IT Strateegia IT Ettevõttele (1)

Table of Contents
1.
Background ..............................................................................................................................2
2.
Business Plan............................................................................................................................2
2.1.
Mission ..............................................................................................................................2
2.2.
Values  ...............................................................................................................................2
2.3.
SWOT Analysis of the Organization ................................................................................2
2.4.
Opportunities ....................................................................................................................3
2.5.
Primary   Processes  .............................................................................................................4
2.6.
Balanced Score  Card.........................................................................................................4
3.
IT  Description  ..........................................................................................................................8
3.1.
Hardware Environment.....................................................................................................8
3.2.
Software Environment ......................................................................................................8
3.3.
Working  Environment ......................................................................................................8
3.4.
Projects ..............................................................................................................................9
3.5.
Outsourced Services  .........................................................................................................9
3.6.
Structure............................................................................................................................9
3.7.
Management   Process  ......................................................................................................10
4.
Development   Program ............................................................................................................10
4.1.
Expenses  .........................................................................................................................10
4.2.
Outstanding Tasks and Projects ......................................................................................10
4.3.
SWOT Analysis of the IT Department  ...........................................................................11
4.4.
Risk Analysis ..................................................................................................................12
5.
IT Strategy ..............................................................................................................................14
5.1.
Mission............................................................................................................................14
5.2.
Vision ..............................................................................................................................14
5.3.
IT Balanced Score Card ..................................................................................................14
5.4.
GAP Analysis .................................................................................................................18
6.
Infrastructure ..........................................................................................................................19
6.1.
Computers  .......................................................................................................................19
6.2.
Servers ............................................................................................................................19
6.3.
Network Devices .............................................................................................................20
6.4.
Employees.......................................................................................................................20
7.
Internal  Projects......................................................................................................................21
7.1.
Training  Schedule  ...........................................................................................................21
7.2.
Yearly   Action Plan..........................................................................................................22
1.
Background
Lee Information Systems is an organization whose  main trade is a  solution - based development of
business software. The primary area of competence of the organization is IT domain . Lee IS has
been active   since  2002 and during  that time has successfully provided a  wide  range of services
and solutions . In the past  years the specialty of Lee IS was narrowed down to IS development for
specific  business domains due to the rising  demand and profitability.
2. Business Plan
2.1.Mission
Lee IS is set on catering  the most effective solution to a  given  customer and offering the most
effective partnership in its  support .
Effectiveness implies, amongst  other  things, information being:
  stored without   essential  use of  paper
 transmitted without essential  burning  of fuel
 processed without essential human  labor /endeavor
2.2.Values
 Simplicity and  transparency
 Taking responsibility for every implemented piece  in appreciation of the  value  of long-
term  relationships
 Free and  creative   thinking  precedes  rules and standards
 Confidentiality and respect  for  others
 Precision is valuable , ethics and care are absolutely  necessary
2.3.SWOT Analysis of the Organization
Strengths
Weaknesses
SO1:  Good reputation on the  local   market
WO1: Not enough qualified employees to
SO2: Extensive and varying customer  base
support numerous customers
SO3:  Relations with foreign partners in
WO2:  Project -orientedness implies a
Baltic   states , Scandinavia and UK
multitude of  different   code  to support
SO4: Reliable  employee  base
WO3: Unattractive and obscure  web
SO5: Attractive inspiring office  space  in the
representation and interface  of  products
very  heart  of the city
WO4: Too many  areas of services
SO6: WebMountain – the  core  for efficient
WO5: Absence of  real  international business
and easy  building of information systems
network
WO6: Outdated technological core of the
product
WO7: Absence of real inner  organizational
structure, clear   chain of command
WO8: Office only has one big  room  without
actual  means to separate and soundproof
sections
Opportunities
Threats
OO1: Turn promising projects into products
TO1: Many big software players already  in
and start offering  them   worldwide
the international market
OO2: Sell some clients to another   companies
TO2: Difficult to discover and approach
OO3: Tuning appearances
potential clients.
OO4:  Turning  relations in other countries into
TO3: Many employees are working  part -time,
local representatives
and are probably prone to put other
OO5: Collaboration with other local IT
responsibilities first
organizations
TO4: It may be  hard to support some clients
OO6: Migrating the core of the projects to the
without actual on-site presence
latest technological  version
TO5: Inability to hire  competent workforce
TO6: Foreign markets are an uncharted
territory hard to map for a small organization
2.4.Opportunities
The most prominent and promising opportunites of the organization are elaborated on below.
OO1: Turn promising projects into products and start offering them worldwide
There  is an immense unfulfilled potential to the software that’s been catered as solutions to
individual  clients. The projects that Lee IS has completed for its customers have  shed light  on
demand for certain type of solutions that is not necessarily limited to the company ordering the
solution. The supposition is such that there are  quite  a number of companies that  require
specialized solutions of similar – if not  almost  identical – functionality. Conversion of a small
number of the most promising solutions into products and their pipelined delivery  to
international customers appears to be a very promising  course  of action.  These  products should,
ideally, function out of the box and require minimal assistance from Lee IS to be taken into use
by any given company in any given country .
