sun-tzu-information communication technology task force v3

8/14/2019 Sun-tzu-Information Communication Technology Task Force v3

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Information & CommunicationTechnology Task Force

The SIO,s Approach

to formulating

an ICT strategy


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Governing Council Decision

A decision was made in GC21/34: that UNEP should strengthen

the area of information and communication technology (ICT) by

developing and implementing a strategy for this area.

One of UNEPs highest priorities for the new SIO is to driveforward the formulation and implementation of an ICT Strategy

The Strategy will fully exploit the organisations knowledge,

processes, systems and technology to further UNEPs mission

and mandate.

An outline plan has been developed for the formulation of theICT Strategy and the SIO is now seeking the approval and

support of the Task Force to move forward.


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The Senior Information Officer

The role of the SIO will cover : understand the organisations strategy and capabilities

diagnoses of key issues

identify the levers for change

develop consensus on the end vision and ICTs role

agree a route-map to achieve vision and prioritise work

recomend & facilitate tactical solutions to urgent problems

identify and deliver agreed quick wins set in place the structures and standards necessary to maintain

the effectiveness of UNEPs use of ICT


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Strategy Developmentbased on Sun Tzus Art of War

Situation Appraisal

Formulation of Goals

and Strategies

Evaluation of Strategies

Stategy Implemention

Strategic Controls

The War that UNEP is engaged in, is of vitalimportance to the Planet. It concerns the live and

death of its inhabitents

With Careful & detailed planning one can win; with

careless & less detailed planning one cannot win.

From the way planning is done we can predict

victory or defeat

Situation Appraisal

1. Moral Influence

2. Generalship (command)

3. Climate

4. Terrain

5. Doctrine (Law)

6. Strenghs

7. Training

8. Discipline


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Situation Appraisal

1. Moral Influence

If the UN in the person of Koffe Anan is the moral leader for the Globe\ Earth\ World

2. Generalship (command)

Then UNEP is his General in charge of the environmental army.

Qualities of a Capable General

1. Wisdom

2. Sincerity

3. Benevolence

4. Courage

5. Strictness


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Situation Appraisal


3. Climate

Enviromental needs have now become Mainstream Polatics

Most Governments and Large Companies are willing to listen Environmental

considerations when considering future developments

It is still premiture to say they all give much weight to the advise

There is a growing militantance within certain sectures of Civil Sociaty on

Environmental issues

UNEPs authority has grown regarding producing & promelgating good

environmental science

UNEP is still largly unknown to the Public at large

UNEP along with the rest of the UN is currently under budgetry restraints


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Situation Appraisal

4. Terrain

The ground in which UNEP operates is inproving, ICT has already provided a better

platform for disemmination of its products The quantity of scientific information available for UNEP to base it advise and decitions is

greater than ever The total moneies available to tackle environmental concerns is growing There is a large & growing resource of NGOs and civil action groups available to UNEP

5. Doctrine (Law)

UNEP is now organised along functional lines In most cases reporting lines are vertical within each devision Finacial reorting is currently under change with the introduction of IMIS Most other reporting while stored and distrubuted electronical there is no

automatic distribution or colaberation


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Situation Appraisal

6. Strengths

A Global Mandate In the war for the long termRecognised for the integrity and quality of its products Has access to major decission makers globaly

Has a huge number of Collabrative partners on both contract and colligate bases On what Sun Tzu call a death ground defeat is not an option exsistence is at stake

7. Training

Programme staff are highly skilled and commited staff Specialist ICT staff are in short supply Globally

8. Discipline

The Ability for UNEP to sanction the organistions its working with is in general

terms limited, this being the case it is able to exsert considerable morale pressure in

encouraging compliance from partners and staff alike


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Process Overview for Phase 1

Programme Management and Change Enablement

Organisation

StrategyOrganisational

Architecture

Solutions

Architecture

What are our

business drivers& objectives?

What is the

blueprint for theorganisation?

What

solutions couldwe use?

