Digital and ICT strategic planning-Workplan



Current state: workplanDigital and ICT strategic planning frameworkFinalOctober 2018v1.0.0OFFICIAL - PublicDocument detailsSecurity classificationOFFICIAL - PublicDate of review of security classificationOctober 2018AuthorityQueensland Government Chief Information OfficerAuthorQueensland Government Chief Information OfficeDocumentation statusWorking draftConsultation releaseFinal versionContact for enquiries and proposed changesAll enquiries regarding this document should be directed in the first instance to:Queensland Government Chief Information Officeqgcio@qgcio..au AcknowledgementsThis version of the Digital and ICT strategic planning framework was developed and updated by Queensland Government Chief Information Office.Feedback was also received from a number of agencies, which was greatly appreciated.CopyrightDigital and ICT strategic planning framework? The State of Queensland (Queensland Government Chief Information Office) 2018Licence This work is licensed under a Creative Commons Attribution 4.0 International licence. To view the terms of this licence, visit . For permissions beyond the scope of this licence, contact qgcio@qgcio..au. To attribute this material, cite the Queensland Government Chief Information Office. The licence does not apply to any branding or images. Information securityThis document has been security classified using the Queensland Government Information Security Classification Framework (QGISCF) as OFFICIAL - Public and will be managed according to the requirements of the QGISCF.PurposeIdentifying the current investment in digital and ICT related initiatives will provide the agency with greater visibility of digital and ICT related initiatives including the performance of current initiatives in terms of cost, risk, schedule, quality and the degree to which benefits are being delivered.Practitioners must work with the portfolio function and with the business to capture the existing programs and projects that include significant digital or ICT investment componentsAudienceA practitioner in the context of this guideline can include one or more of the following roles:Digital and ICT strategic plannersAgency and service strategic plannersInvestment or portfolio specialistsBenefits specialistsBusiness analysts.Digital and ICT initiativesThe information required to identify the current digital and ICT related programs and projects may be readily available in agency through existing sources of information including:Annual ICT profile information submitted to the Queensland Government Chief Information Office as part of the Queensland Government ICT profiling standard.Agency portfolio dashboards and portfolio reportsProgram and project registers available from the program and project management offices or program and project delivery areas of the agency.Agency operational plansAgency performance reports that show the current status of significant initiativesAgency capital plans.Where the information in not readily available or is old or incompletes, practitioners may need to survey the organisation or conduct interviews with senior representatives from the business.The Queensland Government ICT profiling standard outlines a number of attributes to be considered when capturing information relating to digital and ICT initiatives. These include but are not limited to:Initiative nameUnique program or project identifierInvestment objectives Initiative typeProgram nameInitiative stageActual start dateOriginal planned end datePlanned end datePercentage completeAssurance levelCBRC funding amountActual cost to datePlanned expenditure current financial yearOriginal total estimated expenditureRevised total estimated expenditureOngoing expenditure per annumPrimary driverPriorityCranfield classification (refer to the following section regarding categorisation)BenefitsModel of service delivery (e.g. as-a-service).CategorisationThe Management of Portfolios Methodology recommends the categorisation of initiatives that the investment can be more easily understood and analysed. Examples of categorisation may include alignment against the current strategic objectives of the agency lines of service delivery, or model of service delivery (e.g. as-a-service, in-house developed) for example. Another good example of categorisation includes the potential strategic contribution that initiatives deliver in accordance with four strategic investment categories first developed by Cranfield University. These categories include:StrategicInvestment in initiatives which are critical to sustaining future business strategy. For example, these may represent investment in replacing key operational systems, expanding the capability currently delivered or offering completely new capability for the agency.High potentialInvestment in initiatives which may become more important in achieving future success. For example, initiatives that are pilots or innovation opportunities may be represented in this category.Key operationalInvestment in initiatives on which the agency currently depends for success. For example, these would represent the initiatives, systems, infrastructure and services that currently support the front-line services of the agency.SupportInvestment in initiatives which are valuable but not critical to success. For example, these may include many of the investments that support the corporate and administration functions of the agency, or foundational infrastructure.What is effective about the above categorisation is it highlights the level of investment that is largely operational or ‘keeping the lights on’, versus strategic investment that has the potential to deliver new capability for the organisation.Next stepsThe Management of Portfolios methodology recommends collating the program and project information into an interim report for executive management that provides a clear view on the contents of the portfolio, any apparent overlaps and duplication, and the associated costs, dependencies, resource requirements, forecast benefits and strategic contribution. An alternative for planning purposes might be to prepare a presentation for executive management that may also form part of the introduction to later ICT planning workshops in the vision and strategy workstreams.ResourcesResourceLinkQueensland Government ICT profiling standard work plan ................
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