OO2: Sell some clients to another companies
As it is becoming apparent that support of some lines of business and certain projects is no
longer well-justified and employees’  skills and expert   knowledge  would be more  efficiently
applied elsewhere, the  pressing  need to drop these projects and LOBs is manifesting itself. Not
only the time spared by such a disposal would be a  major   gain of potential for Lee IS and would
allow  it to focus on more promising projects and clients, but the immediate influx of monetary
resources would be a material  advantage  to initiation of OO1 conversion.
OO3: Tuning appearances
Lee IS  image  would benefit  a lot from modernization. Superficiality of human nature  is such that
oftentimes the  visual  aspects of company’s representation can be  crucial  in cultivation of
inclination to trust. Outdated visual  components can be easily associated with usage of
technologies that are not state of the art, whereas neat and modern representation of the company
is likely to produce the contrary effect. The components that require redesign include  but are not
limited to the company’s  website , business cards, company’s products/solutions and their
business websites.
OO4: Turning relations in other countries into local representatives
During the many years of Lee IS  practice  a wealth of contacts has been established all  around the
world. These relationships could be converted into partnerships to almost self-evident mutual
gain – expansion to foreign markets with a concrete software product would certainly  be
rendered more attainable had there been even a single  person to back the expansion up in a given
country and offer  on-site support and assistance to foreign clients if need be.
OO5: Collaboration with other local IT organizations
As the workload seems to be increasing perpetually and selling  all nonpriority LOBs and clients
off to other  service  and solution providers would be  highly  impractical, it  makes sense  to
outsource some of the tasks to other reliable local IT companies that have skilled programmers to
spare. Also, it will be  reasonable  to collaborate with top- notch professionals of the  field on
rewriting the core  platform  utilized for new developments for clients as thus development of the
new version of the platform could be accomplished in a more efficient manner, in less time and
would most likely yield  results of  higher   quality .
OO6: Migrating the core of the projects to the latest technological version (!)
The platform which is at the core of every Lee IS’s project is going   through  a  continuous natural
evolution, getting  perpetually enhanced. Unfortunately , there is no infrastructure as of now for
these tweaks to be taken effect  across all of the projects at the moment of deployment of
improvement, hence some of the projects have to be updated to the  current  version of the
platform manually, and introduction of such updates is often not high on priority  list of tasks.
Thus, a great discrepancy is observed between the versions of platform for different projects and
this can be mitigated by initiation of an internal project to make automatic upgrades of the
platform a  reality .
2.5.Primary Processes
Primary general processes of Lee IS are:
 Software Development
 Customer Support
  Marketing
 Sales
2.6.Balanced Score Card
Objectives 2013-2015
Following  objectives of the organization (LO) have been drawn on the  basis of SWOT analysis
and are meant to exploit opportunities in order  to overcome internal weaknesses.
ID
Objective
SWOT ID
LO1  Deliver  a product that could be widely distributed and would not
WO1, WO2, OO1,
necessitate presence of company’s representative on site
OO4, TO1, TO2,
TO4, TO6
LO2 Specialize in fewer fields so the limited working  capacity  of
WO1, WO4, OO2,
employees could be put to more productive use
OO5
LO3 International expansion -  attainment  of a wider  client  base that
OO4, OO1, WO5,
would not be limited to geographical proximity
SO3, TO1,TO2, TO4,
TO6
LO4 Attain modern image so that the sought after up-to- date -ness, to
WO3,WO6, OO3,
which efficiency translates, is recognizable by an  average
OO6, SO2, SO5, TO4
customer
LO5 Establish collaboration with other IT companies forming reliable
WO1, WO2, WO4,
partnerships – this implies both fulfillment of client’s orders and
OO2, OO5, SO1
development of internal projects
LO6 Introduce a viable organizational structure and enforce  a
WO7, SO4
reasonable chain of command
LO7  Increase  efficiency of employees which implies increase of the
WO1, WO2. WO4,
time employees devote to their duties and enhancement of their
WO8, OO2, OO1,
professional skills
OO5, SO4, SO5, TO3
LO8 Increase profitability, which would allow the company to grow as WO1, WO2, WO3,
the influx of funds would allow to hire more professionals or/and
WO4, OO1, OO2,
help motivate current employees
OO3
Financial Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Increase profits
Profit   growth
7%, 20%, 35%
Product deliverance
Increase  income
Revenue  growth
10%, 25%, 40%
Attainment of new customers, including  international  ones
Improve  development expense
Return  on Investment
5%, 15%, 25%
Increase  amount  of time employees spend in the office
RoI
Increase the number of employees simultaneously in the office
Increase efficiency of every employee
Increase  perceived value
Customer appraisal of the
Not less  than  7, 8, 8
Raise  satisfaction with user   experience
products and services based
Marketing initiatives to  present  the product most credibly and seductively
