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ICTICT517 - Match ICT needs
with the strategic direction of
the enterprise
 Evaluate current business strategy
 Evaluate effect of changes
 Develop action plans
 TOPIC 1 – EVALUATE CURRENT
BUSINESS STRATEGY

 Welcome to the unit ICTICT517 - Match ICT needs with the strategic direction of the enterprise.
 This unit describes the skills and knowledge required to ensure information and communications
technology (ICT) services meet current and future internal operational enterprise requirements.
 It applies to individuals whose responsibilities may include maintaining and supporting critical
infrastructure for objectives in small-to-medium sized organisations.
ANALYSE CURRENT STRATEGIC PLAN OF THE
ORGANISATION TO UNDERSTAND THE INDUSTRY
ENVIRONMENT AND CURRENT ORGANISATIONAL GOALS

 When setting out to match the ICT needs of an organisation with the strategic direction of an
enterprise, it will be necessary to analyse the current strategic plan of the organisation.
 Strategic plans will provide a range of information regarding the direction of the organisation, and
this will enable understanding of the industry environment and current organisational goals.
 When matching ICT needs for the strategic direction of an organisation, it will be necessary to ensure
that both current and future needs are being matched appropriately.
STRATEGIC PLANS

 A strategy is a plan of action that has been designed in order to achieve a specific goal or resolve a specific problem.
 A strategic plan is an internal document used to communicate and explain the organisation's goals, each of the actions that
need to be carried out in order to achieve these goals and all of the other critical planning steps and elements related to the
organisational goal in question.
 The strategic business plans within the organisation will set out the:
 Business goals
 Strategies to achieve them
 Financial plans
 Marketing plans
 Goals for the future
 Growth goals
INDUSTRY ENVIRONMENT

 The industry environment will be dependent on a range of factors including:

 Jurisdiction
 Legislation
 Regulatory requirements
 Customer needs
 Market trends and impacts
 Competitor behaviour
 Industry standards
 Australian Standards
ORGANISATIONAL GOALS

 The organisational goals of an organisation will be written into the strategic plans and will include a
range of specific goals that the organisation needs to achieve in order to ensure that it is moving in the
correct strategic direction to maintaining growth and success under both current and future
conditions.
 Organisational goals may be categorised as either:
 Quantitative organisational goals
 Qualitative organisational goals
ANALYSING THE PLANS

 It is important to conduct an in-depth analysis, of the organisation and the strategic plans that are
already in place in order to understand how the strategic plans align with the specific organisational
goals and the industry environment.
 The strategic plans of an organisation will contain the organisational goals and a range of statements
that can be used to determine how these plans are aligned with the industry environment that the
organisation must operate within.
COMPARE INFORMATION RELATED TO CURRENT
OPERATIONAL PRACTICES AND THE STRATEGIC PLAN TO
DETERMINE POSSIBLE ICT GAPS AND IMPROVEMENT
OPPORTUNITIES

 Once a full understanding of the organisations strategic plans, organisational goals and industry
environment has been gained it will be necessary to compare this information with the current
operational practices in order to determine the possible ICT gaps.
 This will allow for a range of improvement opportunities to be determined.
CURRENT ORGANISATIONAL PRACTICES

 Current organisational practices are the current actions that are undertaken within an organisation.
 Current organisational practices that may need to be investigated in relation to the gaps in ICT support
may include:
 Management of data and information
 Customer interactions and access to information
 Security
 Storage practices
 Communications management
 Knowledge storage and management
 Ease of workflow
MAKING EFFECTIVE COMPARISONS BETWEEN CURRENT ORGANISATIONAL PRACTICES AND STRATEGIC PLANS

 When making effective comparisons, it will be necessary to ensure that all similarities and differences
between current organisational practices and strategic plans are identified.
 As a part of these comparisons, it will be necessary to identify the ICT support that is currently
available and the manners in which this either hinders or improves the compliance of current actions
against the strategic plans.
DETERMINE POSSIBLE ICT GAPS

 It is essential that as a part of making comparisons between current organisational practices and
strategic plans that any possible gaps in the ICT systems or support that is currently being offered to
the organisation that may be causing deviation from the organisation's strategic direction are able to
be identified.
 When making comparisons between current organisational practices and strategic plans, it will be
necessary to measure the required actions against the actual actions and determine gaps.
GAP ANALYSIS

