Page 467 - Using MIS

Q2 How Do Organizations Plan the Use of IS? 435

• Align information systems with organizational strategy;
maintain alignment as organization changes.
• Communicate IS/IT issues to executive group.
• Develop/enforce IS priorities within the IS department.
Figure 11-3 • Sponsor steering committee.
Planning the Use of IS/IT

infrastructure. The difficulty of adapting IS is often not appreciated in the executive suite.
Without a persuasive CIO, IS can be perceived as a drag on the organization’s opportunities.

Communicate IS Issues to the Executive Group

This last observation leads to the second IS planning function in Figure 11-3. The CIO is the rep-
resentative for IS and IT issues within the executive staff. The CIO provides the IS perspective
during discussions of problem solutions, proposals, and new initiatives.
For example, when considering a merger, it is important that the company consider inte-
gration of information systems in the merged entities. This consideration needs to be addressed
during the evaluation of the merger opportunity. Too often, such issues are not considered until
after the deal has been signed. Such delayed consideration is a mistake; the costs of the integra-
tion need to be factored into the economics of the purchase. Involving the CIO in high-level
discussions is the best way to avoid such problems.

Develop Priorities and Enforce Them Within the IS Department

The next IS planning function in Figure 11-3 concerns priorities. The CIO must ensure that priori-
ties consistent with the overall organizational strategy are developed and then communicated to
the IS department. At the same time, the CIO must also ensure that the department evaluates pro-
posals and projects for using new technology in light of those communicated priorities.
Technology is seductive, particularly to IS professionals. The CTO may enthusiastically
claim, “By moving all our reporting services to the cloud, we can do this and this and this . . . ”
Although true, the question that the CIO must continually ask is whether those new possibilities
are consistent with the organization’s strategy and direction.
Thus, the CIO must not only establish and communicate such priorities, but enforce them
as well. The department must evaluate every proposal, at the earliest stage possible, as to
whether it is consistent with the organization’s goals and aligned with its strategy.
Furthermore, no organization can afford to implement every good idea. Even projects that
are aligned with the organization’s strategy must be prioritized. The objective of everyone in the
IS department must be to develop the most appropriate systems possible, given constraints on
time and money. Well-thought-out and clearly communicated priorities are essential.

Sponsor the Steering Committee

The final planning function in Figure 11-3 is to sponsor the steering committee. A steering
committee is a group of senior managers from the major business functions that works with the
CIO to set the IS priorities and decide among major IS projects and alternatives.
One other task related to The steering committee serves an important communication function between IS and the us-
planning the use of IT is ers. In the steering committee, information systems personnel can discuss potential IS initiatives
establishing the organization’s
computer-use policy. For more and directions with the user community. At the same time, the steering committee provides a forum
on computer-use issues, read the for users to express their needs, frustrations, and other issues they have with the IS department.
Ethics Guide on pages 436–437. Typically, the IS department sets up the steering committee’s schedule and agenda and
conducts the meetings. The CEO and other members of the executive staff determine the mem-
bership of the steering committee.