The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.

1. World e-Parliament Conference 2016
#eParliament
28-30 June 2016 // Chamber of Deputies of Chile // Valparaiso
The ICT Strategic plan
execution toolbox

2. Agenda
 Elements of an ICT strategic plan
 Processes and roles needed to deliver on
an ICT strategic plan
 Tools to support the effort needed to
deliver on an ICT strategic plan
 Questions

3. Traditional system implementation
approaches typically lead
to costly infrastructure spaghetti
Corporate network & infrastructure
services
Data
Application
Technology
• IT costs that exceed the
benefit they deliver
• Rising IT costs without
increasing benefits
• One or more major
project failures
• Long delays in the
delivery of new systems
• Fractious relationships
between IT and
business leaders
• System disasters
• Difficulty recruiting and
retaining top IT talent
Source

5.  Definition: the use of existing IT and business process
capabilities to rapidly generate new business value while
limiting costs and risks.
 The key to agility is reuse.
 Agility leads to profitable growth.
 The Agility Paradox: more digitized and standardized
business processes and platforms tend to make
a parliament more agile.
 A platform for agility simultaneously enhances parliament’s
ability to launch new products, increase efficiency, redesign
a business model, and span boundaries.
 ICT Strategic plan must drive to ICT-Enabled business Agility
ICT-Enabled Business Agility

6. © 2008 MIT Sloan CISR – Ross
Center for Information Systems Research
Architecture Planning and Design
 Senior executive oversight
 Enterprise architecture guiding principles
 Enterprise architecture artifacts
 Process owners
 Full-time enterprise architecture team
Standards Management
 Architects on project teams
 Technology research & adoption process
 Architecture exception process
 Formal compliance process
 Centralized standards team
IT Funding
 Business cases
 Centralized funding of enterprise apps
 Infrastructure renewal process
 IT Steering Committee
Project Management
 Project methodology
 Post-implementation assessment
 IT program managers
 Business leadership of project teams
Key Elements for an ICT strategic plan execution
Management practices within each practice set are statistically significantly correlated
with each other. All four competencies are significantly correlated with architecture
benefits.

7. © 2008 MIT Sloan CISR – Ross
Center for Information Systems Research
Building ICT execution Competencies in Stages
Business
Silos
Standardized
Technology
Optimized
Core
Business
Modularity
 Business Cases
 Project Methodology
 Architects on Project Teams
 IT Steering Committee
 Architecture Exception Process*
 Formal Compliance Process*
 Infrastructure Renewal Process*
 Centralized Funding of Enterprise
Applications*
 Centralized Standards Team
 Process Owners*
 Enterprise Architecture Guiding
Principles*
 Business Leadership of Project
Teams*
 Senior Executive Oversight*
 IT Program Managers
 Enterprise Architecture Graphic*
 Post-Implementation
Assessment*
 Technology Research and
Adoption Process*
 Full-time Enterprise Architecture
Team
Evolution
Legend
Architecture Planning & Design
Project Management
IT Funding
Standards Management
* Items are statistically significantly related to
architecture maturity—they are associated
with greater value in later stages.
Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution,
J. Ross, P. Weill, D. Robertson, HBS Press, 2006.

8.  Senior executive accountable for the
definition, design, implementation, and, in
some cases, use of a firm’s digitized
process platform.
 In most organizations, the CIO is
assuming this role, shifting the IT
organization from enabler to leader.
An ICT Strategy Execution Officer

9.  IT as an Enabler offering IT Capabilities
 IT as a Leader offering a platform for
innovation
Digitized process platform

10. The Role of the SEO
Enterprise IT &
Process
Governance
Project Design &
Implementation
Ongoing
Operations/
Continuous
Improvement
Designs
Platform
Builds Platform
Components
Leverages
Platform

11.  Ensure clarity among senior executives about platform
design.
 Establish a clear ICT governance structure
– Coordinate demands for enterprise change projects, most of
which involve IT implementations.
– Establish priorities for change projects based
on multiple criteria:
• Organizational readiness
• Contribution to platform
• Ability to use platform
• Expected benefits
– Work with senior executive team which either
makes investment decisions or approves SEO
recommendations.
Responsibility 1: ICT and Process
Governance

12. Effective ICT Governance
• ICT governance is specifying the decision rights and
accountability framework to encourage desirable behaviors
in the use of ICT
• Effective ICT governance requires a significant amount of
management time and attention
• Well-designed ICT governance arrangements distribute
ICT decision making to those responsible for outcomes
• Research shows that organizations implementing effective
ICT governance to support their business strategies realize
superior results
Source: IT Governance: How Top Performers Manage I/T Decision Rights for Superior Results
By: Peter Weill and Jeanne W. Ross

