Develop a list of questions you would ask the officers of the company and give an explanation and justification for each question.

1. Why did you have chosen me to develop a strategic information systems plan for your company?

Reasons why they have chosen me to develop the SISP of their company.


2. What would you want the company to achieve?

This means the goals of the company. Goals can be summarized in the phrase "dream with a deadline," a goal is an observable and measurable end result having one or more objectives to be achieved within a more or less fixed timeframe. In comparison, a 'purpose' is an intention (internal motivational state) or mission. The question, "Has the goal been achieved?" can always be answered with either a "Yes" or "No." A purpose, however, is not 'achieved' but instead is pursued everyday.


3. What are the strengths and weaknesses of your company?

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective.

4. What do you think is the reason why we have to develop SISP for your company?

Strategic planning focuses largely on managing interaction with environmental forces, which include competitors, government, suppliers, customers, various interest groups and other factors that affect the business of the company and its prospects.

5. What are your objectives for the company?

Objective is the desired or needed result to be achieved by a specific time. An objective is broader than a goal, and one objective can be broken down into a number of specific goals.

6. Would you implement whatever SISP I would develop?

The answer would depend if they would like whatever SISP I would develop for the company.

8. What are the existing systems in your company?

Legacy systems are important for me to know to be able to include it on the SISP that I would develop.

Fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

I’m about to be hired and have given a task to develop a strategic information systems plan. The company officers have invited me to meet with them to discuss things. So before the meeting, they have asked me to provide a list of questions so that they can prepare, in order to maximize the output of the meeting. So, I was given a task to provide questions. These are the list of those questions that I’m going to ask them:

1. Why me?

This is the first question I would ask the officers why they hired to develop a strategic information systems plan. And also as an introductory part of the meeting. As an IT professional you also wanted to know the reason why they chose you to do the job.

2. What are your expectations?

This is the complement question in the first question which is why me? As a hired IT professional I would like to know what will be there expectations as I develop the strategic plan for them, and also for me to make an evaluation for myself.

3. What business are we in?

The first and most important question is, "What business are we in?" What business are we really in? I want to fully know what type of business am I going to develop a strategic plan. To define the business in terms of what they do for their customer or to the company. Keep expanding the definition of the business so that it is as broad as possible. Never be satisfied with the first answer.
For example, railroads defined themselves as being in the business of moving people and freight by rail. In reality, they were in the transportation business. By ignoring the other avenues of transportation that were developing, such as trucks, buses, ships, and airplanes, many railroads went out of business.

4. What is the background of your company?

This is the fourth question I would like to ask them. I would ask this question because I would like to know how what is their business all about. As a hired IT professional I would really basically know what is there business is all about, but in order to have an effective strategic plan it is better if it is coming from the officers. And also for formality’s sake, I’d ask them about their company so after they would answer my question; they would know that I have knowledge already about their company. So this is the fourth question I would ask the officers.

5. What are you mission, vision, and goals?

This is the fifth question I would ask the officers. I have to ask this question to them. Why? Because this is the reason why I am making a strategic plan for them so I need to know what are there mission, vision, and goals. I have to know what the company or the business wants to attain so that I can also align it with the strategic plan that I am going to make. The strategic plan would be useless if what the plan that I would produce has no connection with the company’s vision, mission and goals. As we all know that making a strategic information systems plan should be inclined with the business mission, vision, and goals.

6. What is your current strategic plan?

This is the next question I would like to ask to the officers. The main reason why I included this to my list because I want to know what is their current strategic plan in order for me to evaluate what are the their business flow. What processes that are important and not.

7. What is the status of your company right now?

So basically, I wanted to know if their current status is good or not. Knowing the current status of the company makes it easier to pinpoint the constraints and risk that is involve. Knowing the status of their company is a key to evaluate the company in making a strategic plan.

8. What are your needs?

In order to make a strategic plan which is efficient I would ask them what are the needs of their company. So after discussing what are the needs then you can evaluate what will the things you would do to make the SISP.