 A gap analysis is a method that can be used to identify any areas within the ICT system that are not
meeting the needs of the organisation.
 When conducting a gap analysis, it will be necessary to:
 Determine the required actions needed to achieve goals set out in the strategic planning process
 Determine all resources including ICT needs that are required in order to achieve these goals
 Identify any areas where the required actions and current actions are not equal
 Determine which of these actions are impacted on by the ICT systems that are employed within
the organisation
 Determine the potential for ICT improvements that may be used to close these gaps
 IDENTIFY IMPROVEMENT OPPORTUNITIES FOR ICT SYSTEM

 Throughout the process of comparing current organisational practices to strategic plans and conducting a gap analysis
within the organisation, it will be possible to identify a range of opportunities for improvement in regard to the ICT system
that is used to support the organisation.
 Improvement opportunities that may be identified within the ICT system may include:
 Any areas where the current strategic plans are not supported by current ICT systems
 Any current actions related to practices that are not aligned to current strategic directions due to lack of ICT support
 Areas where the organisation is being restricted due to ICT systems
 Any areas where the achievement of strategic direction could be enhanced by making changes to ICT systems
REPORT INFORMATION REGARDING THE
EFFECT OF ICT DEVELOPMENTS TO AN
APPROPRIATE PERSON

 Once the organisational relationship and need for any possible changes or developments in the ICT
system have been identified it will be necessary to document this information in a manner that reports
how the effects of ICT developments can impact on the organisation to an appropriate person.
REPORT INFORMATION

 The reporting of information involves the displaying of information in a clear and factual manner that
will enable effective decision making or data collection.
APPROPRIATE PERSON

 An appropriate person to report information regarding the effect of ICT developments to may vary
depending on the specific organisation but will most likely be:
 Managers
 Supervisors
 Decision makers
 Key stakeholders
 ICT development personnel
 Project leaders
 Board members
THE EFFECT OF ICT DEVELOPMENTS

 Potential effects of ICT developments could include:

 1. Increase in Productivity
 2. Increase in Creativity and Problem-solving
 3. Attract and Retain Talent
 4. Better team building and communication
 5. Increase profitability and the bottom line
 6. Decrease in complaints
 7. The increase in skills
REPORTING THE EFFECT OF ICT DEVELOPMENTS

 When reporting the effect the ICT developments in the workplace, it will be necessary to ensure that
the reports provided include a range of information including:
 The current status of ICT systems
 The current needs of the organisation
 The proposed developments in detail
 Reasons behind these required developments
 The effects that these developments are likely to have on the organisation
 How these effects could be implemented and why
 TOPIC 2 - EVALUATE EFFECT OF
CHANGES

 REVIEW INFORMATION ON CURRENT ICT SYSTEMS SUPPORTED BY THE

ORGANISATION
 It will be necessary to ensure that a range of information on current ICT systems that are supported by
the organisation is able to be reviewed in order to evaluate the effect of any changes that may be
made to the ICT system.
REVIEWS

 The purpose of conducting reviews is to analyse information in order to determine the need for any
potential changes or extra needs.
PLANNING AND CONDUCTING REVIEWS

 The planning and conducting of reviews on reports or other data sources can be conducted by the
following of these actions:
 Assess all existing documents and data for their availability and relevance to the questions that
need to be answered
 Access the documents and data sources following organisational procedures
 Ensure that the confidentiality and security of all documentation and data sources through the
review
 Verify the authenticity and accuracy of documentation and data sources through investigative
procedures
 Extract and summarise all data that is relevant to the questions being asked by the review
REVIEW INFORMATION ON CURRENT ICT SYSTEMS THAT ARE SUPPORTED BY THE ORGANISATION

 It will be necessary to ensure that a thorough review is conducted on the organisations ICT system
and it will be necessary to ensure that a range of information is collected such as:
 Software elements
 Hardware elements
 Network elements
 ICT capabilities
 Security
 Effectiveness at meeting current required goals
IDENTIFY AND SPECIFY OPERATING
SYSTEMS SUPPORTED BY THE
ORGANISATION TO FORECAST FOR
PLANNING
 It is also important to identify and specific the operating systems supported by your organisation.
 An ‘operating system’ is the low-level software that supports a computer’s basic functions – common
examples include Microsoft Windows® and Apple MacOS®.
 You can identify/specify your organisation’s operating systems by looking at computers themselves,
by reading relevant documentation and by speaking with key people.
EXPLAIN CURRENT SYSTEM FUNCTIONALITY TO FORECAST FOR PLANNING