Tactical

Solutions

Quick Wins

Qualifiedwith Task

Force &

SMG

Approvedby the

Task Force

& SMG


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Phase 1 Detail

High-level

review of

strategy

Stakeholder

consultation

Change

readiness

assessment

Request

for

Information

Capability

DefinitionMap

Requirements

onto

Capabilities

Document

other

initiatives

OutlineStrategy

Visioning

Workshop

Project

Definition &

Plan

OrganisationalRequirements

Mapping

and

research


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Product

Design

Knowledge

Mgt

Customer

Mgt

DataAcquisition

ContentMgt

EditContent

CreateProduct

DistributeProduct

People

Dvlpmt

Business

Mgt

Technology

Mgt

Outputs

Client(vacancies)

Candidates(CVs)

DatabasemanagerDatabase

Consultants

Accountmanager

Job postingmechanism

Potent

ialmatch

No

Takejob?

Job takenY

es

Searchand

updatefacility

Availableand

interested?

Feedbac

kInterview by

consultant

Contact

candidate

Interview by

client

Offer madetocandidate

No

InputsYes

Yes

N

o

Vacancyawarene

ss

Reject

Accept

Inputs

Yes

PROCESS Maps

LOCATIONS

Physical Network

PEOPLE

Organisation Design

TECHNOLOGY

Applications

ASSETS

Value Dynamics

Physical

Financial

Customer

Employee &Supplier

Organisational

ProductProduct

DesignDesignKnowledgeKnowledge

MgtMgtCustomerCustomer

MgtMgt

DataData

AcquisitionAcquisitionContentContent

MgtMgtEditEdit

ContentContent

CreateCreate

ProductProductDistributeDistribute

ProductProduct

PeoplePeople

DvlpmtDvlpmt

BusinessBusiness

MgtMgt

TechnologyTechnology

MgtMgt

SAP

Onyx

Omnimark Vignette Adobe

WebSphere

Mercury

Bespoke


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ICT Strategy must be an Iterative Process

Enterprise Area Technology Area

IT Possibilities

Network-Systems

Architecture

People &

Processes

Results

Matching

Change

Options

Strategic plan


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Phase 1 - Project Definition

Deliverables:

High level understanding of the key issues

Workshop to build consensus on the issues,project objectives and vision for ICT within UNEP

Analysis of findings, with initial outline ICT strategy

Quick wins identified

Scope, objectives and proposed project plan -including costs and time-scales


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Outputs of Phase 1 Assessment of Telecommunications services (internally and externally):

voice, fax, text and video etc.

Intranet concept for connection to divisional, regional and affiliated offices

Extranet concept for communication with external partners

Recommendations on use of the Internet for communicating with the public

Infrastructure requirements for all information services

Criteria & requirements for external service provider/partners

Identification of quick wins, and action plan for tactical solutions to urgentproblems

Implementation plans for competencies, organisational change andInfrastructure investments as identified

Measurements and metrixs for ICT success evaluation


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The PlanID Task Name

1 Pre work

2 Set-up Office

3 Build team

4 Produce 'What' plan

5 Produce 'How' plan

6 Approval of Plan

7

8 Phase 1

9

10

11 Map Organisation

17 Map Internal Relationships

22 Map External Relationships

27 Map Capabilities

31 Map Current Systems

38 Questionnaire 1 (top level)

41 Analyses

44 Sanity check and detailed report

53 Vision Workshop

58 Publish Strategy

61 Quick Wins

64

65 Phase 2

6 6 D eta il ed Imp le me nta ti on p la n

04/07

B M E B M E B M E B M E B M E B M E B M E B

June July August September October November December Janu


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Decision making within the Visioning Process

Hypothesis Driven -

root-cause analysis An hypothesis driven logic tree starts from solution, and constructs a tight logical

structure that validates it

The elements on the splits of an hypothesis driven logic tree are always reasons

The questions/answers dialogue is always why, not how

The reasons developed must be both necessary and sufficient to validate the solution

hypothesis

Task/activity structure Begin with the problem definitions arising from the hypothesis tree

Attempt to break the problem definition down into sub issues, e.g. which

can be related to:

- Processes

- Functions

Describe these the sub issues as actions or questions

Continue to break the sub issues down into increasingly finer parts

Review and adjust the tree as you gain knowledge about the client and

problem


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In order to address each root-cause we ask

How?

Increaseaccessabilityat same cost

Reducecost

Improve short-term

Improve long-term position

Develop specialisedservices fordifferent marketsegments

Improve marketingeffort to targetsegment

Improve XYZscosts andaccessability

Increase

volume

Inprovespeed

Develop sophisticated

products for Globalorgs

Develop basic products forsmaller/less sophisticatedclient segments

Gain share

Increaseservices offered

Raise accessratesImprove processsystem

Improve data

collectionsystem

Simplfy

process

Overhead

Improveproductivity

Reduce size of

ProductReduce ratio ofsenior to middlemanagement

CentraliseXYZ function

Reducesupport staff

How?

