SISP Tools

1
SISP Tools

• Introduction
• Grouping SISP Tools
• Selected SISP Tools
• Conclusion

2
Introduction

• Over the years a number of tools have been
  developed to assist with the IS strategy planning
  process
• Some organisations use 1 or 2 models only, others
  use a number of tools to deal with different
  aspects of IS planning

3
SISP Tools (Some Examples)

• Checklists
• Business Analysis e.g. Swot, PLEETS
• Sector Analysis
• Business Opportunities
• Opportunity Search
• Strategic Analysis
• Internal Position
• Analysis of the internal position
• Generic IS Strategies
• Value Chain Analysis
• Evolutionary Models
• E.g. Stages of Growth Model
• Information Requirements Analysis
• E.g. CSF Analysis
• Portfolio Management Approach
• E.g. Internet Value Matrix

• External Position
• Analysis of Competitive Position e.g.
• Five forces model
• Generic Strategies
• Strategic Thrusts
• Linkage/Future Models
• Linkage Models
• E.g Linkage Analysis Planning
• Future Models
• E.g. Scenario planning

4
SISP TOOLS Analysed Further (10)

• Checklists
• SWOT
• Business Opportunities
• Strategic Analysis Matrix
• Analysis of the Internal Position
• Value Chain Analysis
• Stages of Growth Model
• CSF Analysis
• Internet Value Matrix
• Analysis of Competitive Position
• Competitive Five Forces Model
• Generic Business Strategies
• Linkage/Future Models
• Linkage Analysis Planning
• Scenario Planning

5

• CHECKLISTS

6
SWOT Analysis
Attack
Beware
Opportunity
Situation IS Faces
Threat
Explore
Play Safe
Strength
Weakness
Evaluation of IS Capability
7

• BUSINESS OPPORTUNITIES

8
Strategic IS Portfolio Analysis(1996)
Ward and Griffiths (1996)
Star (Invest)
Wild cat (Examine)
(Market Growth)
importance
Turnaround
Strategic
advice
Strategic competitive importance of planned IS
Dog (Divest)
Cash Cow (Milk)
Support
Factory
Strategic competitive importance of current
IS (Market Share)
BCG Matrix Robson ch 2 page 53, McFarlan
McKenney (1983) IS Strategic Grid
9

• ANALYSIS OF THE
• INTERNAL POSITION

10
Firms Value Chain Analysis (1985)
Firm Value Chain Analysis ...
11
Stages of Growth Model (Nolan, 1974)
Stages of Growth Model .
time
12
Stages of Growth Model contin..

• Expenditure on IT/ IS followed an S-curve over
  time
• Organisational learning also followed an S-curve
• Each stage marks a new approach to managing and
  using IT/IS
• Movement between stage often prompted by an
  organisational crisis in the life of the IT
  function

Stages of Growth Model .
13
Critical Success Factors (Rockart,1977)

• Identify Critical Success Factors
• Identify Key Decisions related to the CSFs
• Identify the Information Required to support
  those decisions

14
CSF Analysis

• Successful application requires skilled team
• Attractive to top management teams
• Managers not experienced in strategic planning
  may find it difficult
• Incorporated into a number of methodologies e.g.
  Andersen Consultings Method/1

15
Internet Value Matrix( Alexander, 2000)
Criticality to Business Newness of Idea
New fundamentals Low Low
Operational Excellence High Low
Rational experimentation Low High
Breakthrough Strategy High High
16
Internet Value Matrix contin..

• This is a Portfolio planning technique used by
  Cisco to ensure it develops a well-rounded
  Portfolio of IT projects
• Today, Ciscos portfolio revolves around the
  internet

17

• ANALYSIS OF COMPETITIVE POSITION
• (EXTERNAL)

18
Porters Competitive 5 Forces Model (1985)
Porters 5 Forces ...
Robson, ch 5, pg 128
19
Generic Business Strategies (Porter, 1985)

• Low Cost
• Reduce overall costs in production and operations
• At point of sale
• Differentiation
• Add features to the product or service directly
• Focus/niche
• Identify and create market niches directly

20
Strategic Thrusts (Rackoff, 1985)

• Strategic Thrusts ..
• Extends Porters Generic strategies into five
• Low Cost
• Differentiation
• Innovation
• Growth
• Alliance
• These are targeted at
• Suppliers
• Customers
• Competitors

21
Strategic Options Generator
Strategic Options Generator ...
What is the strategic Target?
Supplier
Customer
Competitor
What is the strategic Thrust?
Differentiation
Low Cost
Innovation
Growth
Alliance
What is the Mode?
Offensive
Defensive
What is the Direction?
Use
Provide
22

• LINKAGE/FUTURE MODELS

23
Linkage Models (Primozic, 1991)

• Examines links organisations have with one
  another
• Goal create a strategy utilising electronic
  channels

Step 1 Define power relationships among the various players and stakeholders
Step 2 Map out the extended enterprise to include suppliers, buyers and strategic partners
Step 3 Plan electronic channels to deliver the information component of products and services
24
Scenario Planning (Schwartz, 1991)

• SCENARIOS
• stories about the way the world might be in the
  future
• The goal is not to predict the future
• Explore forces that may cause different futures
  to take place
• Decide on actions if forces materialise
• Case Example Scenarios on the Future of IS
  Management

25
Scenario Planning contin..
Step 1 Define a decision problem and timeframe to bound the analysis
Step 2 Identify major known trends that will affect the decision problem
Step 3 Identify just a few driving uncertainties
Step 4 Construct the scenarios