on questionnaires and
actual sales (10 point  scale )
Attain recognition of Äripäev
The list of successful
Enter Top 100 Estonian
Conclude the development program chartered in the scorecard
Estonian  enterprises
Companies by 2015
published annually
Customer Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Become  preferred  CRM
Percentage of Estonian media
20%, 50%, 70%
Research of local market
provider for Estonian media
organizations using Lee’s
Transition to product offering
organizations
product by employee  count
Targeted  sale  incentives
Increase amount of foreign
Percentage of clients not
10%, 30%, 60%
Development of the product per se
clients
registered in KM
Development of adequate marketing scheme
Provision of adequate distribution environment
Raise perception of the
Customer evaluation through
Not less than 4.5, 4.4, 4.3
Redesign of business website
company as of modern one
specially  developed
Redesign of business cards
questionnaire (5 point scale)
Redesign of other visually representative aspects of the company
Raise satisfaction with user
Customer evaluation through
Not less than 7, 8, 8
Development of predictably behaving product(s)
experience
specially developed
Adhering to state-of-the-art  practices  in design
questionnaire (10 point scale)
Supplication of sufficient documentation and tutorials
Internal Business Processes Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Deliver product(s) to the market
Percentage of profit made off
10%, 40%, 70%
Refactoring of information system(s)  delivered to clients as solutions to
products
easily distributable state
Establishment  of distributing and demo -ing environment
Increased focus
Decrease  of tasks  incoming
30%, 40%, 50%
Selling web- hosting  and some other LOBs to highest  bidders
from low-priority clients and
Outsourcing  support of some clients to partners
LOBs
Outsourcing some tasks to partners
Perfect  the core of internal
Used technologies are
All
Collaboration with top-notch professionals of the field
projects
currently supported
Conduct a  survey  of modern technologies and standards
Used volatile standards are
90%, 80%, 70%
not older than 3 years
Increase efficiency of  task -
Decrease of time elapsing
15%, 30%, 30%
Introduction of actual chain of command
handling
from emergence of a task to
Introduction of  control  system to assure of tasks assignations and
its  processing /assignation
completions
Faster resolution of tasks
10%, 25%, 25%
Assignment of clearer areas of competence and responsibilities
Learning and Growth Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Stable  full -time employee core
Amount of full-time
5, 7, 10
Motivation through increased salary and system of rewards
employees
Head- hunting
Raise the competence of
University  degrees
3BSc , 2MSc; 4BSc, 2MSc;
Creation of environment that will not stifle study process
employees
5BSc, 3MSc
Selection of trainings that would both fit company’s  requirements  and
Course/trainings
6h, 5h, 5h
inclinations of employee
certificate   hours  on
average per person per
month
Increase devotion of employees
Average time devoted
70%, 75%, 77%
Soundproofing the spaces in the office or/and provision of  sound -isolating
to work  when at work
headphones
Encouragement of creativity and initiative –  addition of small inspiring small
details  to the office, positive  reinforcement of well  done  tasks
Motivational interviews
3. IT Description
3.1.Hardware Environment
The hardware environment of Lee IS is comprised of following components:
  Server
  Laptops  ( Dell  x6) (two privately owned ones)
 Work stations (one privately owned by an employee)
  Telephone  ( Philips )
 Network devices: a router and a  switch
 Portable hard drives
 Computer mice, keyboards (Logitech, Defender,  Microsoft )
 Displays
 Dock connectors (Dell x3)
3.2.Software Environment
As the primary  technology  the company is using is ASP.NET and as it is a  part  of Microsoft
Partner  Program the  majority  of software originates from Microsoft:
 Microsoft Visual  Studio 2012
 Microsoft  Windows XP/7,
 Microsoft Windows server 2012/2008 R2
  Internet  Information Services 7.5
 Microsoft SQL Server 2008 R2
 Microsoft .NET Framework 4
 Microsoft Visual SourceSafe(VSS)
 Microsoft Office 2010
 Microsoft  Lync  2010
 Microsoft Silverlight 4
Other  important  software includes, but is not limited to:
 TortoiseSVN
 Enterprise architect
  GIMP
3.3.Working Environment
The principle of care, which is amongst the values of the company, was applied to the working
space. Taken into account  limited recourses of the  startup , the office  rooms  were selected and
furnished in such a way as to promote creative thinking and resourcefulness. The office is
located on the 27th floor overlooking the  vista  of  medieval  city and the gulf of Tallinn and is
equipped with climate controlling devices, kitchenette and a  bathroom . The rooms receive
adequate amount of daylight and have sufficient means of artificial lightening installed. The
interior  is sustained in  mild , natural, “ wooden ” colors. The working space is logically  divided
into two sections by a  glass sound-non-isolating shutter; one  section  has 3 individual tables of
adjustable height each equipped with the aforementioned 22’ displays and the other one - one big
conference table with a 40’ TV display  mounted on it, rendering the space perfect for meetings
and presentations.  Overall , the office can comfortably accommodate up to 6 people working
simultaneously. Vast majority of chairs are  alas unadjustable.
