HOW TO DEVELOP BUSINESS STRATEGY_ICT MODEL_Dr. TALAAT REFAAT

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HOW TO DEVELOP BUSINESS STRATEGY: ICT

MODEL

@Dr. Eng. Talaat H. Mohammad Refaat

Senior Consultant

https://www.linkedin.com/in/talaatrefaat

@


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HISTORICAL BACKGROUND (1)

I was a Senior Consultant, National

Group for Communication and

Computer, NGC, Riyadh, KSA. at

January, 1994 – October, 1994,

In the frame of the rapid growth of

NGC, specially while trying to gain

subcontracts with AT&T after the

later had won a huge contract

with the Ministry of Post,

Telegraph & Telephone (PTT); now it

is “Saudi Telecom Company” (STC),

KSA http://www.stc.com.sa/

CONTINUE ,,,,,,

http://www.stc.com.sa/

http://www.stc.com.sa/

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The contract includes Telephone Exchanges to provide 1.5

million telephone lines, Transmission and junction links,

Information Systems, Subscriber radio network, Training

Facilities and programs... etc. The total contract value is

three billion and nine hundred fifty one million US dollars.

In the frame of these circumstances the following tasks

have been conducted:

A study titled :

"Business Strategy for Business Development Sector";

CONTINUE ,,,,,,

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The Directors, Departments and Projects managers needs to

Improve the Decision Making Process have been identified,

The material for the following topics were prepared :

Project Awareness and Definition Course, Network Analysis

Course; Project Management & Control Tools, Quantitative

Approaches to Management Awareness; Decision Support

Systems (DSS) Awareness; Procurement Methodology Awareness

and Writing the Wining Proposal Awareness;

A training room equipped with recent H/W , S/W, and devices had

been established;

CONTINUE ,,,,,,

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A two months courses and awareness including the mentioned

topics have been taught for about 15 Directors, Departments,

and Projects Managers of NGC;

Professional Presentations explaining complex concepts and

ideas through highly developed communication and

presentation skills have been done for NGC clients as well as

NGC Projects Managers.

"In spite the fact that the mentioned work was done 20 years

ago, yet I found that it may SHED A LITTLE LIGHT ABOUT HOW

TO DEVELOP A BUSINESS STRATEGY“

Dr. Talaat Refaat



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BUSINESS STRATEGY

FOR

BUSINESS DEVELOPMENT SECTOR,

NGC

NGC

Subject: Business Strategy

By : Dr Eng T. H. M. Refaat

Presented to : General Manager & Sadek Al-Sharkawi

Date : 11/3/1415H- 18/8/1994G

Presented to : Omar Al-Akeel & Maged Al-Hagbani

Date : 13/3/1415H- 20/8/1994G

&

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BUSINESS STRATEGYFOR

BUSINESS DEVELOPMENT SECTOR,

NGC

Dr. Eng. Talaat H. Mohammad Refaat

Senior Consultant

Riyadh, Kingdom of Saudi Arabia

Rabi Awal 1415 H

August, 1994 G

@

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CONTENTS

SECTION 1 : INTRODUCTION

SECTION 2 : WHY BUSINESS STRATEGY FOR BDS/NGC

SECTION 3 : MISSION STATEMENT FOR BDS/NGC

SECTION 4 : VISION STATEMENT FOR BDS/NGC

SECTION 5 : ENVIRONMENT OF NGC

5.1 EXISTING NGC ORGANIZATION

5.2 AGENTS OF NGC

5.3 STRENGTHS OF NGC

5.4 WEAKNESSES OF NGC

5.5 THREATS CONFRONTING NGC

5.6 OPPORTUNITIES FOR NGC

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CONTENTS (CONT.)

SECTION 6 : GOALS OF BDS/NGC

SECTION 7 : BDS/NGC ORGANIZATION

7.1 DEPARTMENTS OBJECTIVES

7.2 DEPARTMENTS SCOPE OF WORK

SECTION 8 : JOB DESCRIPTION

SECTION 9 : RECRUITMENT APPROACH IN STAGES

SECTION 10 : COST OF STAGE # 1

REFERENCES :

ATTACHMENTS:

A1: DECISION MAKING PROCESS

A2: PROJECT / MGMT LIFE CYCLE

A3: LIST OF PENDING ACTIVITIES WITH GM

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1. INTRODUCTION

Characteristics of current situation of NGC:

increase in number, volumes and values of its projects.

increase in the complexity of its projects.

drastic change in kind of its customers.

opportunities to increase its marketshare.

opportunities to create new services.

opportunities in marketing of new products.