 It will be necessary to explain the current system functionality in order to allow for the forecasting to be
conducted regarding the future needs of the organisation.
 When explaining current system functionality, it will be necessary to ensure that a range of factors about the
system is defined, and this may include an explanation of:
 Information processing capacity
 Information storage capacity
 Security capabilities
 Use authentication and access
 Number of users that the system supports
 Amount of bandwidth that the system uses to complete tasks
 Error reporting
 Amount of traffic that the system can handle
 Current hardware and software functionality and capability
FORECASTING

 Forecasting is a forward planning model that can be used to estimate future trends events.
 Forecasting is an important planning technique that can be employed within an organisation to ensure
that plans can be made to meet future needs of the organisation.
FORECASTING METHODS

 Forecasting methods that may be utilised in planning to meet ICT needs with the strategic direction of
the organisation may include:
 Delphi techniques
 Model building
 Projection
 Scenario planning
COMPARE AND DOCUMENT ADVANTAGES AND DISADVANTAGES OF
CURRENT AND PROPOSED ICT SYSTEMS

 It will be necessary to ensure that the advantages and disadvantages of both current and proposed ICT
systems are able to be compared and suitability documented for use in decision-making and planning
processes in relation to ICT within the organisation.
CURRENT ICT SYSTEM

 The current ICT system is the current software, hardware and usability of the information technology
and communications system that is implemented into the organisation.
PROPOSED ICT SYSTEM

 The proposed ICT system includes all changes that need to be made to the ICT system in order to
meet the strategic directions of the organisation.
REVIEW CURRENT AND PROPOSED ICT SYSTEMS

 It will be necessary that the following process is used to review the current and proposes ICT systems
using the following process:
 1. Conduct a SWOT (Strengths, Weaknesses, Opportunities and Threats)
 2. Evaluate the current plans and projections
 3. Revise the current plans and projections
MAKE COMPARISONS

 Methods for making comparisons may include:

 Quantitative analysis
 Statistical analysis
 Organising of information in tables and graphs
 Studying similarities
 Studying differences
ADVANTAGES AND DISADVANTAGES OF CURRENT AND FUTURE ICT SYSTEMS

 A factor regarding an ICT system that would be considered an advantage is something that provides
favourable outcomes for the organisation.
 A factor regarding the ICT system that would be considered to be a disadvantage would be a factor
that does not improve or hampers outcomes or plans of the organisation.
DOCUMENT ITEMS AS ADVANTAGE OR DISADVANTAGE

 Once all of the features and functions of the current and proposes ICT systems have been classified as
either an advantage of a disadvantage it will be necessary to ensure that these are documented clearly.
 It is essential that when documenting comparisons the similarities and differences are clearly defined
to ensure that the documentation can be used to inform on decision-making practices within the
organisation.
DETERMINE THE OBJECTIVES AND
IMPLICATIONS OF INTRODUCING CHANGES

 It will be necessary to determine the objectives and implication of introducing changes into the
organisation so that the planning of the introduction of changes can be conducted carefully.
OBJECTIVES OF INTRODUCING CHANGES

 When a range of changes are implemented within an ICT system in order to match the ICT needs with
the strategic direction of the organisation they will be done so in order to achieve specific outcomes.
 The objectives of introducing changes may include:
 Improving outcomes for communication within the organisation
 Increasing data security
 Increasing traffic and bandwidth capabilities of the ICT system
 Reducing the number of errors
 Improving or increasing scalability
 Creating benefits for the organisation
 Improving the ability of the organisation to maintain strategic direction
 Improving the matching of ICT needs with the strategic direction
DETERMINE THE IMPLICATIONS OF INTRODUCING PROPOSED CHANGES

 It will be necessary to assess each of the proposed changed for their implications on the organisation.
 Every change that is made within an organisation will have a range of direct impacts and indirect
effects.
 It will be necessary to map the proposed changed within the organisation in order to identify:
 All departments that these changes will impact on
 The manner in which these changes will impact on departments
 Analyse all direct and indirect implications
DOCUMENT FINDINGS AND FORWARD TO
APPROPRIATE PERSON FOR FEEDBACK

 Once a full analysis has been conducted on the objectives, and potential implications of the
implementation of proposed changes have been conducted it will be necessary to ensure that the
findings are documented and forwarded to an appropriate person for feedback.
 Making changes within an organisation can be a complex and large task that needs to be managed
carefully in order to ensure that all implications of the change are able to be successfully managed.
FINDINGS OF INVESTIGATION