3.4.Projects
Supported Projects:
Though Lee’s main specialization is to be shifted from domain of providing individual solutions,
values and principles, as well as economic  considerations, prompt the company to continue
support of a number of projects, such as:
 AdSail – CRM for media companies
 Woodpecker – core IS for  timber  trade companies
 WebMountain platform development
 Estonian Defense Forces field training booking system
 European Patent  Office project
 Monitek – core IS for traders in metal-parts industry
Deprecated and other projects:
 Website hosting
 Customer support
  Figure   Friends  ( throughout  the Baltic States and  Finland )
 “IT Koolitus” booking system
 Estonian Patent Office core IS
  Siemens Estonia Inc. project
 Estonian Ministry of Foreign Affairs project
 Estonian Ministry of  Agriculture  project
 Balsnack Inc. project
 Baltcom Inc. project
 Elektrum Inc. project
3.5. Outsourced Services
 Web-design and layouts
 Training
  Communication  (telephone, internet)
 Server capacity from  Amazon
 Hardware  maintenance
3.6.Structure
As the scale of the company is really  miniature there is no defined structure per se. The head of
the IT department – who is also the product  owner  and, effectively, the head of the company and
a chairman on  board  of directors – presides over vast majority of large-scale IT projects the
company is involved in. All other employees of IT department  report  to him. Interning  students ,
if present, get attached to one of the two programmers and do their bidding and operate under
their guidance and tutelage. The programmers generally have certain long-standing projects
attached to them and deal with further  developments and user support in their respective areas of
responsibility. All the IT personnel are involved in advancing the WebMountain platform.
People from other departments of the company, if bidden to perform  some tasks from the realm
of IT department, are reporting directly to the head of IT department, unless he  places their
expertise directly at one of the programmers’ disposal. As that of a start-up the robustness and
potential of the company is largely in the  ability  of its  team  to self-regulate which is expected of
Lee IS’s employees.
3.7.Management Process
Due to the small scale of the company and its through and through IT nature it is hardly possible
to draw  a defining line between management of the  whole  company and IT constituent of it.
Day-to-day management of IT department proceeds in the following way – every week (every
other week at worst) the  backlog  of tasks is re-evaluated, had the new tasks/projects emerged,
they’re added to the list and the list is re-prioritized. Ensuing activity is the manning of the tasks
– tasks. This is a joint  venture  of head of IT department and marketing assistant. It is also
encouraged for employees to propose improvements and initiatives of their own, especially as
some of them are involved in project managing for some significant customers, although it is
generally advisable to inform  the prioritizing team about such incentives to keep the  picture  in
accordance  with the real state of things. Periodic reports on accomplishments are also customary.
The control part of the conventional cycle is not, however , strictly enforced and happens
haphazardly. Should unsatisfactory execution of a task be detected it is discussed by the head of
IT department with the  responsible  employee and it is assured that the  latter  is made  aware  of
advisable improvements to the execution. As has been mentioned before , a lot of  stock is put into
ability of employees to govern themselves and adhere to practice of care and devotion.
4. Development Program
4.1.Expenses
Typical  expenses of IT department can be divided into following categories:
 Employee’s monthly salaries
 Personal hardware and peripherals (notebooks, displays, keyboards, computer mice etc.)
 Professional development (courses, trainings etc.)
 Additional hardware procurement (network devices such as routers, switches; cables,
portable hard drives etc.)
 Expenses associated with the upkeep of servers (both native  ones and in the  cloud )
 Support services
 Recruitment
 Communication expenses (internet provision, telephone calls)
  Cost  of software licenses
4.2.Outstanding Tasks and Projects
 Upgrading ÕL version of AdSails to the current stable demo condition
  Urgent  elementary  update  of  native design of WebMountain
 Analysis and implementation of new functionality for AdSails (private ads, localization,
activity threads, salary calculation, accounting system’s integration,  integrated user help)
 Transferring the WebMountain core from Amazon’s server to a native server
 Providing updates to EDF (Estonian Defense Forces)
 Implementation of additional functionality for  Nation Davis ( menu , partner  access )
 Analysis and implementation of new functionality for Monitek (integration o storage
environment)
 European Patent Office project
  Verification and further testing of usability of design of AdSails’ present  functions
4.3.SWOT Analysis of the IT Department
Strengths
Weaknesses
ITS1: IT specialty
ITW1: No incentive  to use  corporate  IS or
ITS2: Majority of  workers are very
email  as they are inefficient and unattractive
experienced  in IT domain
ITW2: Absence of documentation
ITS3: Good  developing  equipment of
ITW3: Absence of integration of bookkeeping
employees (business notebooks)and of the
into the IS
office
ITW4: The WebMountain is very old core of
ITS4: Licensed software necessary for
the system, not compliant with contemporary
successful development
UI design approaches
ITS5: Functioning inner IS
ITW5: Absence of (postgrad) formal IT
ITS6: Agility and closeness of the team, as it
education of some core workers
consists of a very few people
ITW6: Limited work capacity due to small
ITS7: Very own web-server
number of employees and low motivation
ITS8: Direction board consists of IT savvy
