View
798
Download
0
Category
Tags:
Preview:
DESCRIPTION
Citation preview
SWOT Analysis for SWOT Analysis for EIRMS EIRMS (Enterprise (Enterprise Information Resources Information Resources Management Strategy)Management Strategy)
Ben Berry – CIO ODOT
October 2nd 2009
Master Change Facilitator
2
Overview
• Purpose– Emerge a SWOT (Internal Strengths &
Weaknesses and External Opportunities & Threats) Analysis for the EIRMS (Enterprise Information Resources Management Strategy)
• Executive Sponsor: Dugan Petty – State CIO
• Owners: CIOMC – CIO Management Council
Kick offKick off
Dugan Petty – State CIO
Executive Sponsor October 2nd 2009
4
SWOT Workshop Context
• Changed Environment
• Strategy Planning Process
• Business-based Strategy/SWOT
5
SWOT Workshop Scope
Collectively analyze and evaluate agencies’ abilities to accomplish their missions and business outcomes through their use of Information Resource Management (IRM).
IRM includes the strategic management of enterprise information, technology and human resources. Wise planning and use of IT (a subset of IRM) can help coordinate and unify an organization, and add further value when coordinated across multiple organizations (the enterprise).
6
SWOT Workshop Objectives
1. Distill central theme or implications from the workshop to inform development of the information resource management strategy
2. Find commonality across agencies
3. Lead to strategic information resource management goals and objectives to most effectively support agencies’ achievement of their mission and business outcomes
7
Introduction
• Master Change Facilitator – Ben Berry – CIO ODOT
• Facilitators– Gabriela Pop, MBA – ODOT IT Intern – Howie Pham, MBA – ODOT IT Intern – Joyce Wu, MBA – ODOT IT Intern – Diep Ho, MBA – ODOT IT Intern
• Coordinator – Vickie Warner – Executive Assistant
• Participants
8
Ground Rules
• Evidence-based information, not just
opinions
• Encourage everyone to participate
• Respect ideas
• Listen, try not to interrupt
• Be honest
• ……
• …
9
“Synchronize the Organization”
Agency CIO's The Team
Master ChangeFacilitator
Facilitators InternalAuditors
Agency Line of Business
Administrative Services Business Managers
Enterprise Business Executives
Gather people from key agencies to create consensus decision making
10
Less time to decide(time efficient)
Leader decides
More time to decide(more developmental)
Group decides
L1 L2 LF1 LF2 M
No group Self or written information
Gather info and then Leader decides
Leader meets with people one on one Collects info Leader makes decision
consultative
Leader meets with group in open forum Prompts ideas and considers input Leader still makes decision
assumes Goal Congruence
Group participation Group Decides
autocratic consensus
The Art of Decision Making
11
SWOT Process Steps
1. Brainstorm ideas -Every idea is considered
2. Use the “In and Out Frame”
3. Categorize SWOT ideas generated
4. Prioritize SWOT ideas
5. Select top SWOT ideas
6. Report-out SWOT Analysis
12
ExternalFactors
Internal
Factors
Opportunities Threats
Weakn
ess
es
Weakn
ess
es
Str
ength
sStr
ength
s
StrategiesBuilt on Strength
StrategiesBuilt on Defense
• External factors – Refers to factors outside the enterprise in state government such as: citizen/public, business partners, legislative partners, etc.
• Internal factors – Refers to factors inside the enterprise that are related to: agency business and mission, business objectives and decision making, agency results, etc.
13
Improved Enterprise
Information Resource Strategy
Improved Enterprise
Information Resource Strategy
Internal Weaknesses Score
Bell-Shaped Curve“The Law of Things”
0 2 5 8 10
Internal Strengths Score
Competitive ParityMINIMIZE
MAXIMIZE
Weaknesses Strengths
14
Brainstorming Template
15
Brainstorming TemplateIn and Out the Frame
In the Frame
Out the FrameOut the Frame
16
Brainstorming Template – Categorization
CategoryCategory CategoryCategory CategoryCategory
17
Brainstorming Template –Prioritization
CategoryCategory CategoryCategory CategoryCategory
18
StrengthsSWOT Analysis for the EIRMS
Collaboration Leadership Policy and contracts
Opportunities Threats
WeaknessesPeople Misc.
Miscellaneous
Misc.
Misc.
Resources BureaucracyPeople / Leadership
Enterprise approach
Governance
Collaboration Customer Technology
Communication
Resources/ Partners
Enterprise approach
Citizens
Legislature ResourcesSecurity
Technology
19
Final Report-OutCollaboration: - Cross agency relationship and collaboration; Recognize the need to improve enterprise imitative; CIOC- good forum for exchange ideas; Growing integration of enterprise architecture in agency efforts.
Leadership: - United CIOs; Leadership/ mentoring across agency boundaries; data-based documented decisions.
Policy and Contracts: - Ability to establish statewide contracts to leverage buying power; Staff augmentation contract; BCP planning process.
People: - Intellectual capital abundance across agencies; Agency innovation in the use of information technology.
Miscellaneous: - Involving business and administrative success; Web access to information; Successful use of project management.
Resources: - Lack of good funding vehicle for enterprise issues; Biennial budget process not aligned with IT lifecycle; No resource to look at common needs; Fragmented revenue stream.
Enterprise approach: - No collective management; Lack of unified mission; Lack of ability for agencies to settle on enterprise business agreements.
People ad leadership: - Employee morale; It staff skills evolving slower than technology; exhaustion of workforce; Risk adverse culture.
Bureaucracy: - Lack of ability to move quickly; Time consuming IT contracting.
Governance: - Immature IT governance process in some agencies; Spread IT governance statewide.
Collaboration: - Enterprise opportunities; Shared email system; Better partnerships with the legislature.
Customer: - Use technology to extend the service delivery model; take citizen view of state services; public expect “on-time” , “real time”.
Communication/ PR: - Better education of citizens; Leverage citizens support for improvement; Communicate state accomplishments.
Resources: - Use of federal government contracts.
Miscellaneous: - Streamline DAS approval process on agency IT contracts; Leverage workforce ideas; Expectation of sustainability.
Enterprise approach: - Raising frustrations.
Citizens: - Legislature and citizens do not perceive the value of IT; public perception of government as wasteful and sloppy.
Legislature: - Legislative perception; Union resistance to outsourcing solutions; Regulations and policies that build barriers.
Security: - Security risks; Lack of sufficient funding for security issues.
Resource: - Unfunded mandates; Mainframe support staff.
Miscellaneous: - Turf Protection.
WeaknessesStrengths
Opportunities Threats
SWOT_Workshop_Outcomes (Update...
20
Things that worked well Things that we’d change
+Plus-Delta
Everyone participated
The facilitation was good
Prep-work sufficient
Productive discussions
Different perspectives at the table
Entertaining leadership
Good structure, No surprises
Nicely compressed timeframe
Helpful interns
More business people needed
More time needed
Too many colors
Process suggestion: brainstorm first for 3 minutes and then discuss
Some sticky notes were not discussed
Too many dots more dots needed
21
Final Words / Adjourn
• Value for the EIRMS• Next steps and owners• Suggestions
2222
This presentation was designed by Gabriela Pop, a graduate of Willamette University MBA Program. For more
information contact Ben Berry at [Mailto:ben.berry@odot.state.or.us ]
SWOT Analysis for EIRMS
Synchronize the Organization
23
Room Layout
Recommended