 The findings of an investigation, analysis or review are the facts and information that has been
obtained from the actions taken.
DOCUMENT

 The process of documenting the results of data analysis is to present the facts in a readable and clear
manner so that they may be used for evidence or argument so that the organisations can suitably
respond to the information that has been collected and collated.
DOCUMENT FINDINGS TO SUBMIT FOR FEEDBACK

 When documenting findings to submit for feedback, it will be necessary to ensure that:
 Appropriate templates are used
 All findings are clearly explained
 Appropriate terminology is used throughout the documentation
 The reasons behind all changes are explained
 All objectives and implications for each finding is explained in detail
 Findings are recorded to organisational and industry standards
FORWARD TO APPROPRIATE PERSON FOR FEEDBACK

 It will be necessary to ensure that once all findings are documented, they are forwarded to the
appropriate person for feedback.
 An appropriate person may be:
 Stakeholders
 Board members
 Team members
 Change management personnel
FEEDBACK ON PROPOSES CHANGES

 Feedback on the findings of proposed changes may include:

 Alterations
 Adjustments
 Approvals
 Management options
 TOPIC 3 - DEVELOP ACTION PLANS

 DEVELOP PLANS TO IMPLEMENT PROPOSED CHANGES ACCORDING TO

ORGANISATIONAL POLICY AND PROCEDURES
 Once required ICT needs have been determined and matched with the strategic direction of the
organisation, it will be necessary to ensure that a range of plans is developed to implement changes
that have been proposed.
 It is essential that all change management plans that are developed are aligned appropriately with
organisational policy and procedures.
DEVELOP PLANS TO IMPLEMENT PROPOSED CHANGES ACCORDING TO ORGANISATIONAL POLICY AND PROCEDURES

 It is essential that formal plans are developed to implement the proposed changes according to
organisational policy and procedures. Implementation is the process of putting the required actions
into place within the organisation.
 Plans to implement proposed changes should:
 Contain information on all required changes
 Have step by step implementation processes
 Be developed within organisational policies and procedures
 Be developed within approved strategies for change management
 Be aligned with change management theories and frameworks
 Be aligned with change management procedures
STRATEGIES FOR CHANGE MANAGEMENT

 Change management strategies should be based on the uptake and planning for the changes to
ensure that the recovery processes and positive direction changes within organisations can be
successfully managed.
 Change management strategies may include:
 Setting goals
 Looking to the future
 Putting action plans in place
 Assessing the need for change
 Planning for change
 Implementing change
CHANGE MANAGEMENT THEORIES AND FRAMEWORKS

 PROSC’S THEORY OF CHANGE MANAGEMENT

 According to Prosci’s Change Management engagement model in order for key personnel to be able
to commit to the change it is important that they understand the following factors:
 Awareness
 Desire
 Knowledge
 Ability
 Reinforcement
LEWIN’S CHANGE MANAGEMENT THEORY

 Lewin’s change management theory consists of the following three stages:

 Freeze
 Change
 Refreeze
 Refer to the resource for the diagram of Lewin’s three change model theory.
CHANGE MANAGEMENT PROCESS

 Changes can be made using the following process:

 Step 1 – Collate and record all of the changes that will be made.
 Step 2 – Write a revision procedure that outlines all of the changes that will be made, how these will be made and
who and when they will be made by
 Step 3 – Write a revision management process that will determine if any of the changed that are made will impact on
any of the other aspects of the organisation
 Step 4 – Include any new changes that may need to be made as a result of the changes proposed in the change
management procedure
 Step 5 – Apply the changes.
 Step 6 – Review all of the changes to ensure that the purpose and integrity of items changed have not been affected.
DOCUMENT ACTION PLANS, ENSURING THAT
STANDARDS, TARGETS AND IMPLEMENTATION
METHODS ARE DETAILED

 Once plans for the implementation of proposed changes have been developed it will be necessary to
ensure that a range of action plans for the implementation and the specific changes that are to be
made are created.
 It is essential that all standards, targets and implementation methods are suitably detailed within these
action plans.
ACTION PLANS FOR THE IMPLEMENTATION