1. INTRODUCTION(CONT)

Therefore, setting a Strategy for NGC is a must at least for the

following reasons:

to organize and reallocate its resources.

to reposition itself relative to its new competitors.

to satisfy the new customer needs.

to capitalize on strengths and opportunities.

to take advantage of changes in marketplace.

to improve the decision making process.



Within the current circumstances, a suggestion from the

top management of NGC was introduced to reorganize NGC

into four main sectors:

Projects Sector,

Business Development Sector, (New)

Commercial Sector, and

Financial & Administration Sector.



Another suggestion was introduced, to include the

following posts in the new NGC organization:

public relations manager,

information systems manager,

legal advisor,

feasibility studies advisor,

telecom advisor, and

media manager.



This report is dedicated for setting the Business Strategy

for the new sector in NGC: Business Development

Sector.

The Strategy was set in the frame of the characteristics of

the current situation of NGC.

The report also resolves the Consultants’ issue as well as

the new suggested posts.

This report is composed of ten sections.


2. WHY BUSINESS STRATEGY FOR BDS / NGC

To formulate the Mission Statement for Business

Development Sector (BDS).

To formulate the Vision Statement for BDS.

To set Goals and Objectives of the BDS.

To devise an appropriate organization capable for the

achievement of these Goals and Objectives.

To allocate new resources to the organization in stages.


2. WHY BUSINESS STRATEGY FOR BDS / NGC(cont)

To comply with the imposed requirements set by new

customers.

To reposition BDS relative to the similar competitors

organization specially in the frame of the new changes in

NGC marketplace.

To form a basis for making action decision-now! since

immediate action decision is a must for NGC regarding the

new changes in marketplace.


3. MISSION STATEMENT FOR BDS / NGC

The MISSION OF

BDS OF NGC

IS

to encourage and enable

all NGCs managers at the three

managerial levels

to improve

the decision making process

for all types of decisions

strategic, tactical & technical


4. VISION STATEMENT FOR BDS / NGC

The VISION OF

BDS OF NGC

IS

quantitative approaches, DSS, TQM, HRM,

advanced S/W & H/W

& different methodologies

become

common tools that

everyone in NGC uses

to help him

to achieve his objectives


5. ENVIRONMENT OF NGC

All the elements of the Business Strategy for BDS/NGC: the

mission statement, the vision statement, the goals, the

objectives, the organization, the scope of work, ... etc,

will be highly affected by NGC environment.


5. ENVIRONMENT OF NGC(cont)

There are many dimensions to the environment. One

approach the analyst can view the NGC environment

dimensions is as follows:


5.2 AGENTS OF NGC


5.4 WEAKNESS ES OF NGC






history of NGC.

current organization.



5.2 AGENTS OF NGC

MOPTT NEC AT&T

Saudi Telecom

ATTI-SCI Ministry of Information

Royal Telecom




empowered board of directors

empowered top management

culture, history & reputation

financial status

credibility

opportunities (details next)

trust from its agents




understaffing specially in: procurement dept.

personel & administration dept.

finance dept.

lack of policies & procedures.

lack of job analysis and description

mismatching between job title and actual function.

organization without depth.

lack of communications between departments.




lack of definitions (tasks, projects, missions, ... etc)

lack of quantitative approaches to management

major weakness in decision making process.

(see attachment A1)

one - man - show oriented company.

major weakness in HRM




If NGC decides to continue without fast and concrete

actions to overcome the current weaknesses (section 5.4),

the major threat confronting NGC will be:

survivability of NGCsurvivability of NGC



Analyzing the dimensions of threats, the analyst finds following breakdown:

wrong strategic decisions regarding the business directions and the available opportunities.

wrong tactical decisions regarding the current projects. wrong operational decisions regarding the daily transactions. loosely managed projects.

HENCE increase in the degree of manager frustration

(see project/management life cycle, attachment A2).

HENCE loss moneywise, loss reputationwise, loss trustwise, loss creditwise,




The following are the potential opportunities for NGC:

Modified CAMODS (SCADA) for users other than

PTT

OSP for private sectors

Private data network

CODEC



Switching for non-PTT

ARAMCO

GCC Telecom Projects

SCECO

Broadcast for GCC


6. GOALS OF BDS / NGC

In the frame of the characteristics of the current situation of

NGC; the mission and the vision statement of BDS / NGC;

and environment of NGC, BDS / NGC have five goals:

G0, G1, ..., G4.

G0 is temporary goal specially during the building stage.

The other four goals are permanent goals.


