NIT2171 ICT Strategic Plan for Mall Bank (2020-2025)

This report presents an ICT strategic plan for Mall Bank, a regional bank with 27,000 customers, aiming to enhance its IT services and drive digital transformation. The plan addresses the bank's vision, mission, and objectives, considering internal and external factors, including the shift from cash-based to electronic transactions. It outlines three key ICT strategic themes: digital insight, digital frameworks, and digital intrinsic agility, along with relevant ICT capabilities. The report details internal factors such as existing services, financial analysis, human resources, operations, and relationships with business units. Furthermore, it includes a roadmap with ICT initiatives for people and business, spanning over two years, focusing on API standards, digital capability building, data integration, data sharing, and digital maturity. The plan also covers IT governance aspects and provides a reference list.

Running head: ASSIGNMENT SUBMISSION – PART A
ASSIGNMENT SUBMISSION – PART A
Name of the Student
Name of the University
Author Note

1ASSIGNMENT SUBMISSION – PART A
Executive Summary
The paper focuses on the ICT strategy that ensures effective investments in information
technology (IT) services to result in the increase in growth of banking sector. The paper
focuses on the Mall Bank and its importance to plan for IT investments with commercial
objectives and ensuing resource availability. The ICT strategy provides strategic directions
that can ensure Mall Bank in the leading path. The government agencies, federal and state
government, and multinational companies engages themselves to provide with executive
level strategic advice and planning. It details the ICT strategic themes and relevant ICT
capabilities for digital transformation. The purpose of this paper is to study the ICT strategic
plan to improve the efficiency of Mall Bank.

2ASSIGNMENT SUBMISSION – PART A
Table of Contents
Introduction................................................................................................................................2
1. Background............................................................................................................................2
2. Organization Vision, Mission and Objective.........................................................................3
4. At Least three ICT strategic themes and relevant ICT capabilities.......................................4
Internal Factors.......................................................................................................................6
5. Roadmap and ICT initiatives.................................................................................................8
7. IT Governance......................................................................................................................10
9. References............................................................................................................................12

3ASSIGNMENT SUBMISSION – PART A
Introduction
The ICT strategy ensures effective investments in information technology (IT)
services that results in the increase in growth of banking sector. It is important for the Mall
Bank to plan for IT investments with commercial objectives and ensuing resource
availability. The ICT strategy provides strategic directions that can ensure Mall Bank in the
leading path. The government agencies, federal and state government, and multinational
companies engages themselves to provide with executive level strategic advice and planning.
The strategic directions of Australia’s ICT strategy and management specialist ensures
improvement in performance of financial services. The ICT strategy provides Mall Bank with
blueprint for allocation of resources and results in lowering the expenses. The ICT strategy
provides the options with costing, business needs, contingencies and implementation plan to
vision for success.
1. Background
The report focuses on ICT strategic planning of Mall Bank (MB) which is a very
small sized regional bank and it has service range of only 27,000 customers. This bank
provides various home loan facility, savings accounts and insurance products to the
customers. The IT strategy is an effective plan that defines the way an organisation meets
their desired objective. As a CIO (Chief information officer), the main aim is to design an
ICT strategy that will help Mall Bank to be positioned in leading banking sector and enhance
the future growth. This also maintains the security level of all crucial information about the
customer’s account details. The core element of developing strategic planning is to maintain
the infrastructure, data management, mobile device management, governance, customer
relationship management and risk reduction.

4ASSIGNMENT SUBMISSION – PART A
2. Organization Vision, Mission and Objective
The vision of Mall Bank is the most loved national bank in the country. It wants to
strengthen the financial services so that most customers can open bank account in this bank.
The IT Service Unit is the main and direct provider of IT services for the Mall Bank of the
organization, giving the company a competitive advantage in the pursuing of its business
goals.
The mission of Mall Bank is to develop effective strategy to lead the banking sector in
increasing efficiency in IT services and enhance security over 5 years of service for
expansion of competitive approach in the market. The IT Service Unit fulfils the IT needs of
the Mall Bank by providing proven, high-quality services on a day-to-day operation with
minimal disruption.
The objective of IT strategy is to bring a sense of focus in the industry. A strategic
plan mainly directs the business and helps the firm to determine the goal. The strategic
planning helps the organisation to develop right goals and meet their targets in time.
3. Drivers for Change
The strategic assessment determines the overall services of Mall Bank. The changes
that impacts Mall Bank can be in IT services, as it is clearly mentioned that there is a
declination of cash based transactions and increase in online or electronic transactions.
These objectives are the output of the strategic assessment phase. The primary objective of IT
strategy are-
 By the second quarter of the year 2025, the Mall Bank must integrate at corporate
level so as to provide the services that can be managed better with regulations. The