 Action plans identify each of the activities that will need to be conducted in order to enable the
successful implementation of proposed changes to the ICT network.
 This includes all of the relevant information required to set out and achieve that goal including:
 Financial plans
 Promotional strategies
 Resource requirements
 Risk management issues and strategies
 Specific actions, initiatives and tasks to be undertaken
 Staffing/responsibility requirements and arrangements
 Timelines
IMPLEMENTATION STRATEGY INTRODUCTION

 As a part of the development of action plans for the implementation of ICT changes, it will be
necessary to ensure that a clear introduction of the implementation strategy for these changes is
written.
 The written introduction to the strategy should explain the organisation's roles and functions and how
the action plans will enable these processes.
WRITING ACTION PLANS

 It is important that action plans are written in clear and plain English with all terminology explained and jargon, and other
technical explanation should be avoided.
 Action plans should also be written using the SMART acronym.
 Action plans written using the SMART acronym will be:
 Specific
 Measurable
 Attainable
 Realistic
 Timely
 Procedures
MONITORING PROCESSES FOR THE IMPLEMENTATION STRATEGY

 As a part of the action planning process for the implementation, it will be necessary to ensure that a monitoring process for
the implementation is created.
 It will be necessary to create a range of management system monitoring and quality processes for the implementation
strategy; this will include:
 Efficiency measures
 Outcomes measures
 Quality measures
 Recording and reporting
 Governance structures
 Procedures
ENSURING THAT STANDARDS, TARGETS AND IMPLEMENTATION METHODS ARE DETAILED

 Throughout the development of action plans that are to be used for the implementation of proposed
changes to ensure that ICT needs are able to be matched with the strategic direction of the
organisation, it will be necessary to ensure that the following actions are completed needs of the
implementation are met:
 STANDARDS
 TARGETS ARE DEFINED
 IMPLEMENTATION METHODS ARE DETAILED
STANDARDS

 Standards that may need to be included in the implementation plan and actions plans may include:
 Organisational standards
 Industry standards
 Australian standards
 Quality benchmarks
TARGETS ARE DEFINED

 Targets may include:

 Quality benchmarks
 Timelines
 Budget targets
 Parameters of success
IMPLEMENTATION METHODS ARE DETAILED

 It will be necessary to ensure that the actions plans and the implementation strategy that are
developed for the implementation of proposed changes to the ICT system include detailed
implementation methods.
 All required steps, resources and instructions should be detailed in the related documentation.
FORWARD DOCUMENTATION TO
APPROPRIATE PERSON FOR FEEDBACK AND
APPROVAL

 Once the implementation plans and action plans have been developed and documented, it will be
necessary to ensure that the documentation is forwarded to the appropriate person for feedback and
approval.
CHANGE IMPLEMENTATION PLAN AND ACTION PLAN DOCUMENTATION

 When forwarding implementation plans and action plans to the appropriate person for review it is
important to ensure that the Implementation Plan and Action Plans are inserted into the templates
correctly and written for the audience intended, this way you will be able to get the most useful
feedback and have the best chance of receiving approval for the implementation.
FORWARD DOCUMENTATION FOR APPROVAL

 Each organisation will have a process for submitting process changes, and it is important that these
processes are followed exactly, change control and correct approvals processes are very important
within an organisation to ensure that all changes provided by and used within the organisation meet
the standards required.
 Approvals processes will contain information on:
 Who to submit the documentation to
 How to submit the documentation
 What will need to be included with documentation
FORWARD TO APPROPRIATE PERSON

 The appropriate person that you should forward the documentation to will be decided by your
organisations submitting and approvals process for documentation.
 Appropriate persons may include:
 Authorised business representative
 Management
 Supervisor
 TOPIC 4 –REQUIRED KNOWLEDGE

 MATCH ICT NEEDS WITH THE STRATEGIC DIRECTION OF THE ENTERPRISE

 Identify methods of analysis and planning approaches to technical problems and management
requirements
 When setting out to match ICT needs with the strategic direction of the enterprise, it will be necessary
to identify methods of analysis and planning approaches to technical problems and management
requirements that can be utilised throughout the process.
TECHNICAL PROBLEMS

 Technical problems are any issues that are caused by deficiency, incompatibilities or issues that relate
to or are caused by technology that is used as a part of the ICT systems to meet the needs of an
organisation.
 Technical problems may include:
 Security risks
 Network communication issues
 Bandwidth management
 Connectivity issues
 Compatibility issues
MANAGEMENT REQRUIEMENTS