So these are the list of questions that im going to ask them in order to maximize the said meeting.

visit my blog @ franzcie.blogspot.com

you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

The advances in information technology have affected the lives of most of the human beings in their day-to day lives. With the passage of time, the technology has evolved immensely and so have the opportunities. Information Technology is being used in the business activities for improving the efficiency and effectiveness of the people and the business on the whole. The increasing demand of IS IT has made the management of the more and more complex and difficult. In order to manage the IS/IT based systems, it is important to have an appropriate strategy that defines the systems and provide means to manage the systems. Strategic information systems planning (SISP) is an effective way of developing and maintaining the IS/IT systems that support the business operations.

Planning typically includes several major activities or steps in the process. Different people often have different names for these major activities. They might even conduct them in a different order. Strategic planning often includes use of several key terms. Different people might use apply different definitions for these terms, as well.

Don't be concerned about finding the "perfect way" to conduct strategic planning. You'll soon notice that each writer seems to have their own particularly interpretation of the activities in strategic planning. However, as you read the materials linked from the topic Strategic Planning in this library, you'll begin to notice some information that is common to most writers.

Read the basic description described below on this page. Then review the various materials linked from the library in the topic Strategic Planning. Once you start strategic planning, you'll soon find your own particular approach to carrying out the process.



1. Comprehensiveness- Comprehensiveness is “the extent to which an organization attempts to be exhaustive or inclusive in making and integrating strategic decisions”.



2. Formalization- Formalization is “the existence of structures, techniques, written procedures, and policies that guide the planning process”.



3. Focus- Focus is “the balance between creativity and control orientations inherent within the strategic planning system”. An innovative orientation emphasizes innovative solutions to deal with opportunities and threats. An integrative orientation emphasizes control, as implemented through budgets, resource allocation, and asset management.



4. Top-down flow- SISP should be initiated by top managers, with the aid of support staff.



5. Broad participation- Even though the planning flow is top-down, participation must involve multiple functional areas and, as necessary, key stakeholders at lower levels of the organization.



6. High consistency- SISP should be characterized by frequent meetings and reassessments of the overall strategy.

The recommendations found in the SISP literature have been echoed in the operations management literature. It has been suggested that firms should institutionalize a formal top-down planning process for linking information systems strategy to business needs as they move toward evolution in their management orientation, planning, organization, and control aspects of the IT function.

fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

Develop a list of questions you would ask the officers of the company and give an explanation and justification for each question. (1000 words).

Strategic Information Systems Planning

Strategic information systems planning (SISP) has been defined as the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals. SISP is an important activity for helping information executives and top management identify strategic applications and align IT with business needs. Previous researchers and practitioner observers have identified measures of successful SISP and have recommended many prescriptions for achieving success.

In this research, the SISP experiences of 105 planners contribute a new perspective on these prescriptions and the success of SISP. Planners extensively follow the prescriptions that promote the efficient management of the SISP study. Although they also extensively follow those prescriptions that lead to their own greater satisfaction, they do not so rigorously follow those that meet SISP objectives. However, the fit between information technology capabilities and the needs of the organization is important to them. Furthermore, plan implementation remains critical to meeting SISP objectives.

Combined, these generalizations suggest the central contribution of this research-planner's paradox: The planner must complete the SISP study rapidly to facilitate its implementation but in doing so risks compromising its fit to the organization and therefore reduces its chances of implementation. The planner must thus plan rapidly enough to produce the plan quickly but carefully enough to produce a relevant one.


Ten Reasons Why You Need a Strong Business Plan

A business plan is the cornerstone of starting a business as well as a significant tool for monitoring the progress and growth of your company. Below are 10 key reasons why you should have a business plan.

1. To Attract Investors. Before investors can decide whether or not to back your business financially, they will need to know as much as possible about how the business will operate and how their investment will be spent.
2. To See If Your Business Ideas Will Work. By writing a business plan and outlining each aspect of your business, you can determine if your idea is actually viable.

3. To Outline Each Area of the Business. A business plan will provide an overview of all aspects of the business. You will be able to detail the who, what, where, when, and why of your day-to-day business operations, costs, and projected profitability.

4. To Set Up Milestones. By forecasting where your business will be in six months, one year, or five years, you are not only letting potential investors know your plans, but also setting up realistic milestones for yourself and your employees.

