
other means of establishing a communications link between the
computers can be used.
[0185] The computer 1702 is operable to communicate with any
wireless devices or entities operatively disposed in wireless
communication, e.g., a printer, scanner, desktop and/or portable
computer, portable data assistant, communications satellite, any
piece of equipment or location associated with a wirelessly
detectable tag (e.g., a kiosk, news stand, restroom), and
telephone. This includes at least Wi-Fi and Bluetooth.TM. wireless
technologies. Thus, the communication can be a predefined structure
as with a conventional network or simply an ad hoc communication
between at least two devices.
[0186] Wi-Fi, or Wireless Fidelity, allows connection to the
Internet from a couch at home, a bed in a hotel room, or a
conference room at work, without wires. Wi-Fi is a wireless
technology similar to that used in a cell phone that enables such
devices, e.g., computers, to send and receive data indoors and out;
anywhere within the range of a base station. Wi-Fi networks use
radio technologies called IEEE 802.11(a, b, g, etc.) to provide
secure, reliable, fast wireless connectivity. A Wi-Fi network can
be used to connect computers to each other, to the Internet, and to
wired networks (which use IEEE 802.3 or Ethernet). Wi-Fi networks
operate in the unlicensed 2.4 and 5 GHz radio bands, at an 11 Mbps
(802.11a) or 54 Mbps (802.11b) data rate, for example, or with
products that contain both bands (dual band), so the networks can
provide real-world performance similar to the basic 10BaseT wired
Ethernet networks used in many offices.
[0187] What has been described above includes examples of the
innovation. It is, of course, not possible to describe every
conceivable combination of components or methodologies for purposes
of describing the subject innovation, but one of ordinary skill in
the art may recognize that many further combinations and
permutations of the innovation are possible. Accordingly, the
innovation is intended to embrace all such alterations,
modifications, and variations that fall within the spirit and scope
of the appended claims. Furthermore, to the extent that the term
"includes" is used in either the detailed description or the
claims, such term is intended to be inclusive in a manner similar
to the term "comprising" as "comprising" is interpreted when
employed as a transitional word in a claim.
* * * * *