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Align an IT Strategy to the Industry Vision. Aim This presentation is prepared to support and give a general overview of the How to Align an IT Strategy.

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Presentation on theme: "Align an IT Strategy to the Industry Vision. Aim This presentation is prepared to support and give a general overview of the How to Align an IT Strategy."— Presentation transcript:

1 Align an IT Strategy to the Industry Vision

2 Aim This presentation is prepared to support and give a general overview of the How to Align an IT Strategy to the Industry Vision Guide and should be read in conjunction with the publication.Introduction Use of the Guide This guide: Considers why it is important to develop a vision for the future Includes Construct ITs own vision for the future of IT in construction projects to help a company develop a vision Offers step-by-step procedure for developing and implementing an IT vision This presentation and the original guide should be reviewed in conjunction with the How to Develop Your Information Strategy Plan guide.

3 Construction industry needs to communicate large volumes of complex information Diversity of projects and large number of different stakeholders make it difficult IT can help construction companies reduce problems of communication and information sharing Under-investment in IT and lack of common standards and formats still major barriers Why an IT Vision?

4 By developing an IT vision: Construction companies can gain a competitive advantage in their business. The can also squeeze more value from their expenditure on IT. Why an IT Vision?

5 What is our position in todays market? Where do you want to be in the future? Why an IT Vision? A company can start to establish an IT vision by asking two familiar questions:

6 Vision is… a wide and distant vista of the future in which the desirable image of the company is set, directing its course and generating strategies there. 1 Visioning is… a multi-phased process which includes the generation, implementation and renewal of a vision. It is a highly imaginative process. However, the managers must be careful to create real visions, instead of extending the past. The important point is visioning is not static however it is an on-going process. 2 [1] Okazaki-Ward, L. (1998) The Practical Side to Visioning: The Case of Toray Industries Inc. [2] Korac-Kakabadse, N. and Kakabadse, A.P. (1998) Vision, Visionary Leadership and the Visioning Process: An Overview Why an IT Vision?

7 Organisational turbulence Direction is provided by each individual manager Short-term orientation Achieving results would become the only common denominator shared Paradoxical empowerment Messages from upper management leads to confusion In-fighting One managers view may compete with another [3] Kakabadse, A., Nortier, F., and Abramovici, N. Visioning: Promoting a Shared Perspective Towards Organizational Success Lack of Vision Causes 3 :

8 Construct IT has formulated an IT vision for the management of construction projects and the way their processes will be supported by IT Purpose of this vision is to: Paint a picture for the industry Gain competitive advantage Platform for discussion and debate Dynamic picture Identify gaps between research and implementation Increase academic/industrial collaboration and knowledge exchange Identify barriers Realisation Illustrate how IT could benefit the industry Construct ITs Vision

9 1. Model driven information management 2. Life cycle thinking between project phases 3. Knowledge Management 4. e-Procurement 5. Visualisation 6. Simulation 7. Change management & process improvement Seven Major Themes

10 1.Model driven information management Sharing project information via a shared concept or process model. Information is entered once and can then be used by all the different stakeholders during a project. Seven Major Themes

11 2.Life cycle thinking IT allows information to be shared seamlessly between the life cycle phases. 3.Knowledge Management The construction industry should rely on past project knowledge and information when dealing with new projects Seven Major Themes

12 4.e-Procurement Internet brings new opportunities for the tendering and procurement phases of construction companies. 5. Visualisation Communications between the construction parties could be enhanced by the computer visualisation technologies, such as 3-D walk-throughs. Seven Major Themes

13 6.Simulation Simulation would help construction managers to analyse and measure productivity, analyse risk, allocate resources, plan sites, etc. 7.Change management & Process Improvement To achieve all the items above, construction organisations must implement fundamental structural changes. Seven Major Themes

14 Developed to help interpret the seven proposed themes. Covers five life cycle phases: 1. Conception of needs 2. Tendering and team selection 3. Design and briefing 4. Construction 5. Facilities management Vision Scenario

15 Geographical Information Systems (GIS) would help site selections Visualization will offer a better understanding of the project. 1.Conception of Needs

16 Process Capability would become a partner selection criteria IT Capability would become a partner selection criteria Long-term partnering would be preferred 2.Tendering and team selection

17 Sharing visual information would be facilitated by new IT tools Internet would bring out new procurement approaches Simulation would be used to make feasibility and buildability analysis 3.Design and briefing

18 4D Simulation would be used to assess buildability issues Material flow in construction sites would be improved by new devices such as web, bar coding, hand-held computers etc. 4.Construction

19 Electronic as built information is used for operations and maintenance of the facility Intelligent tagging will become part of the project and form a base for FM activities 5.Facilities management

20 Visioning must be integrated into a continuous strategic planning process to overcome these barriers Implementation Barriers Only 5% of the work force understands the strategy Only 25% of managers have incentives linked to strategy 85% of executive teams spend less than one hour per month discussing strategy 60% of organizations dont link budgets to strategy 9 of 10 companies fail to execute strategy The People Barrier The Learning Barrier The Vision Barrier Operations Barrier

21 1 Initiate Information Strategy Planning Project 1 Initiate Information Strategy Planning Project 2 Identify your Business Position 2 Identify your Business Position 4 Develop System and Technology Roadmap 4 Develop System and Technology Roadmap 5 Prioritise Solutions 5 Prioritise Solutions Business Strategy Continuous Development of Information Strategy Plan from Business Needs Continuous Development of Information Strategy Plan due to Changing Technology Increasing IT Capability Integrated with Business Strategy Planning 6 Develop IT Vision 6 Develop IT Vision Implementation 3 Examine Capabilities and Technologies 3 Examine Capabilities and Technologies How to Develop an Information Strategy Plan guide explains how to link business strategy to IT investment Incorporating Visioning This guide proposes additional stage that ensures the visioning process becomes an integral part of continuous strategic planning.

22 Develop IT Vision i. Generating Conceptual Vision The visioning process usually starts with the creation of a vision concept. Construct ITs vision could be used at this stage i. Generating Conceptual Vision The visioning process usually starts with the creation of a vision concept. Construct ITs vision could be used at this stage ii. Debating the Vision Debating the vision brings unforeseen issues to the surface; unresolved issues will cause problems in future. ii. Debating the Vision Debating the vision brings unforeseen issues to the surface; unresolved issues will cause problems in future. iv. Communicating the Vision Share the company vision with your employees as you need their support during the implementation. iv. Communicating the Vision Share the company vision with your employees as you need their support during the implementation. iii. Testing the Vision Test if your vision is in line with company strategies and, If it fits in with your companys interpretation of Construct ITs Vision. iii. Testing the Vision Test if your vision is in line with company strategies and, If it fits in with your companys interpretation of Construct ITs Vision. How to Develop an IT Vision

23 Vision is an important motivator that prepares companies for the future. It must be remembered that developing a vision is a continuous process. The visioning process is an important step in your Information Strategy Planning. Consider both of them together. Concluding Remarks

24 In terms of technology uptake, a distinct pattern exists in the way organisations adopt technology. Finally … Think about your place in the Bell Curve to understand the intention of your company.


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