5. To Learn About the Market. Researching, analyzing, and writing about the market not only provides you with an overview for the business plan, but gives you greater insight into the overall market.

6. To Secure Additional Funding or Loans. Your business plan can demonstrate that you have met goals and illustrate the company’s growth and need for additional funding.

7. To Determine Your Financial Needs. The process of writing your business plan will force you to analyze your financial picture.

8. To Attract Top-Level People. Your business plan will give talented people an overview of your business.

9. To Monitor Your Business. A business plan should serve as an ongoing business tool that you can use to monitor your progress.

10. To Devise Contingency Plans. While business plans often include some contingency plans, by virtue of having the document available, you can see how and where you can make such changes relatively quickly if, and when, necessary.


Here are the following questions that I may discuss in the said meeting:
What is the company’s business plan?

The Strategic information systems plan must be inline or linked to the company’s business plan. Because the strategic information systems plan that will be developed will support the organization’s overall business plan.
― What is the scope and limitation of the Strategic Information Systems plan?
It is important to know the scope and limitation of the strategic information systems plan that I will develop so that I will not go overboard beyond the company’s needs. And it can also help prevent miss understanding between me and the company.

Does your organization ready for Strategic Planning?

-Planning for information systems, as for any other system, begins with the identification of
needs. In order to be effective, development of any type of computer-based system should be a
response to need--whether at the transaction processing level or at the more complex information and
support systems levels. The plan must be specific enough to enable understanding of each application and to know where it stands in the order of development. Also the plan should be flexible so that priorities can be
adjusted if necessary.
What are the company’s objectives and goals?

-This question is mostly asked by many interviewers, knowing that every company should possess an ideal success to the business. In making a business proper, the company should provide an objective and goal, because these two main words denote the achievement and success of the business. It would help give a direction and organize strategy to the business.

Is the company willing to provide risk involving budget?
-To know if in what way the company use money for implementing project.This would identify if the company is worthy in hiring to develop their Strategic
information system plan .Having a good budget SISP would be more success.

References:

http://www.jmis-web.org/articles/v13_n1_p35/index.html
http://www.allbusiness.com/business-planning-structures/business-plans/1716-1.htm

blog:
<quinkaye.blogspot.com>

fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

Develop a list of questions you would ask the officers of the company and give an explanation and justification for each question. (1000 words).

Editing...

I In this assignment, we are asked that if we are hired and have been tasked to develop a strategic information systems plan for a company .That company asked us to discuss the direction of the company and provide a list of question with some explanation about the why for maximizing the output from the meeting.
So do, I imagine that if one day Iwill be hired to do tasks for developing strategic information system of one’s company I would
think first what is the company’s business involved then think about the plans of the company for the next year .I would prepare question for them to answer and for me the analyze the situation and the things the that the company’plan for their businesses .But before I formulate some question ,we should understand more about the Strategic Information Systems Planning (SISP).


Strategic Information Systems Planning (SISP) is a continuous planning activity that ensures Information and Communication Technology (ICT) implementation in an organization is aligned with business strategies, improves organizational process effectiveness, creates business opportunities and contributes to organizational competitiveness An SISP methodology is especially useful for the inexperienced SISP developerbecause it provides a systematic guideline to carry out the IS strategy formulation process. It is generally a guideline for solving a problem, with specific components such as phases, tasks, methods, techniques and tools [Methodology benefits managers by providing information to plan, review and control projects. Generally methodologies arecomprised of the following four elements: providing an opinion of what needs to be solved.


These are are things to consider in making (SISP)StrategicInformation Systems Planning


Situation Analysis-
Description of where we are today, internal and external , business and IS

Strategy Formulation-
Description of where we (the company)want to be ,business and IS

Strategy Implementation- Plans
how we (the company)are going to get there from IS stand outpoint.


In these information we can understand the things should be consider in SISP of the company.It can help also to formulate question to formulate a questions to understand more about the company and here are my questions for the company:

·
What is company’s plan for the future?
-for me to analyze the things the company want to do for the future and why the need SISP for planning for their company for me to initiate the impact of my SISP for the company.It would be useful for thecompany


Is Stategic Information Systems Plan useful for the
company?Why?
-To understand why company need SISP ,Is this the key for their success? And understand company’s
plans.

