Queensland Government Enterprise Architecture

Current state: workplanDigital and ICT strategic planning framework

Final

October 2018

v1.0.0

OFFICIAL - Public

QGEA OFFICIAL - Public Current state: workplan

Document details

Security classification OFFICIAL - Public

Date of review of security classification

October 2018

Authority Queensland Government Chief Information Officer

Author Queensland Government Chief Information Office

Documentation status Working draft Consultation release Final version

Contact for enquiries and proposed changesAll enquiries regarding this document should be directed in the first instance to:

Queensland Government Chief Information Officeqgcio@qgcio.qld.gov.au

AcknowledgementsThis version of the Digital and ICT strategic planning framework was developed and updated by Queensland Government Chief Information Office.

Feedback was also received from a number of agencies, which was greatly appreciated.

CopyrightDigital and ICT strategic planning framework

© The State of Queensland (Queensland Government Chief Information Office) 2018

Licence

This work is licensed under a Creative Commons Attribution 4.0 International licence. To view the terms of this licence, visit http://creativecommons.org/licenses/by/4.0/. For permissions beyond the scope of this licence, contact qgcio@qgcio.qld.gov.au.

To attribute this material, cite the Queensland Government Chief Information Office.

The licence does not apply to any branding or images.

Information securityThis document has been security classified using the Queensland Government Information Security Classification Framework (QGISCF) as OFFICAL - Public and will be managed according to the requirements of the QGISCF.

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PurposeIdentifying the current investment in digital and ICT relation initiatives will provide the agency with greater visibility of digital and ICT related initiatives including the performance of current initiatives in terms of cost, risk, schedule, quality and the degree to which benefits are being delivered.

Practitioners must work with the portfolio function and with the business to capture the existing programs and projects that include significant digital or ICT investment components

AudienceA practitioner in the context of this guideline can include one or more of the following roles:

Digital and ICT strategic planners Agency and service strategic planners Investment or portfolio specialists Benefits specialists Business analysts.

Digital and ICT initiativesThe information required to identify the current digital and ICT related programs and projects may be readily available in agency through existing sources of information including:

Annual ICT profile information submitted to the Queensland Government Chief Information Office as part of the Queensland Government ICT profiling standard.

Agency portfolio dashboards and portfolio reports Program and project registers available from the program and project management

offices or program and project delivery areas of the agency. Agency operational plans Agency performance reports that show the current status of significant initiatives Agency capital plans.

Where the information in not readily available or is old or incompletes, practitioners may need to survey the organisation or conduct interviews with senior representatives from the business.

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Identifying the current work plan may provide significant value by highlighting duplicate, low-priority and poorly performing initiatives that are consuming resources that could be re-directed to more strategically aligned initiatives.

QGEA OFFICIAL - Public Current state: workplan

The Queensland Government ICT profiling standard outlines a number of attributes to be considered when capturing information relating to digital and ICT initiatives. These include but are not limited to:

Initiative name Unique program or project identifier Investment objectives Initiative type Program name Initiative stage Actual start date Original planned end date Planned end date Percentage complete Assurance level CBRC funding amount Actual cost to date Planned expenditure current financial year Original total estimated expenditure Revised total estimated expenditure Ongoing expenditure per annum Primary driver Priority Cranfield classification (refer to the following section regarding categorisation) Benefits Model of service delivery (e.g. as-a-service).

CategorisationThe Management of Portfolios Methodology recommends the categorisation of initiatives that the investment can be more easily understood and analysed. Examples of categorisation may include alignment against the current strategic objectives of the agency lines of service delivery, or model of service delivery (e.g. as-a-service, in-house developed) for example. Another good example of categorisation includes the potential strategic contribution that initiatives deliver in accordance with four strategic investment categories first developed by Cranfield University.

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A link to the Queensland Government ICT profiling standard and an ICT work plan template is provided in the Resources section of this guideline..

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These categories include:

Strategic Investment in initiatives which are critical to sustaining future business strategy. For example, these may represent investment in replacing key operational systems, expanding the capability currently delivered or offering completely new capability for the agency.

High potential Investment in initiatives which may become more important in achieving future success. For example, initiatives that are pilots or innovation opportunities may be represented in this category.

Key operational Investment in initiatives on which the agency currently depends for success. For example, these would represent the initiatives, systems, infrastructure and services that currently support the front-line services of the agency.

Support Investment in initiatives which are valuable but not critical to success. For example, these may include many of the investments that support the corporate and administration functions of the agency, or foundational infrastructure.

What is effective about the above categorisation is it highlights the level of investment that is largely operational or ‘keeping the lights on’, versus strategic investment that has the potential to deliver new capability for the organisation.

Next stepsThe Management of Portfolios methodology recommends collating the program and project information into an interim report for executive management that provides a clear view on the contents of the portfolio, any apparent overlaps and duplication, and the associated costs, dependencies, resource requirements, forecast benefits and strategic contribution. An alternative for planning purposes might be to prepare a presentation for executive management that may also form part of the introduction to later ICT planning workshops in the vision and strategy workstreams.

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A link to the Queensland Government Management of Portfolio Methdology is provided in the Resources section of this guideline.

QGEA OFFICIAL - Public Current state: workplan

Resources

Resource Link

Queensland Government ICT profiling standard

https://www.qgcio.qld.gov.au/services/analytics-and-research/ict-profiling-standard

ICT work plan https://www.qgcio.qld.gov.au/services/analytics-and-research/ICT-profiling-templates

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