Manual Exhibit 8-3-A
INFORMATION RESOURCE MANAGEMENT PLANNING PROCESS
|
STRATEGIC BUSINESS PLANNING |
| Activities ►
Performance Planning |
| Results (products)
► Vision, Mission |
|
STRATEGIC IRM PLANNING |
| Activities ►
Performance Planning |
| Results (products)
► List of Information Technology (IT)
Projects |
|
CAPITAL PLANNING |
| Activities ►
Select |
| Results (products)
► Prioritized IT Portfolio |
|
OPERATIONAL PLANNING |
| Activities ►
Performance Planning |
| Results (products)
► Approved Budget aligned with
programs/projects |
|
PROJECT/PROGRAM EXECUTION |
| Activities ►
Plan |
| Results (products)
► Actual Execution Data |
INFORMATION RESOURCES MANAGEMENT PLANNING PROCESS
The Indian Health Service (IHS) Information Resources Management (IRM) planning process represented in the preceding two pages does not suggest a serial set of processes that must be completed prior to proceeding to the next step. Rather, activities may be initiated in any order and concurrently. Iterative feedback should exist across many of the activities. Each of the planning phases may exist according to differing life cycles. For example, strategic planning may be done annually or biannually and may take a few weeks to several months to complete. Portions of the capital planning process will be performed on a continuous basis. Operational planning will normally be performed on an annual basis but may be conducted more frequently if conditions demand it. Project and program execution activities may occur on weekly or monthly cycles. This process incorporates guidance from the General Service Administration’s planning guide and recent legislative guidance.
During the strategic planning phase, IRM constraints precede strategic business planning because enabling information technology will often constrain the set of possible business strategies. During the strategic IRM planning phase, strategic business planning precedes IRM planning because the business strategic plan should drive the IRM strategic plan. The control function in the capital planning phase may include common activities with the Act portion of the project/program execution phase.
The Department of Health and Human Services (HHS) “Call for the Five Year Plan” contains specific guidance on the content and structure of IRM strategic plans. The IRM strategic plan should include the following:
| 1. | A comprehensive mission statement covering major
mission-oriented functions and operations; the IRM vision and goals; the
mission-based, targeted IRM environment and information requirements; and
the broad results the IHS intends to achieve. |
| 2. | General goals and objectives, including outcome-related
goals and objectives, for improving the contribution of information
resources to program productivity, efficiency, and effectiveness. |
| 3. | A decision of how the goals and objectives are to be
achieved, including the operational process, skills, and technology; and the
human, capital, information, and other resources required to meet these
goals and objectives. |
| 4. | A decision of how the IRM goals relate to the general
performance goals included in the performance plan and mission objectives of
the IHS strategic plan. |
| 5. | An identification of key factors external to the IHS and
beyond its control that could significantly affect the achievement of the
general goals and objectives. This also should include methods for
measuring the progress toward achieving the goals, including a description
of the program evaluations in establishing or revising the general goals and
objectives, and a schedule of future program evaluations. |
| 6. | Assignment of clear roles, responsibilities, and
accountability for achieving the goals. |
| 7. | Identification of existing and planned IT components (such
as information systems and telecommunications networks) and the relationship
among the information technology components and the architecture. |