 There is a range of management requirements that pertain to ICT networks and any technical
problems that may arise.
 It is essential to ensure that all management requirements are able to be effectively determined
through the use of appropriate analysis and planning methods.
PLANNING AND ANALYSIS METHODS FOR TECHNICAL PROBLEMS AND MANAGEMENT REQUIREMENTS

 There is a range of planning and analysis methods that may be used for technical problems and
management requirements, and these may include:
 DATA AND INFORMATION ANALYSIS
 GAP ANALYSIS
 TROUBLESHOOTING TOOLS AND TECHNIQUES, INCLUDING NETWORK
DIAGNOSTIC UTILITIES
 WORK BREAKDOWN TOOLS FOR RESOURCE AND IMPLEMENTATION
PLANNING
DATA AND INFORMATION ANALYSIS

 Analysing information is the systematic process of examining the data collected in a way that illustrates the correlations,
interrelationships and in patterns in data.
 It is important that analysis is conducted so that trends and developments that are shown in the information that you have
collected about a subject can be reported on.
 Careful analysis of information can provide:
 The answers to certain problems
 The relationship between two or more different factors
 Why events have occurred
 The probability of an event occurring
 Information that leads to new ideas
 Supporting information for an existing theory
 Information related to performance
GAP ANALYSIS

 A gap analysis is an in-depth review of current and desired scenarios in order to determine the gap
between these two situations.
TROUBLESHOOTING TOOLS AND TECHNIQUES, INCLUDING NETWORK DIAGNOSTIC UTILITIES

 There is a range of troubleshooting tools and techniques that may be used and these including a range
of network diagnosing utilities such as:
 Ping
 Tracert or traceroute
 Ipconfig
 NSlookup utility
 Netstat
WORK BREAKDOWN TOOLS FOR RESOURCE AND IMPLEMENTATION PLANNING

 The Work Breakdown Structure (WBS) sets out and defines the full scope of the work required to
deliver the management requirements for technical problems.
 The WBS displays the full scope in a way that shows how each of the work element relates to each
other.
ASSESS AND DOCUMENT THE HARDWARE PLATFORM USED BY THE ORGANISATION AND NETWORK, AND THE SUBSEQUENT SECURITY GUIDELINES
REQUIRED

 A hardware platform is a set of compatible hardware that can be used to run the organisations
software.
 Within the ICT network hardware platforms will be used by the organisation and the network itself.
 Assessments of the hardware platform that is used by the network and the organisation will involve:
 Physical assessment
 Reading of network architecture design plans
 Reading of specifications sheets
HARDWARE PLATFORM COMPONENTS

 Hardware may include:

 Cabling network
 The cellular phone network
 Internet protocol TV (IPTV)
IT NETWORK HARDWARE ELEMENTS

 The IT network elements are the range of elements that must make up the IT portion of the network
this will include the use of the internet and all digital communications.
 IT network elements may include:
 Gateway
 Local area network (LAN) switch
 Router
 Server
 Wireless network
 Multimedia
SECURITY REQUIREMENTS

 Security must be across multiple platforms and may include the following security protocols, standards and data
encryption requirements:
 Authentication, authorisation and access control
 Directory server security
 Encryption
 Kerberos security, such as pre-authentication and ticket validation
 Network share permissions
 Password security
 Secure socket layer (SSL) certificates
 Transport layer security (TLS):
COMPARE COMPETING AND COMPLEMENTARY INTERNAL AND EXTERNAL OPERATING ENVIRONMENTS

 When aiming to gain a deeper understanding of the strategic needs of an organisation, it will be
necessary to compare the competing and complementary internal and external operating
environments.
 Operating environments that are competing will be doing so in order to obtain resources and manage
own needs.
 Operating environments that are complementary are those that aid and assist each other.
IDENTIFY AND ASSESS TECHNOLOGY AND PRODUCT DIRECTIONS FOR EVALUATING AND FORECASTING VENDOR AND TECHNOLOGY TRENDS

 It will be necessary to identify and assess the technology and product directions that can be used for
evaluating and forecasting vendor and technology trends.
CONDUCT A MARKET ANALYSIS

 A market analysis must be conducted in order to identify and assess technology and product
directions within the ICT industry.
 Market analysis may include investigations into:
 New directions in products and technology
 Areas of growth within the ICT industry
 Competitor analysis
SUMMARY

 Now that you have completed this unit, you should have the skills and knowledge to ensure
information and communications technology (ICT) services meet current and future internal
operational enterprise requirements.