13. ICT Governance Must Address …
 What decisions to make
 Who should make the decisions
 How to make and monitor the decisions
Source: IT Governance: How Top Performers Manage I/T Decision Rights for Superior Results
By: Peter Weill and Jeanne W. Ross

14. Tools and roles needed
 Senior executive oversight
 Enterprise guiding principles
 Process owners
 Business cases
 ICT Steering Committee
 Technology research & adoption process
 Formal compliance process
 Centralized standards team

15. ICT Governance Structure Models
 Model 1: For small organizations where a single tiered
central steering committee, chaired by highest level
executive, can effectively govern IT deployment for entire
organization
 Model 2: For medium size organizations that have two to
four operational divisions that are highly dependent on IT
resources

16. ICT Governance Structure: Model 2
Administrative
Steering
Committee
Services to
Members
Steering
Committee
Procedural
Steering
Committee
eServices
Inter/Intranet
• Chaired by Secretary or appointed official
• Meets bi-monthly or quarterly
• Defines IT governance structure
• Sets decision parameters for committees
• Approval board for IT business policies
• Includes steering committee chairs
• Includes senior IT executive
• IT Steering Committees (ITSC)
• Chaired by appointed official
• Meets bi-weekly or monthly
• Plan/prioritize division projects
• Management level participants
Governance
Committee
(ITGC)

17. Important ICT Governance Factors
 Ideally, your highest level governance
committee should be chaired by the
Secretary General/Clerk
 Active involvement by the highest level of
organization management
 Committees should be chaired by
business executives

18. Important Governance Factors
cont…
• Committees should be organized around
key business operations or divisions
rather than IT operations
• Formalized business based methodology
for prioritizing IT projects

19. ICT Governance Practices
Example: Project Priority Matrix
Priority
Business Drivers
WT A B C D Score
Return on Investment
6.0
> 30 %
( )
6.0
> 20 %
( )
4.5
> 15 %
( )
3.0
> 10 %
( )
1.0
Efficiency Gains
- One-Time Savings
- Annual Savings
4.0
6.0
> $500K
( )
( )
6.0
> $250K
( )
( )
4.0
> $100K
( )
( )
2.0
< $100K
( )
( )
0.0
Marketing Impact
- Improves Customer
Service
- Provides New Service
3.0
4.0
High
( )
( )
5.0
Medium
( )
( )
4.0
Low
( )
( )
2.0
Indirect
( )
( )
1.0
Scope of Impact
- Multi-Department
- Single Department
4.0
2.0
> or = 6
( )
( )
6.0
> or = 4
( )
( )
4.0
> or = 2
( )
( )
2.0
= 1
( )
( )
1.0
Business Risk:
- Key IT Resources
- Implementation
Timeline
-2.0
-1.5
Hi/Long
( )
( )
5.0
Lo/Long
( )
( )
4.0
Hi/Short
( )
( )
3.0
Lo/Short
( )
( )
1.0

20.  Ensure disciplined, effective project
methodology.
 Engage all key stakeholders early and often.
 Provide expertise on process design.
 Provide oversight and/or support of change
management.
Responsibility 2: Project
Design/Implementation

21. Project methodology
Post-implementation assessment
IT program managers role
Business leadership of project teams
Architects on project teams
Architecture exception process
Senior executive oversight
Process owners involvement
Key tools, processes and roles

22. Project methodology
22

23. Project success factors
 Stakeholder involvement
 Executive management support
 Clear statement of requirements
 Proper planning
 Realistic expectations
 Smaller project milestones
 Competent staff (internal and external)
 Ownership
 Clear vision and objectives
 Hard working and focused staff

24. Architecture exception process
Formal compliance process
Centralized funding of enterprise apps
Infrastructure renewal process
Enterprise architecture artifacts
Full-time enterprise architecture team
Key Tools, processes and roles

25.  At the Business level:
– ICT strategic plans
– Shared ICT business services
 Information:
– Common information structure standards
• Debates, Bills, Motions, Questions, Petitions,…
– Information management policies and practices
 Technology platforms:
– A parliamentary shared private cloud
 Application platform:
– Shared Record keeping applications
Where parliaments can collaborate

26. Enterprise guiding principles
Business cases
ICT Steering Committee model and structures
Technology research & adoption process
Formal compliance process
Centralized standards team
Project methodology
Post-implementation assessment
Infrastructure renewal process
Where parliaments can collaborate
and share.

27. Soufiane Ben Moussa
Chief Technical Officer
House of Commons Canada
Soufiane.BenMoussa@parl.gc.ca
Questions