people, therefore  no background-conditioned
communication problems
Opportunities
Threats
ITO1: Hire some more competent workforce
ITT1: Only one server, without  emergency
that would be  able  to work on site in the
replacement
office
ITT2: Dependency on a very small number of
ITO2: Upgrade the internal Information
people who actually  know  how everything
system to the contemporary core
works
ITO3: Upgrade developers’ laptops to state of
ITT3: Possible need to outsource
the art ones
ITT4: Miscommunication due to
ITO4: Unify  intra -organizational
inconsistency of preferred communication
communication ways
methods
ITO5: Upgrade part-time IT employees to full
ITT5: Possible inefficiency of work since
working time
developers are working from home
ITO6: Secure a reliable service for backing-up
ITO7: Enforce documentation practices
ITO8: Bring WebMountain to contemporary
state
ITO9: Refactor project(s) into product(s)
4.4.Risk Analysis
Risk
Risk Priority
Probability
Magnitude of Damage Planned Action
Insufficiency of information  exchange
Medium
High
Low
Identification and elimination of bottlenecks
Arrangement of information exchange environment
Ensuring comfortable availability of required contact
methods to the employees
Absense of interpersonal
Low
Medium
Low
Ensure the  frequent  simultaneous presence in the
communication between IT employees
office
for personal reasons
Encourage  common lucnhes
Arrange biannual company  events
Ambiguity of workflow
High
High
High
Introduction of project-based task-handling system
Monthly  meeting  for resolution of unclarities
Lack  of proper instruction and
High
High
Medium
Introduction of actual chain of command and
governance of employees
definition of organizational structure
Adoption of some  degree  of supervision
Ambiguity of development process
Medium
Low
Medium
Arrangement of a chain of internal-company trainings
to introduce the system and advised development
approach to those IT employees that are insufficiently
familiar with it
Document  the general  guidelines
Arrange trainings for IT employees
Key personnel leaving the company
High
Medium
High
Motivational interviews
Employment  of a system of involving rewards
( sharing  ownership of the company with the key
personnel)
Work  overload
Medium
High
Low
Prioritization practices
Deligation
Arrangement of resting and relaxation space in the
office
Information leaks
Low
Low
Medium
Restrict the use of wi-fi in the office
Enforce  security  on comupters used for work purposes
Ensure that confedentiality clause is  included  in
employment contracts
Loss of valuable data
Medium
Low
High
Adoption of backing-up practices
The only server failing
High
Medium
High
Aquisition of a back-up server or server-service and
arrangement of their synchronization
Ensure adequate support measures to be availiable
within short time of a failure
Hardware malfunction
Low
Low
Low
Aquisition of guarantees and service contracts that
would enable  to efficiently mitigate hardware
conditioned disruptions
Presence of unlicensed software on IT
Low
Low
Medium
Ensure that material responsibility clause is included
employee work computers
in employment contracts
Internet service disruptions
Low
Medium
Low
---
Ilness of IT employees
Low
Low
Low
---
5. IT Strategy
5.1.Mission
The mission of IT department is to deliver elegant software solutions that will effectively solve
customer’s problems and cater to their  needs  while adhering to privacy requirements and
facilitating the principles of care and responsibility.
5.2.Vision
The vision of IT department is to provide  software solutions unrivaled in their compliance with
customers’ needs and to ensure that the use of catered solutions is highly gratifying to the end
user.
5.3.IT Balanced Score Card
Strategic  Objectives of IT Department 2013-2015
Following objectives of the organization’s IT department ( LITO ) have been drawn on the basis
of SWOT analysis and are meant to exploit opportunities in order to overcome internal
weaknesses
Objectives 2013
ID
Objective
SWOT ID
LITO1 Establish a reliable and accepted standard for  inter -
ITW1, ITO2, ITO4
organizational communication and information sharing
LITO2 Switch company’s official  e-mail to gmail for businesses
ITW1, ITO4
LITO3 Initiate active upgrade and simultaneous documentation of the
ITW2, ITW4,
WebMountain
ITO7, ITO8
LITO4  Integrate  book- keeping  and task-tracking into the native IS
ITO2, ITW1, ITW2
LITO5 Deliver a product  software in a distributable and marketable
ITW6, ITO9, ITO7
(demo) state
LITO6 Arrange IT-trainings for employees
ITO5, ITO3, ITW6,
ITW4, ITW5
LITO7 In joint venture with marketing work out  assessment
ITW4, ITO8
questionnaires for customers
LITO8 Introduction of designing guidelines and standards
ITW4, ITW2,
ITO1, ITO2, ITO7
LITO9 Increase amount of accumulated work-hours of IT department,
ITO5, ITO1, ITW6
either by hiring new personnel or – preferably – increasing the
workload of part-time programmers and having  them become
full-time employees
Objectives 2014
ID
Objective
SWOT ID
LITO1 Upgrade the native IS to state of being preferred
ITW1, ITW4,
intraorganizational communication method
ITO2, ITO4
LITO2 Have upgrading of WebMountain to a new generation  and its
ITW2, ITW4,
adequate documentation completed
ITO7, ITO8
LITO3 Arrange IT-trainings for employees
ITO5, ITO3, ITW6,
ITW4, ITW5
LITO4 Render project management more efficient and standardized
ITW6, ITO4, ITO7
process
LITO5 Obtain automatic backing-up device and set up the  regular
ITO6
procedure
LITO6 Arrange opportunities for mid-day  power - naps  for programmers
ITW6
LITO7 Encourage and facilitate opportunities for employees for
ITW5
procuring postgraduate university degrees
LITO8 Upkeep end-user questionnaires
ITW4, ITO8
LITO9 Expand IT-department to 4-5 full-time programmers
ITO5, ITO1, ITW6
Objectives 2015
ID
Objective
SWOT ID
LITO1 Arrange IT trainings for employees
ITO5, ITO3, ITW6,
ITW4, ITW5
LITO2 Upgrade the notebooks to the state-of-the-art ones.