5ASSIGNMENT SUBMISSION – PART A
security service and communication services must be enhanced at corporate level by
FY2025.
 By the first quarter of the year 2025, the Mall bank must increase the resources and
capabilities for gaining high business specialization by the FY2025 for successful
improvement programs. The services includes project service and first line support
service.
 By the last quarter of year 2025, the Mall Bank must develop service catalog that can
describe the business services for gaining profit. The services included are provider
service and finance service.
The IT Strategy Plan calls for:
 Along with the corporate shared IT service provider, create and execute a
program to integrate at a corporate level those services that should be managed
at a higher level.
 Acquire and license software tools for the centralized management of the IT
infrastructure.
 Build new infrastructure capacity for existing key services.
 Create and execute programs for the implementation of new services into the
Service Catalog.
 Create, execute and maintain up-to-date programs to train the staff on the
technologies to be applied.
4. At Least three ICT strategic themes and relevant ICT capabilities
Leadership, people, competencies are the new strategic themes for digital transformation.
Rather than focusing on technologies, the themes are mainly designed to help the
organisation to focus on advancing the services with digital strategies. The digital

6ASSIGNMENT SUBMISSION – PART A
transformation can gain competitive advantage as mobile device management are broaden in
use by many customers. With the help of mobile device management the customer can easily
access their accounts.
a. Digital insight- this strategic theme focuses on actionable perspective. The aim to
provide people the best services through technology advancement with effective
decision thinking have led to advance in discipline and provided a clear path for Mall
Bank. The logical approaches to the digital transformation with refined perspective.
These approaches are strategically organised to set all steps and elements. For
effective use. This approach can clearly objectify the techniques and technologies to
be used to achieve the goals. By using British Computer Society model, can help Mall
Bank to be more holistic across people, technology and process and incorporate
required elements for gaining success in digital transformation.
b. Digital frameworks- this helps to transform the system from manual to off the shelf
platform and accelerators. The role of Chief digital officer have significant role in
approaching this theme. This guides the organisation for digital transformation for
competitive advancement. While selecting a framework, it is crucial for the CDO to
determine what is to be accomplished by using this theme. This helps to review all the
functionalities of each elements. It is important to put further the one size fits all
approaches to achieve highly flexible and industry oriented platforms and provides
with accelerators that gives the ability to choose the correct element needed for future
growth. This frameworks helps to analyse the services and capabilities of Mall bank
for strategy enhancement. Infrastructure will be critical to support evolution over
revolution.
c. Digital intrinsic agility- this theme helps to achieve success by analysing major
initiatives that will need continuous innovation. This theme may focus on responses to

7ASSIGNMENT SUBMISSION – PART A
change as per changing needs of the market. This will help to face the challenges of
bank and provides with various opportunities as they arise. This also focuses on
enabling rapid growth in the banking sector and makes effective changes to the
ecosystem. They mainly rely on consumers and external producers that provides
products, social currency and digital services.
Internal Factors
The following internal factors have been identified:
 Existing Services. The IT Service Unit provides a set of IT services to the Mall
Bank. The internal nature of the IT service provider, some services are better
served than competitors. The services for which the IT Service Unit reaches a
higher level of distinctive differentiation are those with a higher business
specialization. The main aces are Project Services and First Level Support
Services, which are closer to the core of the unit business.
There are other services that, although well served, are not cost-efficient because
of the lack of a proper user population size. They are general services that are
better managed if integrated at the corporate level. The most evident are the
Security Services and the Communications Services.
Some services are already integrated at the corporate level. They are basically
the Internet Services and the Accounting Services.
 Financial Analysis. As the IT Service Unit is an internal provider, it doesn’t
generate any direct revenue. It is funded by the Mall Bank and the positive
outcome it generates outcomes as an increase in the profitability of the business
services to the external customers. The services with the best ROI (Return of
Investment) are the Project Services.

