Frey Keith, Cranmer John Jack, Kirby Lani J, Lenko Paul H, Vrabel Amy Z
Mayo Clinic Arizona, USA.
J Healthc Inf Manag. 2005 Summer;19(3):39-46.
This article describes the Mayo Arizona process for developing an information technology strategic plan. The background of organizational events that gave rise to this strategic planning process is presented. A cross-functional team of key IT stakeholders was convened; the team used a facilitated process to derive a pro forma set of IT strategic objectives from the larger organization's emerging strategic plan. A broad set of leadership interviews was conducted to further identify detailed objectives that would confirm, complement, or conflict with the "strawperson." The IT strategic objectives then were refined and published by the organization. The article also describes the annual process of reviewing the IT strategic plan and translating it to a set of tactical objectives. This includes the committee structure for project prioritization, which is guided by the IT strategic plan. The outcome of the prioritization process is a five-year IT tactical plan, which is used to communicate the IT action plan for achievement of the strategic objectives. The strategic and tactical plans have resulted in stronger ownership and advocacy of IT activities by organizational leadership and a clearer view of the impact of technology on the organization's strategic plan.
本文介绍了梅奥诊所亚利桑那分院制定信息技术战略计划的流程。文中阐述了引发这一战略规划流程的组织事件背景。一个由关键信息技术利益相关者组成的跨职能团队召开会议；该团队采用了一种辅助流程，从大型组织正在形成的战略计划中得出一套形式上的信息技术战略目标。进行了广泛的领导层访谈，以进一步确定那些将确认、补充或与“框架计划”相冲突的详细目标。然后，该组织对信息技术战略目标进行了完善并予以发布。本文还描述了审查信息技术战略计划并将其转化为一系列战术目标的年度流程。这包括用于项目优先级排序的委员会结构，该结构由信息技术战略计划指导。优先级排序流程的结果是一份五年期信息技术战术计划，该计划用于传达实现战略目标的信息技术行动计划。战略和战术计划使组织领导层对信息技术活动的主人翁意识和支持力度更强，也使人们更清楚地认识到技术对组织战略计划的影响。
