Need for Network Planning IACT 302 Corporate Network Planning

2 IACT302 Overview Need for a plan What is strategic network planning? The use of a model The Crouch Diagram

3 IACT302 “Strategic network planning is too often born on the battlefield.” “To be successful, a strategic network plan must define the services the network will offer the line operations of the business” Tom Nolle

4 IACT302 Need for a plan Strategic –Important or essential in relation to a plan of action –Highly important to an intended objective Plan –A scheme, program, or method worked out beforehand for the accomplishment of an objective –A proposed or tentative project or course of action –A systematic arrangement of elements or important parts; a configuration or outline –A program or policy stipulating a service or benefit

5 IACT302 Our Goal In IACT302 we aim to be able to –take a BUSINESS PLAN… usually expressed in non-technical terms, and describing some change or development in an organisation or its activities –…and develop a NETWORK PLAN to support and compliment this business plan. Remember, business managers (who write business plans) usually know little about networks, and do not write their business plans with the network in mind!

6 IACT302 What is strategic network planning? STRATEGIC NETWORK PLANNING –is that component of the Organisational Strategic Plan that defines the communications needs and priorities … –in order to maximise the benefit from current and future investments in IT people, communications technologies and services.

7 IACT302 What is strategic network planning? The STRATEGIC NETWORK PLAN will govern the way an organisation interfaces with its external environment.

8 IACT302 be externally focused change the way an organisation competes or interfaces with its external environment be associated with high risk be innovative The STRATEGIC NETWORK PLAN will:

9 IACT302 The use of a model It’s a good idea to “plan to a plan” –Huh? That is: –Follow a systematic approach to planning –Know what data you need to collect –Know what goals/objectives you need to set –Know what elements you need to arrange –Know what sort of policy to put in place –Know how to DESCRIBE the whole plan ! –Be able to explain and justify your plan !

10 IACT302 Clark E. Crouch After 31 years as a strategic planning consultant with the US Government, Mr Clark E. Crouch described his MODEL and has become an established expert and consultant on strategic planning in the business community.

11 IACT302 Clark E. Crouch This lecture will explore the Crouch Model, as it is one of the clearest models, and very easily adapted for constructing a strategic network plan.

12 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Clark E. Crouch:

13 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Vision Driving Force Mission Clark E. Crouch:

14 IACT302 Why are we in business? Vision: the future position and value of the organization –A short, sharp defining statement about your organisation and its network –Remember: your network supports an organisation of people and their activities, it does NOT just exist for its own sake !

15 IACT302 Why are we in business? Mission: the organization and its purpose –who we are Put the organisation in context –who we serve Identify your clients/customers/stakeholders –what products and services we offer What does the organisation DO? –how we make them available How does it do it?

16 IACT302 Why are we in business? Driving forces: the conditions which "drive" the organization: –products/services offered –market focus/needs –technology –production capability/capacity –method of sale –method of distribution –natural resources –size and growth –profit/return on investment

17 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Values Climate Culture Clark E. Crouch:

18 IACT302 How Do We Do Business? Values –the bases on which we want decisions to be made and actions to be taken Culture –traditions, ethics, and other standards which influence the way things are accomplished in the organization Climate –the interpersonal and physical environments: is the organization a good place to be and to work? Why do you think we need to identify these things?

19 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Strengths Weaknesses Opportunities Threats Competition Constraints Clark E. Crouch:

20 IACT302 Where Are We Now? Identify factors which can impact our mission SWOT-CC –Strengths –Weaknesses –Opportunities –Threats –Competition –Constraints

21 IACT302 Where Are We Now? Strengths and Weaknesses –are internal to the organization: –how can we identify them and capitalize on our strengths and minimize or eliminate our weaknesses? Opportunities and Threats –are external to the organization: –how can we identify them and take advantage of the opportunities while countering the threats?

22 IACT302 Where Are We Now? Competition and Constraints –can be either internal or external: Competition –any activity or condition which competes for the same resources Constraints –can arise from social, political, legal, educational, industrial, or managerial activities or conditions which prevent or inhibit accomplishing the organization's mission How can we meet the competition and change or accommodate the constraints?

23 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Strategy Clark E. Crouch:

24 IACT302 Where Do We Want To Be? Strategies –where we want to be and what we want to achieve –…the “big picture”

25 IACT302 Where Do We Want To Be? Goals and objectives - directly support our mission. Goals should be SMART: –S pecific know exactly what the goal is? –M easurable know exactly what & how much? –A chievable is it within your capabilities? –R ealistic can it be done at all? –T imelycan it be done before it is too late?

26 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? GAP ANALYSIS Clark E. Crouch:

27 IACT302 Gap Analysis Gap analysis –determining the difference between where we are and where we want to be. Try to picture it like “set theory” … intersecting sets What elements are common between the two states: “before” and “after” ? Can some elements be left unchanged? Are some of the changes so minor that (if you had to save time or money) you could leave them unchanged? Some elements may not need to be replaced or changed, but merely redefined or rearranged Do some changes RELY upon others? Do they have to be done in a certain order perhaps? –The gaps may be organisational or technological

28 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Tactics Resources Clark E. Crouch:

29 IACT302 How Do We Get There? Tactics –DEFINITION: A procedure or set of manoeuvres engaged in to achieve an end, an aim, or a goal –Of or relating to arrangement, esp. the arrangement of procedure with a view to ends. –specific action plans to implement our strategies the right people doing the right things at right time in the right way for the right reasons.

30 IACT302 How Do We Get There? Resources –people –property –time –money –technology (or knowledge)

31 IACT302 The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived? Co-Ordination Budgets Controls Reports Milestones Clark E. Crouch:

32 IACT302 How Will We Know We’ve Arrived? Management –establishing budgets, controls, and reporting systems and designating a coordinator to monitor each element of the strategic plan. Co-Ordination – all agents co-operating and communicating Budgets – setting strict guidelines on resources, monitor them Controls – establish mechanisms for adjusting activity Reports – establish procedures for regular feedback Milestones – set ‘mini-goals’ and check as you achieve them