8ASSIGNMENT SUBMISSION – PART A
 Human Resources. The current human resources have received training and are
considered skilled for the work they are currently performing, according to the
surveys. Nevertheless, the size of the work force is below the required capacity
for the services currently been provided, especially for Support Services. As
plans call for services improvement and upgrading, an aggressive re-training
plan should be implemented as well.
 Operations. The effectiveness at which services are operated and the net value
customers receive from that services have been increased dramatically in recent
years. Nevertheless, there is plenty of room for immediate improvement
programs. Several functions and technologies that could be integrated are
currently duplicated among services providers in several business units of the
organization.
 Relationship with the Business Unit. The IT Service Unit is related within the
Mall Bank, which results in first-hand knowledge of the business and to achieve
goals. The response of the business needs is to satisfy customers that is higher
than competitors. The IT Service Unit cannot work outside the limits of the Mall
Bank unless authorized to do so. It restricts the ability to expand and distribute
the work load in the organisation.
 Resources and Capabilities. In recent years, the resources and capabilities that
supports the services are upgraded to improve the quality and quantity of the
services provided. It allows IT Service Unit to take the lead among service
providers from all the business.
 Existing Projects. Currently, all past major projects have been finalized. New
projects will be implemented to fulfill the goals in the new strategy.

9ASSIGNMENT SUBMISSION – PART A
5. Roadmap and ICT initiatives
The roadmap developed for Mall Bank can address the needs of the bank.
5a. People and business- year 1
API standard- it is a standard that integrates platform services for supporting the platform
strategy. Government that fits for the digital age.
Building Digital Capability- the Australian Government staff can access various training
options that enhances the digital capability.
Data integration Partnership Australia (DIPA)- with increase in capability within the
Australian Public Service in order to integrate and analyse the data, DIPA partners with
Commonwealth agencies for better results.
Data sharing and Release Bill- this encourages for better sharing of public sector data with
the trusted customers and also ensures consistent safeguards and security for the data stored.
Digital maturity- the enhanced guidance and support will accelerate the capability of Mall
Bank and government for digital delivery and transformation.
Enhancement to the Digital Service Standard- It helps to improve the digital service
standard. The assessment framework checks for proper implementation of strategies so that it
remains current and supports the digital transformation of the Australian Government and it
fits for the purpose.
5 b. People and business- year 2
Better governance- the digital and ICT strategy results in effectiveness and efficiency in
increasing the investments of bank with the help of government portfolio management.

10ASSIGNMENT SUBMISSION – PART A
Data visualisation- the government can achieve more target through the data insights. It
continuously monitors for the effectiveness of services and policies.
Delivering Australia’s digital future- people will observe more innovation and
effectiveness and increased responsibilities in using data for storing and sharing.
Single touch Payroll rollout- the payroll rollout means more people will have greater surety
about the superannuation payment. The Mall Bank can report the tax affairs automatically
while running their payroll.
Business permit – the trusted traders forms can be on online platform for speeding up the
processes.
6. IT strategy plan
a) Along with the corporate shared IT service provider, creates and execute a program to
integrate Security Services, Communications Services and any other service that is
determined to be better managed at a corporate level.
Objectives: a)
Foreseen completion date: second quarter of the year 2025.
Assigned budget: $12K.
b) Acquire and license software tools for the centralized management of the IT
infrastructure.
Objectives: b), c)
Foreseen completion date: first quarter of the year 2025.
Assigned budget: $50K.

11ASSIGNMENT SUBMISSION – PART A
c) Build new infrastructure capacity for key services like Project Services and First
Level Support Services.
Objectives: b)
Foreseen completion date: first quarter of the year 2025.
Assigned budget: $20K.
d) Create and execute programs for the implementation of new services like Provider
Services and Finance Services into the Service Catalog.
Objectives: c)
Foreseen completion date: last quarter of the year 2025.
Assigned budget: $50K.
e) Create, execute and maintain up-to-date a program to train the staff on the
technologies to be applied.
Objectives: b), c)
Foreseen completion date: second quarter of the year 2025.
Assigned budget: $35K.
7. IT Governance
The IT governance (ITG) is defined as the efficient processes that ensures the affectivity and
efficiency of using IT services to achieve organisation goal. The IT demand governance
(ITDG) is an effective process where organisation ensures that with effective evaluation,
prioritization, funding of competing IT investments, and selection of elements, can project for
implementation and results in benefiting the Mall Bank. The IDTG is the business investment
decision making process and also manages overall responsibilities of the bank.

12ASSIGNMENT SUBMISSION – PART A
8. Patterns of Action
a) Operations staff of Mall Bank must be certified in the era of technologies they
use at operational levels.
b) All the technologies that helps for competitive advantage must be acquired from
authorized, and recognized vendors.
c) All the projects for enhancing financial activities must be guided by the
recommendations from the Project Management Institute.
d) Service quality lowers the excessive expense and cost savings.
e) Planned changes which is determined and analyzed must be synchronized with
business’s offseason.