· What is the vision objective ,goals and priorities of the company?
-To understand well the interest of the
company.

·
What is the current IS environment company?
-To know the capacity of the company in implementing the SISP.

·
What is the competitive advantage of the company and disadvantage ?
-To know the valuable effect of the plans if it would make the company be
more competitive or it would not.
·
What are the threats and opportunities facing the company?
-To grab ideas in what to do with the company .


Is the company willing to provide risk involving budget?
-To know if in what way the company use money for implementing project.This would identify if the company is worthy in hiring to develop their Strategic
information system plan .Having a good budget SISP would be more success.

·
How they handle changes?
-With this changes we could identify the risk of company in taking the risk .So we should understand to plan strategy in handling IS changes
in the company

fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting. If I was hired to develop a Strategic Information Systems plan for a company and the company invited me to discuss with them the direction of the company and asked me to provide some question for the meeting about the Strategic Information Systems plan, here are the following questions that must be ask.

― What is the business all about and what are the objectives of the company?

Before you develop a strategic information systems plan you ask first what business does the company have and you should ask about the company’s objectives. Because knowing the objective of the company can help you determine the direction of the company.

― Why the need for change?

Knowing the reasons why the company needs to change is also important. Why the company takes risk on changing their current system is a factor to consider. Because as technology changes, the organization’s practices also change and it will have a great effect to those people who are working in the company. That’s why you should meet the needs of the company that hired you.

― What is the company’s business plan?

The Strategic information systems plan must be inline or linked to the company’s business plan. Because the strategic information systems plan that will be developed will support the organization’s overall business plan.
― What is the scope and limitation of the Strategic Information Systems plan?
It is important to know the scope and limitation of the strategic information systems plan that I will develop so that I will not go overboard beyond the company’s needs. And it can also help prevent miss understanding between me and the company.

― What is the company’s current situation?

After knowing the scope of the strategic information systems plan. Knowing the company’s current situation is important. Before I develop a strategic information systems plan I should know what their current system is, what their previous strategic information systems plan is, the management strategy, the implementation plan and budget. Because it will be my reference or basis for developing a new strategic information systems plan that will provide the needs of the company.

― What are the critical success factors?

In order to meet the company’s needs and in order to achieve success, I must know what are the critical success factors in developing a strategic information systems plan. Some of this success factors are the operational goals shaped by the company, the firm, the manager, and the broader environment that are believed to assure the success of an organization.

fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

Develop a list of questions you would ask the officers of the company and give an explanation and justification for each question. (1000 words)

Information has emerged as an agent of integration and the enabler of new competitiveness for
today’s enterprise in the global marketplace. However, has the paradigm of strategic planning
changed sufficiently to support the new role of information systems and technology? We reviewed
the literature for commonly used or representative information planning methodologies and found
that a new approach is needed. There are six methodologies reviewed in this paper. They all tend to
regard planning as a separate stage which does not connect structurally and directly to the
information systems development. An integration of planning with development and management
through enterprise information resources - which capture and characterize the enterprise - will
shorten the response cycle and even allow for economic evaluation of information system
investment.