ITO3, ITW6
LITO3 Secure luxuriously comfortable working environment – two
ITW6
displays for every programmer, inspiring relaxation space
LITO4 Upkeep end-user questionnaires
ITW4, ITO8
LITO5  Move  the IT department to a new, more  spacious  office
ITW6
LITO6 Expand IT-department to 7-8 full-time programmers
ITO5, ITO1, ITW6
LITO7 Introduce more products to the market
ITW6, ITO9, ITO7
Financial Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Increase profits generated by IT
Profit growth
7%, 20%, 35%
Product deliverance
department
Increase income generated by
Revenue growth
10%, 25%, 40%
Attainment of new customers, including international ones
IT department
Improve development expense
Return on Investment
5%, 15%, 25%
Increase amount of time programmers and employees engaged in customer
RoI
support spend in the office
Increase the number of IT employees simultaneously in the office
Increase efficiency of every employee
Increase perceived value of
Customer appraisal of the
Not less than 7, 8, 8
Improve design of products and solutions
products and solutions delivered
products and services based
Bring usability of the products and solutions into accordance with customers
by IT department
on questionnaires and
expectations  – e.g. intuitive use
actual sales (10 point scale)
Maintain gratifying support practices –  train IT department employees in
supporting customers in compliance with Lee’s  tradition
Customer Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Availability and approachability
Customer rating (10 point
Not less than 6, 8, 9
Development of the product and product demo per se
of product(s) to/by worldwide
scale)
Provision of adequate distribution environment
public
International customer survey
Foster  recognition of up-to-
Customer evaluation through
Not less than 4.5, 4.4, 4.3
Redesign of user-interface
dateness of company’s
specially developed
Redesign of usability
programs and solutions
questionnaire (5 point scale)
Application of modern technologies
Increase satisfaction with user
Customer evaluation through
Not less than 7, 8, 9
Utilization of state-of-the art designing practices and customs in
experience of company’s
specially developed
development process
products and solutions
questionnaire (10 point scale)
Supplication of sufficient documentation and tutorials
Customer  case -study as to establish expectations of use and tweak
software accordingly
Internal Business Processes Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Conversion of solution(s) to
Number of independent easily
1, 1, 2
Refactoring of information system(s) delivered to clients as solutions to
full-fledged product(s)
distributable product(s)
easily distributable state
Versions of product(s)
1; 2; 1, 3
Establishment of distributing and demo-ing environment
Initiation of projects for continued development of products and  road -
mapping of versions based on users ’ feedback and expectations
Establishment of regular automatic backup procedures
Increased focus of IT
Decrease of tasks incoming
30%, 40%, 50%
Grand prioritization and continuous prioritization for tasks
department
from low-priority clients and
Selling web-hosting and some other LOBs to highest bidders
rudimentary LOBs
Outsourcing support of some clients to partners
Outsourcing some tasks to partners
Develop a new version of
Used technologies are
All
Conduct a survey of modern technologies and standards compatible with the
WebMountain
currently supported by their
core set of practiced technologies
providers
90%, 80%, 70%
Initiation of the respective project of high priority and assignation of
Used volatile standards are
sufficient resources
not older than 3 years
Collaboration with top-notch professionals of the field
Increase efficiency of task-
Decrease of time elapsing
15%, 30%, 40%
Introduction of actual chain of command and project management system
handling by the IT  staff
from emergence of a task to
Introduction of control system to assure of assignations and completions of
its processing/assignation
tasks
Faster resolution of tasks
10%, 25%, 35%
Assignment of clearer areas of competence and responsibilities
Trainings for IT employees facilitating professional and time-management
skills
Facilitate communication through establishment of unified information
exchange environment
Learning and Growth Perspective
Objectives
Measures
Targets
Initiatives
2013, 2014, 2015
Stable full-time staff of IT
Amount of full-time
2, 4, 7
Motivation through increased salary and system of rewards
department
programmers
Engagement of young programmers from IT university programs
Head-hunting
Raise the competence of IT
University degrees
1BSc , 1MSc; 2BSc, 1MSc;
Creation of environment that will not stifle study process
employees
3BSc, 2MSc
Selection of trainings that would both fit company’s requirements and
Course/trainings
6h, 5h, 5h
inclinations of employee
certificates/hours on
average per person per
month
Increase devotion of employees
Average time devoted
70%, 75%, 77%
