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Albert L Lederer - One of the best experts on this subject based on the ideXlab platform.

  • toward a theory of strategic Information systems Planning
    Journal of Strategic Information Systems, 1996
    Co-Authors: Albert L Lederer, Salmela Hannu
    Abstract:

    Abstract Strategic Information systems Planning is the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business Plans and realizing its business goals. Carrying it out is a critical challenge for many Information systems and business executives. Despite its importance to them, the absence of a theory of strategic Information systems Planning impedes research in the area. An input-process-output model provides the initial basis for such a theory. Constructs in the final version of a theory are: (1) the external environment, (2) the internal environment, (3) Planning resources, (4) the Planning process, (5) the Information Plan, (6) the implementation of the Information Plan, and (7) the alignment of the Information Plan with the organization's business Plan. The constructs exhibit causal relationships among each other. Hypotheses illustrate the relationships. The theory has value for both researchers and practitioners.

  • The process of strategic Information Planning
    Journal of Strategic Information Systems, 1992
    Co-Authors: Albert L Lederer, Veronica Gardiner
    Abstract:

    Abstract Strategic Information Planning is the process of identifying a portfolio of computer-based applications. It is a critical undertaking for both Information managers and other managers. Organizations typically carry out a multi-step process to create a strategic Information Plan. Method/1 is an example of such a process. A description of it illustrates the activities and challenges experienced by organizations performing strategic Information Planning.

  • Guidelines for Strategic Information Planning
    Journal of Business Strategy, 1991
    Co-Authors: Albert L Lederer, Vijay Sethi
    Abstract:

    Developing a strategic Information Plan is an essential step for companies that want to realize the advantages of today's Information technology. This article discusses ways to avoid the pitfalls that frequently occur during stages of Information Planning.

Laurie Schatzberg - One of the best experts on this subject based on the ideXlab platform.

  • The Information Plan for Celerity Enterprises, Inc
    Organizational Achievement and Failure in Information Technology Management, 2000
    Co-Authors: Laurie Schatzberg
    Abstract:

    The case study describes the process of implementation of an integrated software package at the Thai subsidiary (SMTL) of a Hong Kong-based multinational company (SMHK) engaged in the manufacturing of electronic equipment. Several factors—such as a poor fit between the business process assumptions inscribed in the software and the business processes in SMTL, poor leadership at different levels, cultural clash between the headquarters and the Thai subsidiary, organizational politics, and poor human resource management—contributed to the confusion in the organization, project delays, budget overruns, and ultimately, to the “failure” of the systems implementation project. The case study is likely to be valuable for illustrating issues related to managing IS implementation in a multinational context.

  • The Information Plan for Celerity Enterprises, Inc.: a teaching case
    Journal of Cases on Information Technology, 2000
    Co-Authors: Laurie Schatzberg
    Abstract:

    Celerity Enterprises competes in the semiconductor manufacturing industry. At the start of the case, business conditions are favorable for them to launch a new production facility to manufacture flash memory. The new facility must achieve exceptionally ambitious productivity and cost goals. A facility-level strategic Planning process reveals opportunities to substitute Information for other more-expensive resources. By the end of the case, just a few months later, worldwide economic conditions change radically and the future of the new facility is in jeopardy. The case describes the participants, the Planning process and findings. It provides a rich setting to discuss aligning Information and business Planning, realities of the volatile industry, outsourcing for IS Planning leadership, and using a combination of top-down and bottom-up Planning.

  • The Information Plan for Celerity Enterprises, Inc.
    Cases on Information Technology Series, 1
    Co-Authors: Laurie Schatzberg
    Abstract:

    The case describes Information and business Planning, realities of the volatile industry, outsourcing for IS Planning leadership, and using a combination of top-down and bottom-up Planning in Celerity Enterprises, which competes in the semiconductor manufacturing industry.

Visit Angus - One of the best experts on this subject based on the ideXlab platform.

Salmela Hannu - One of the best experts on this subject based on the ideXlab platform.

  • toward a theory of strategic Information systems Planning
    Journal of Strategic Information Systems, 1996
    Co-Authors: Albert L Lederer, Salmela Hannu
    Abstract:

    Abstract Strategic Information systems Planning is the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business Plans and realizing its business goals. Carrying it out is a critical challenge for many Information systems and business executives. Despite its importance to them, the absence of a theory of strategic Information systems Planning impedes research in the area. An input-process-output model provides the initial basis for such a theory. Constructs in the final version of a theory are: (1) the external environment, (2) the internal environment, (3) Planning resources, (4) the Planning process, (5) the Information Plan, (6) the implementation of the Information Plan, and (7) the alignment of the Information Plan with the organization's business Plan. The constructs exhibit causal relationships among each other. Hypotheses illustrate the relationships. The theory has value for both researchers and practitioners.

Marjorie J. Morse - One of the best experts on this subject based on the ideXlab platform.

  • Developing the Information Plan
    The Digital Technical Documentation Handbook, 1993
    Co-Authors: Susan I. Schultz, Jennifer J. Darrow, Frank X. Kavanagh, Marjorie J. Morse
    Abstract:

    This chapter describes the process of creating an Information Plan and the parts of the Plan. The final Information Plan is an agreement, confirmed in writing, between the funding group and the Information group about documentation of the product. The Plan is one of the formal project Planning documents that other groups depend on and that one uses throughout the Information creation process. Creating the Information Plan is a group process and requires input from all members of the Information team. On large projects, the Information team project leader might be responsible for coordinating the Plan. The project leader might write the Plan with input from the group members or might delegate portions to different group members. If there are master and component Plans, the project leader might be responsible for writing the master Plan while the writers for each component write the component Plans.