For a long time relationship between information system functions and corporate strategy
was not of much interest to Top Management of firms. Information Systems were thought to be
synonymous with corporate data processing and treated as some back-room operation in support of
day-to-day mundane tasks (Rockart, 1979). In the 80’s and 90’s, however, there has been a
growing realization of the need to make information systems of strategic importance to an
organization. Consequently, strategic information systems planning (SISP) is a critical issue. In
many industry surveys, improved SISP is often mentioned as the most serious challenge facing IS
managers (Pavri and Ang, 1995, Beath and Orlikowski, 1994; Martin, 1993; Porter and Miller,
1985).
Planning for information systems, as for any other system, begins with the identification of
needs. In order to be effective, development of any type of computer-based system should be a
response to need--whether at the transaction processing level or at the more complex information and
support systems levels. Such planning for information systems is much like strategic planning in
management. Objectives, priorities, and authorization for information systems projects need to be
formalized. The systems development plan should identify specific projects slated for the future,
priorities for each project and for resources, general procedures, and constraints for each application
area. The plan must be specific enough to enable understanding of each application and to know
where it stands in the order of development. Also the plan should be flexible so that priorities can be
adjusted if necessary. King (King, 1995) in his recent article has argued that a strategic capability
architecture - a flexible and continuously improving infrastructure of organizational capabilities - is
the primary basis for a company's sustainable competitive advantage. He has emphasized the need
for continuously updating and improving the strategic capabilities architecture.
SISP is the analysis of a corporation’s information and processes using business information
models together with the evaluation of risk, current needs and requirements. The result is an action
plan showing the desired course of events necessary to align information use and needs with the
strategic direction of the company (Battaglia, 1991). The same article emphasizes the need to note
that SISP is a management function and not a technical one. This is consistent with the earlier
distinction between the older data processing views and the modern strategic importance view of
Information Systems. SISP thus is used to identify the best targets for purchasing and installing
new management information systems and help an organization maximize the return on its
information technology investment. A portfolio of computer-based applications is identified that will
assist an organization in executing its business plans and realize its business goals. There is a
growing realization that the application of information technology (IT) to a firm’s strategic activities
has been one of the most common and effective ways to improve business performance.

Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors), and EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).
Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:
1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"
In many organizations, this is viewed as a process for determining where an organization is going over the next year or more -typically 3 to 5 years, although some extend their vision to 20 years.
In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan."
It is also true that strategic planning may be a tool for effectively plotting the direction of a company; however, strategic planning itself cannot foretell exactly how the market will evolve and what issues will surface in the coming days in order to plan your organizational strategy. Therefore, strategic innovation and tinkering with the 'strategic plan' have to be a cornerstone strategy for an organization to survive the turbulent business climate.


what are the vision, mission, goals and objectives of the company?
every organization has vision, mission, goals and objectives. since i will be doing a job for the company, the organization should orient me about their VMGO, it will help me a lot because i will be aware of why does company offer services for.

what does our vision in developing strategic information system plan?
before making a plan we should identify first why do we need strategic information system plan, and make a set of vision we would like to accomplish in the future implementation.

what are your information systems?
the company should present their information systems that is currently implemented, since i will be going to work it out for the company's services improvement.

do you have current information system plan?
if the company has a current information system plan, they should present it to me, so that i would know in what aspect do i need to improve and make changes.

what status does your company have now, in terms of information system planing?
the company can explain further in what status does your company is in, is it in functioning and effective or is it functioning yet not effective.

what are the assessments does your needs?
elaborate the assessments that your company want so that i would know what should i do to fulfill those vision statement that we develop earlier.

can you handle the changes that may happen during the implementation?
as we implemented the said strategic information system plan, does the employees of the company that is involved in the implementation willing to adapt the changes that they might encounter? does the company willing to conduct orientation before the implementation of the strategic information system plan.

references:
http://www.blastasia.com/PDF_files_for_web/Formulating%20an%20ISSP.pdf
http://viu.eng.rpi.edu/publications/strpaper.pdf

fast forward ..., you were hired and have been tasked to develop a strategic information systems plan for a company. The company officers have extended an invitation for you to meet with them to discuss the direction of the company. Before this meeting, they have asked that you provide a list of questions with some explanation about the "why" of the question so they can be prepared, thus maximizing the output from this meeting.