Soundproofing the spaces in the office or/and provision of sound-isolating
to work when at work
headphones
Encouragement of creativity and initiative through the environment
Elaboration of a system of continuous positive reinforcement of well done
tasks
Motivational interviews
5.4.GAP Analysis
GAP Analysis of Revenue and Profit
250000
Revenue if company doesn't  change
200000
anything  about its governance
150000
Profit if the company doesn't change
R
anything about its governance
EU  100000
Target  revenue
50000
Target profit
0
2012
2013
2014
2015
Year
State of the play:
 IT department is functioning on project-per-client basis
 IT department has 2 full-time employees and 3 employees involved in execution of IT
department’s tasks are working part-time
 The clientele of the company consists predominantly of local customers
 The majority of company’s current developments are based on WebMountain, a platform
the  greater  portion of whose code  dates back to 2005
 Usability and aesthetics  of IT department’s output  comply with expectations and comfort
of  tech -centric individuals
 Important information and files bound to be easily accessible by all employees of IT
department are stored in 4 different password protected environments
 Company’s projects and WebMountain are virtually undocumented, not even by test
cases
 IT department is dealing with development and support of a multitude of different
projects at a time
Desirable  scenario :
 IT department has products that are in demand and approachable by a broad audience
 IT department is manned  by at  least  6 motivated full-time programmers
 The products of the company are subscribed to by worldwide audience
 Company’s products are based on a natively developed platform, WebMountain, which is
a state of the art advancement
 Design of company’s products is extremely user- friendly  and products behave
predictably for the end-user
 IT department uses a unified sharing and communication environment
 Company’s products have quality user guides and integrated help, WebMountain
platform is adequately documented
 IT department is focused on development and support of a small number of large-scale
projects
6. Infrastructure
6.1.Computers
At present there are 4 business- class notebooks at the disposal of organization’s  IT department:
 Dell (Windows XP Professional Service pack 3)
 Dell (Windows 7 Professional)
 Dell (Windows XP Professional)
 Dell XPS15z (Windows 7 Professional)
The office space is also facilitated with 3 dock-type connectors  hooked to 3 Dell P2211 22-inch
monitors.
Since the organization is developing products using Microsoft technologies, its clients are bound
to  purchase  MS software products and therefore qualifies for Microsoft Partners program. Being
a part of this program the organization possesses licenses to all MS products for its internal
usage.
6.2.Servers
The organization owns exactly one web server of following make and capacity:
 Dell PowerEdge 2008 (Intel Xeon(R) 2,33 GHz, 3,37GB RAM)
The organization also makes use of the Amazon Web Services - cloud computing solution and
rents out server capacity from AWS.
6.3.Network Devices
The  connection with the internet is secured by the TeleWell TW-EA862 modem , provided by
Elisa , who is organization’s Internet Service Provider. The connection is symmetric (!!!) in speed
values:.
6.4.Employees
The IT department consists primarily of 4 people with a variable set of  experiences , knowledge
and responsibilities. In general, these are set of roles and duties performed by each person of the
IT department.
The head of the IT department:
 Product Owner
 Managing customer requirements, including establishment and change thereof
 Selection of the development direction for the IT department, e.g. adoption of new
technologies and techniques.
 System architect
 Project  manager
 Decision on which IT trainings and conferences employees should attend
Developer  of the IT department(x2):
 Occasional project management
  Module  programming
 Analysis of requirements and their sensible implementation
 Customer support
 Customer training
 Assisting employees from  outside  the IT department
Intern at the IT department:
  Minor  debugging
 Minor uncritical ICT- related tasks
Remaining employees – financial manager and marketing assistant – are well familiar with ICT
and both have university degrees in Computer  Science . Therefore their IT competence is quite
high for the IT-related tasks they are to perform:
 obtaining domain names
 dealing with registrars
 web redirecting
 tweaking css and html
 handling minor rework of php code to get the website up properly on a foreign CMS
 cms-based management of organization websites
 documentation of products
 usability testing
Employees frequent various conferences, workshops and conventions aimed at improving their
skills and broaden the knowledge of state of the art technologies and approaches. The IT related
events and workshops visited this year include (but are not limited to) Agile Saturdays, monthly
Devclub workshops and TechDay 2011.