13ASSIGNMENT SUBMISSION – PART A
9. References
Alkalbani, S., Rezgui, Y., Vorakulpipat, C. and Wilson, I.E., 2013. ICT adoption and
diffusion in the construction industry of a developing economy: The case of the sultanate of
Oman. Architectural Engineering and Design Management, 9(1), pp.62-75.
Asgarkhani, M., 2013, February. Corporate ICT governance: A tool for ICT best practice.
In Proceedings of the International Conference on Management, Leadership and
Governance(Vol. 1, pp. 1-8).
Baiardi, F. and Sgandurra, D., 2013. Assessing ict risk through a monte carlo
method. Environment Systems and Decisions, 33(4), pp.486-499.
Balocco, R., Ciappini, A. and Rangone, A., 2013. ICT governance: A reference
framework. Information Systems Management, 30(2), pp.150-167.
Bannister, F. and Connolly, R., 2014. ICT, public values and transformative government: A
framework and programme for research. Government Information Quarterly, 31(1), pp.119-
128.
Bohari, A.M., Hin, C.W. and Fuad, N., 2017. The competitiveness of halal food industry in
Malaysia: A SWOT-ICT analysis. Geografia-Malaysian Journal of Society and Space, 9(1).
Diga, K., Nwaiwu, F. and Plantinga, P., 2013. ICT policy and poverty reduction in
Africa. info, 15(5), pp.114-127.
Farrell, G., 2019. Survey of ICT and education in Africa: Uganda country report.
Ghezzi, A., Rangone, A. and Balocco, R., 2013. Technology diffusion theory revisited: a
regulation, environment, strategy, technology model for technology activation analysis of
mobile ICT. Technology Analysis & Strategic Management, 25(10), pp.1223-1249.

14ASSIGNMENT SUBMISSION – PART A
Landaeta Olivo, J.F., Garcia Guzman, J., Colomo-Palacios, R. and Stantchev, V., 2016. IT
innovation strategy: managing the implementation communication and its generated
knowledge through the use of an ICT tool. Journal of Knowledge Management, 20(3),
pp.512-533.
Lee, C.M. and Chang, H., 2014. A study on security strategy in ICT convergence
environment. The Journal of Supercomputing, 70(1), pp.211-223.
Mingaine, L., 2013. Skill challenges in adoption and use of ICT in public secondary schools,
Kenya. International Journal of Humanities and social science, 3(13), pp.61-72.
Obi, T. and Iwasaki, N., 2013, October. Innovative applications and strategy on ICT
applications for aging society: case study of Japan for silver ICT innovations. In Proceedings
of the 7th International Conference on Theory and Practice of Electronic Governance (pp.
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for teachers’ uses of ICT?. Technology, Pedagogy and Education, 22(2), pp.231-246.
Phaal, R., Farrukh, C. and Probert, D., 2015, March. Roadmapping for strategy and
innovation. In IEE Seminar on justifying and selecting innovation projects.
Tondeur, J., Krug, D., Bill, M., Smulders, M. and Zhu, C., 2015. Integrating ICT in Kenyan
secondary schools: an exploratory case study of a professional development
programme. Technology, Pedagogy and Education, 24(5), pp.565-584.
Vu, K.M., 2013. Information and communication technology (ICT) and Singapore’s
economic growth. Information Economics and policy, 25(4), pp.284-300.

15ASSIGNMENT SUBMISSION – PART A
10. Glossary
Term Definition
External
Service
Provider
An IT service provider that is part of a different organization
from its customer.
First-line
Support
The first level in a hierarchy of support groups involved in the
resolution of incidents.
Information
Technology
(IT)
The use of technology for the storage, communication or
processing of information.
Insourcing Using an internal service provider to manage IT services.
Internal
Service
Provider
An IT service provider that is part of the same organization as its
customer.
Market Space Opportunities that an IT service provider could exploit to meet
the business needs of customers.
Mission A short but complete description of the overall purpose and
intentions of an organization.
Outsourcing Using an external service provider to manage IT services.
Service
Catalog
A database or structured document with information about all
live IT services, including those available for deployment.
Strategy A strategic plan designed to achieve defined objectives.
Underpinning
Contract
A contract between an IT service provider and a third party.
Vision A description of what the organization intends to become in the
future.