Develop a list of questions you would ask the officers of the company and give an explanation and justification for each question. (1000 words)
Strategic Information Systems Planning (SISP) has been developed to aid in recognizing appropriate portfolio of computer based application and relevant information processing activities to support organizations’ information needs. SISP is not a single solution or method for IS planning but an umbrella term for host of methods and techniques that are more or less based on different paradigms of world, organizations, and humans. Characteristic for available SISP methods is their focus on a single organization.
Two Core Arguments:
First:
At a minimum, a firm’s information systems investments should be aligned with the overall business strategy and in some cases may even become an emerging source of competitive advantage. While no one disagrees with this, operations management researchers are just starting to study how this alignment takes place and what the measurable benefits are. An issue under examination is how a manufacturer’s business strategy, characterized as either “market focused” or “operations focused,” affects its ability to garner efficiency versus customer service benefits from its ERP investments.
Second:
Companies can best achieve IS-based alignment or competitive advantage by following a proactive, formal and comprehensive process that includes the development of broad organizational information requirements. This is in contrast to a “reactive” strategy, in which the IS group sits back and responds to other areas of the business only when a need arises. Such a process is especially relevant to ERP investments, given their costs and long-term impact. Seegars, Grover and Teng have identified six dimensions that define an excellent SISP process.
1. Comprehensiveness .Comprehensiveness is “the extent to which an organization attempts to be exhaustive or inclusive in making and integrating strategic decisions”.
2. Formalization. Formalization is “the existence of structures, techniques, written procedures, and policies that guide the planning process”.
3. Focus. Focus is “the balance between creativity and control orientations inherent within the strategic planning system”.
4. Top-down flow. SISP should be initiated by top managers, with the aid of support staff.
5. Broad participation. Even though the planning flow is top-down, participation must involve multiple functional areas and, as necessary, key stakeholders at lower levels of the organization.
6. High consistency. SISP should be characterized by frequent meetings and reassessments of the overall strategy.
If in case i will be hired and tasked to develop a SISP for a particular company, these are the following questions that I will going to prepare for the said meeting. The following questions that I have mentioned below are significant and helpful in developing a SISP in a company.

1.Why Plan?
--------We all plan at some time in our lives and when we do, it’s usually for one of two basic reasons. One is we want to accomplish something, some goal, be it practical or idealistic. Or we want to avoid or prevent something, such as hardships. In planning we use whatever facts we have to help us make our best guess about the future and choose the best and most practicable steps to accomplish our goals. In order for a business to be successful, there needs to be a road map for success. A strategic plan helps to provide direction and focus for all employees. It points to specific results that are to be achieved and establishes a course of action for achieving them. A strategic plan also helps the various work units within an organization to align themselves with common goals.
2. What is the company profile?
--------It is very significant to be oriented with the firm's history, number and quality of its human, financial, and physical resources organizational and management structure, past, current and anticipated performance, and its reputation, and the standing of its goods or services. In other words to know first the different company products and operations that the company have to have easy way in developing SISP.
3. what are the mission, vision, goals and objectives of the company?
--------It is also pertinent to be familiar with the company’s vision and mission in SISP implementation because it serves you in carrying out leadership role, unifying efforts and building alignment and loyalty among employees. Mission tells you the fundamental purpose of the organization. It defines the customer and the critical processes. It informs you of the desired level of performance. A Vision outlines what the organization wants to be, or how it wants the world in which it operates to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria. Objectives could cover growth, profitability, technology and some offerings however goals are ultimate time-based measurements to be achieved by implementing strategies in pursuit of the company's objectives
4. Why does a company needs a strategic information systems planning?
--------Strategic information systems planning is relevant to know with the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals.
5. what are are the critical success factors of the company?
--------In SISP implementation we must identify also the Critical Success Factor which is necessary for an organization or project to achieve its mission. It is a critical factor or activity required for ensuring the success of a company. In any organization certain factors will be critical to the success of that organization, in the sense that, if objectives associated with the factors are not achieved, the organization will fail - perhaps catastrophically so.
6. What are the strength and weaknesses in implementing SISP?
--------Strength and weaknesses must also identify to know are the positive or negative aspects of the external and internal environments that are under the direct control of a firm. Listing of a company's strengths and weaknesses are a normal part of any attempt at strategic information systems plan (SISP) for virtually all companies. Strengths are those things that your company does well which help you perform your jobs, deliver value to your customers and/or give you an advantage over your competition. It is important to determine your weaknesses to get them out in the open, with everyone in basic agreement that these are actually weaknesses, so the team can determine what to do about each one, if anything.






References:
http://scm.ncsu.edu/public/facts/facs060329.html
http://portal.acm.org/citation.cfm?id=1238296
http://www.jmis-web.org/articles/v13_n1_p35/index.html
http://www.ebrc.fi/kuvat/Makipaa_paper.pdf