7. Internal Projects
7.1.Training Schedule
As the nature of development of the company’s IT core is so dynamic  and is largely to be
developed by multitude of future-dependant factors, the training schedule may only be
established for a very foreseeable future.  Also, the  fact  that as of yet commissioned trainings do
not appear to be in the zone of proximal development of the company enforces certain
limitations – only trainings scheduled by external  sources can be regarded and naturally these
tend to be announced for immediate months.
In addition to the trainings and qualification enriching practices in the table below,
attendance of monthly DevClub seminars and quarterly Agile Saturdays is to be strongly
encouraged. Moreover, as needed, there are company seminars to be  held  to introduce and
establish new practices, standards or to educate the new employees in the Lee’s general
practices.
Scheduled for
Training
Number of Participants
December 2012
Specification by Example by Gojko Adzic
1
January 2013
Web Application Security: Client-Side  Attacks
2
January 2013
Market research
1
February 2013
Developing .NET Web Applications
2
February 2013
Interface and Interaction Design
3
March  2013
Administering Microsoft SQL Server 2012 Databases
1
March 2013
User-Centered Analysis and Conceptual Design
3
April 2013
Querying Microsoft SQL Server 2012
2
May 2013
Estonian Conference for Small Businesses 2012: from
1
Small to Bigger!
May 2013
Public appearance, speech and voice  modulation
1
July 2013
Microsoft Worldwide Partner Conference 2013
1
September 2013
How to Motivate Yourself and Others?
2
October 2013
Born to be  Global
3
October 2013
Microsoft TechDay 2013
2
November 2013
TopConf 2013
2
7.2.Yearly Action Plan
Developmental objective
Planned  actions
2013 2014 2015  Result
Person in  charge

Hold a meeting as to  choose  the most
promising potential project to be
refactored into a product
 Develop a product
1
Deliver software product(s) to
 Document a product
A product is  available  to
x
x
x
Head of IT department
the market
 Set up a demo and purchase
worldwide audience
environment
 Create a dedicated webpage for the
product that would also encompass
demo
 Hold a meeting in order to discuss the
points  of dissatisfaction with current
state of things and expectations
 Research options available on the
Establish a unified
A new universally approved
market according to established
2
intraorganizational
information exchange
criteria
x
Market assistant
information exchange

environment is adopted
Present 2-3 most probable candidates
environment
within the organization
during one of the meetings and have a
choice established through a
democratic  vote
 Adopt the chosen system
 Perform a research of current trends
The technologies at the heart
and their compatibility with
of company’s platform are
3
Adopt state of the art
company’s line of development
largely contemporary
x
x
Head of IT department
technological standards
 Upgrade WebMountain to the latest
acceptable technologies and methods
 Document WebMountain
 Get an overview  of trending practices
The level of gratification of
4
Adopt and maintain modern
in design and latest findings in
Head of IT department
x
x
x
user experience is
design and usability practices
usability
Market assistant

substantially increased
In joint effort with marketing assistant
develop a questionnaire and a
methodology of customer interviews
aimed to get feedback on current
usability and users’ expectations of
company’s solutions and products
 Analyze the gathered data and plan the
adoption
 Refactor products and key solutions to
comply with good design practices
and be highly usable
 Have personal interviews as to get a
better perspective on how managing is
perceived
The chain of command and
5
Solidify the chain of command   Adjust  managerial style according to
x
managerial process is clear
Head of the company
and managerial procedures
processing of gathered feedback
and unambiguous
 Work out a new approach to handling
tasks and adopt it
 Hold a meeting in order to establish
the knowledge domains where training
is needed and desired

Employees are aware of and
Arrange trainings
6
Increase professional level of

able to  implement  state of
Promote good free training events
x
x
x
Head of the company
employees
the art practices in their
amongst employees

respective fields
Encourage formal education in IT
field ( studying  vacations, flexible
work hours)
 Do a research on options for back-up
Back up service is  running
practice
reliably and steadily
7
 Hold a meeting of IT department so as
IT department project
Establish back-up practice
x
to establish the  option to go for
manager
 Implement the chosen back-up
solution
 Soundproof the glass sliding  door
Motivation of employees is
8
Improve work environment
  Incorporate  motivational details into
x
x
x
heightened
Marketing assistant
working environment
 Arrange  conditions  for  midday  power
naps for employees
 Purchase ergonomic chairs and
accessories
 Equip every programmer with two
monitors
 Upgrade every programmer’s  laptop
to business-workstation standard one
 Move to a more spacious office
 Hold personal interviews with
employees and anonymous  internet
polls so as to establish points of
dissatisfaction and probable areas of
improvement
9
Introduce a motivational
 Have a meeting of board of directors
Employees are motivated
x
Head of the company
system for employees
on topic of motivational system
and devoted to their work
 Document  proposals  and congregate
those with conclusions of interviews
and polls
 Work out the motivational system per
se and adopt it
 Establish qualities  and skills required
It department capacity is
of a developer by the company
enlarged by the influx of IT
10
Hire more professional
  Employ  passive and active hiring
professionals
x
x
x
Head of IT department
developers
incentives
 Hold interviews and choose
developers to hire