How?How?

How?

How?

How?How?

How?How?

How?

How?

How?

How?

How?

How?

How?


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The framework for the ICT process.Visions and goals

UNEP guiding principles

Formulation of the strategy

Core competencies Cultures/values

Systems

Management and

reportingResources

Human resource man.

Operations.

Organization:

Structure

Employees

CompetenciesRecruitment

Development

Style

CommunicationSymbols


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Vision (Klaus Topfer)

My vision of UNEP is a vision of UNEP with a strong environmentalassessment, monitoring and early warning capacity. It is a vision ofUNEP fully capable of raising consciousness and awareness andeducating people about actions that negatively affect the

environment. It is a vision of UNEP that not only speaks strongly onbehalf of the environment, but which goes well beyond speakingand is truly capable of catalyzing action. It is a vision of UNEPwhich, by working closely with governments, other United Nationsagencies, the non-governmental community, the business and theprivate sector and the trade unions brings about real and

measurable improvements to the capacity of the natural resourcebase to support a decent quality of life.


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The strategy

2002 2003 Work-programme as basis


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The structure
http://www.unep.org/Organigram/unep_organo_large.jpghttp://www.unep.org/Organigram/unep_organo_large.jpg


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Document retriava

Is not efficienet

Why?


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Project administration

Needs to be improved

Why?

Hypothesis Driven Logic Tree for


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Hypothesis Driven Logic Tree forCPI

No 1 : Inefficient use of the WEB

Inefficentuse of WEB

Internalcompetencelow.

No commonICT unit to givesupport.

No time fordevelopment.

StaffBackground :non technical

Key IssueLowpriority?

Understaffed?

Key Issue

Key Issue

Why?

Why?

Why?

Why?Why?

Why?

Why?

Job discriptions?

Training Key Issue

Why?

Key Issue



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No 2 : Online Media Room

Lack ofresourcesfor onlineproduction

Nomediaroom

Lack ofinhousecompetencies

No inventoryavailable

Financiallimitations

Key Issue

Key Issue

Key Issue

Why?

Why?

Why?

Why?

Key Issue

Contract staff

Expensive and hard to get.

Missing part in HRM

Why?

Why?



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No 3 : Managing queries.

Inefficientmanagement of queries?

Noknowledgemanagemen

t systems

Lack ofcompetenciesinhouse.

Financiallimitations

Key Issue

Why?

Why?

Why?

Why?

Key Issue

Why?

Why?



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No n :

No time fordevelopment.

Key Issue

Key Issue

Key Issue

Why?

Why?

Why?

Why?Why?

Why?

Why?

Key Issue

Why?

Key Issue

Root-cause no 1 :


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Root-cause no 1 :Improve inhouse competencies for WEB and online

production.

Establishcommon poolof resources

Contractoutsideresources.

Improve short-term


Update HRM - plan

Improveinhousecompetenciesfor WEB and

onlineproduction.

Virtual

team

Neworganizationalunit

Mapcompetencies inwhole UNEP(SIO)

Manage andmarketcompetencies

Definerequirements

(SIO)Organize

Recruit, manage..

SIO to

write RFP

Contractandmanage

How?

How?

How?

How?

How?

How?

How?

How?

How?

How?

How?

How?

Training program for

use of WEB

Possibel resources:

Video streaming : UIC

WEB development : Info Unit at G-A

R t 2


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Root-cause no 2 :Make financial resources available for WEB and online

production.

Establishcommon poolof resources

Contractoutsideresources.

Improve short-term


Update HRM - plan

Improveinhousecompetenciesfor WEB and

onlineproduction.

Virtual

team

Neworganizationalunit

Mapcompetencies inwhole UNEP(SIO)

Manage andmarketcompetencies

Definerequirements

(SIO)Organize

Recruit, manage..

SIO to

write RFP

Contractandmanage

How?

How?

How?

How?

How?

How?

How?

How?

How?

How?

How?

How?

Training program for

use of WEB

R t


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Root-cause no n :

Improve short-term


How?

How?

How?

How?

How?

How?

How?

How?

How?

How? How?

How?

sun-tzu-information communication technology task force v3

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