Strategic Technology Planning

  • Develops plans that meet the architecture/technology needs of the organization.
  • Icorporates business vision, priorities, strategies, goals, emerging technologies, industry trends, and economic viability
Proficiency Levels – What it looks like
Being Developed
Asks questions and assesses aspects of the strategic technology plan Investigates technology practices, priorities, and direction Supports research related to functional architectures and technology needs for a significant work area Ensures researches and benchmarks are completed against best practices for IT spending, architecture, technologies, and processes Recommends long-term best-in-class policies and plans that will provide enhanced support across the enterprise
Identifies the architecture/technology priorities that apply to a specific function and area of work Uses the strategic technology plan to set objectives and action plans for a specific work area Provides input to strategic technology planning Defines criteria for prioritization and recommends core components of a strategic technology plan Sponsors, coordinates, and approves the enterprise strategic technology plan
Identifies and analyzes unit’s strengths and weaknesses and proposes options for investment in and ongoing maintenance of a function or work process Leads implementation of the approved strategic technology plan for significant, integrated work processes Steers enterprise initiatives that support the technology strategy
Allocates and aligns resources to meet the objectives of the plan
Partners with senior enterprise leaders to integrate the strategic technology plan with the enterprise long-term plans

What it Doesn’t Look Like

  • Focusing on the planning of architecture/technology change without considering the associated human change element
  • Planning an architecture/technology change independent of a work structure and processes review
  • Developing a strategic plan without first completing an environmental scan or trends analysis and identifying strategic issues or key performance areas
  • Unwillingness to review and change plan/priorities in response to new demands
  • Relying on past knowledge of the competitive environment, economy and technology, and missing current trends and the anticipated effect on future business
  • Giving up the long-term vision due to present day pressures

Questions to Consider

  • How will the strategic technology plan be translated into meaningful project/work plans which will connect to people’s daily work?
  • Am I taking a long-term view on opportunities and obstacles facing the organization?
  • Is this plan realistic given our resource allocations? If not, what do we have to modify or say no to?
  • Is it clear what the priorities are for delivering work?
  • How does the plan allow for changing circumstances? How will adjustments to work or priorities be determined and communicated?
  • How will the implementation of the plan be monitored and success measured?
  • Have all the stakeholders been given the opportunity to give input to the strategic plan?

Learning and Development Activities

Choose one or two activities that support your preferred learning style

Select activities by learning style
Doing Listening Observing Training Reading

(By clicking on the symbol, those activities relating to the learning style will appear)


Suggestions for activities you can do on the job


  • Identify the key objectives you are responsible for. Next, determine strategies for achieving your objectives. Then record the various tactics or methods you will utilize to achieve objectives.
  • Identify three other institutions/organizations that are using technology in a creative way within their business. Conduct research to uncover what they are doing and how they are able to do this.
  • Review your last strategic plan. What made the plan effective? What can be improved on the next plan?

With Peers

  • Engage in scenario planning to identify the best strategy to pursue. i.e. Assess where the technology organization is currently vs. where it will need to be in response to potential or real changes or conditions in the University or external environment
  • Discuss opportunities and challenges that could result in long-term benefit. How might these fit into the strategic plan?

With your Manager/Team Lead

  • Review your lists of objectives, strategies and tactics. Ask for input that will focus your efforts and ensure you are optimizing your effectiveness and efficiency.
  • Discuss where the department is heading and the strategic objectives of the University. Identify how you can support each in your role.
Listening and Observing

Here are some ideas that can be pursued on the job, with some coordination. Use these reflective questions to gain more from your learning experience:

    • What are three key things I have learned from this experience?
    • What will I do differently in my work as a result of this experience?
  • Participate as an observer in a strategic planning meeting. Notice the difference between objectives, strategies and tactics.
Training Programs

UBC Training Programs offered through Continuing Studies:

For UBCO course offerings, please visit the Events page.

Consider working with a coach following training, to aid in anchoring your learning:


Choose to read one or two of the books listed below. Consider the reflective questions to enhance your learning:

  • What are the key points the author is making?
  • What are three key things I have learned from this reading?
  • What will I do differently in my work as a result of gaining this knowledge?


  • Corporate Imagination Plus – Five Steps to Translating Innovative Strategies Into Action; (2000), J. Bandrowski; The Free Press. Provides an easy to use five-step creative planning process which is very effective for encouraging innovative, market-focused thinking and planning

Managers/Team Leads

  • The art of strategic planning for information technology; (2001), B. H. Boar; Wiley. Provides a methodology that shows readers how to use IT as a competitive business asset. Tackles how to devise a complete strategy to make the department more effective and how technologies can be used to make a business more competitive.
  • Best Practices in Planning and Management Reporting; (2003), D. Axson, John Wiley & Sons, Inc. Provides timely insight and instruction for companies looking to leverage technology to enable best practices. When combined with process and organizational changes, companies can achieve significant efficiencies and dramatic improvements in information transparency, business planning, and performance management.
  • fruITion: Creating the Ultimate Corporate Strategy for Information Technology; (2008), C. Potts; Technics Publications. Part entertaining novel and part enlightening textbook. Takes the reader through a discovery process revealing indispensable messages about the next generation of strategies for Information Technology.

Additional Questions

Please contact your Human Resources Representative with any additional questions.

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