GOAL # 0

to establish

mission stmt, vision stmt, goals, policies,

procedures & adequate organization

for BDS / NGC;

objectives, scope of work

for departments, and

job analysis and description

for people


GOAL # 1

to facilitate collection, keeping,

updating for all information related

to NGC on different media, and

to avail these information to all NGC users.


GOAL # 2

to establish

systems assurance function, product

assurance function, and process assurance

in the meantime

to build and to improve

i a quality control system

to all parts of the project

ii a training system

to all NGC candidates


GOAL # 3

to assist projects, managers

to perform

the four key stages of the project :

initiation, establishment, implementation,

and project completion.


GOAL # 4

to perform

professional system studies,

feasibility studies

in the meantime

to devise systematic means for

attaining objectives


Business Develop.Sector


SA & D Dept.SA & D Dept.Proj Plg&F. Up Dept.Proj Plg&F. Up Dept.TQM & Trng Dept.TQM & Trng Dept.Info CenterInfo Center

BDD

7. BDS/NGC ORGANIZATION

to satisfy the concerned part of GOAL # 0

to satisfy GOAL # 1


to satisfy GOAL # 1


to satisfy GOAL # 2


to satisfy GOAL # 2


to satisfy GOAL # 3


to satisfy GOAL # 3


to satisfy GOAL # 4


to satisfy GOAL # 4

BDS/NGC Departments Objectives

CoordinationAdmin Asst.




Coordination

SA & D Dept.SA & D Dept.

AP poolSA pool

Proj Plg&F. Up Dept.Proj Plg&F. Up Dept.

UC poolPP& FU pool

TQM & Trng Dept.TQM & Trng Dept.

QCQ Ass.

Info CenterInfo Center

Doc. & Lib Sec

Doc. Standard

Doc.

Lib

S / W Engr.

DBA

Network Admin

H / W M & R

Tech. Supp. Sec

Admin Asst.


Tr.

BDS/NGC FUNCTIONS


Business Develop.Director


Coordinator

Secrt.

SA & D Mgr.SA & D Mgr.

AP

AP

SA, FS

SA

Proj Plg&F. Up MgrProj Plg&F. Up Mgr

UC

UC

PP& FUS

PP & FUS

PP & FUS

TQM & Trng MgrTQM & Trng Mgr

Tr. SpQC Sp.

QC Offr.

Q Ass. Sp.

Info Center MgrInfo Center Mgr

Doc. & Lib Mgr

Doc. Sp.

Doc. Tech

Lib

S / W Engr.

DBA

Network Admin.

H / W Tech

Tech. Supp. Mgr

BDD

ICM TQM&TM PP&FUM SA&DM

Secrt.

Exc. Secrt.

QC Offr.QC Offr.


UC

BDS/NGC ORGANIZATION CHART

پپ ‚‚ƒ ƒ„

…

… „

‡ ٹ‡




Coordinator

Secrt.

SA & D Mgr.SA & D Mgr.

AP

AP

SA, FS

SA

Proj Plg&F. Up MgrProj Plg&F. Up Mgr

UC

UC

PP& FUS

PP & FUS

PP & FUS

TQM & Trng MgrTQM & Trng Mgr

Tr. SpQC Sp.

QC Offr.

Q Ass. Sp.

Info Center MgrInfo Center Mgr

Doc. & Lib Mgr

Doc. Sp.

Doc. Tech

Lib

S / W Engr.

DBA

Network Admin.

H / W Tech

Tech. Supp. Mgr

BDD

ICM TQM&TM PP&FUM SA&DM

Secrt.

ü Exc. Secrt.

QC Offr.QC Offr.


UC

BDS/NGC ORGANIZATION CHART

¤

¤

¤

¤¤¤¤

¤

¤

¤

¤

¤

ü

ü

پ ‚ „پ‚ ƒ ƒ„…

ٹ‡‡…

ü Exist

¤ P1

= 3

=13

¤


10. MANPOWER COST OF STAGE # 1

SEQ JOB TITLE REQNo

CODE DEPT BASIC SALARYRANGE (SR)

COST /MIN

YEARAVER

1 Software Engineer 1 S/WE Info Center 4000 - 6000 76.800 115.200

2 Database Admin 1 DBA Info Center 4000 - 6000 76.800 115.200

3 Network Admin 1 NETA Info Center 4000 - 7000 76.800 134.400

4 Librarian 1 LIB Info Center 3000 - 5000 57.600 96.000

5 Doc. & Graph Tech 1 DOCT Info Center 3000 - 5000 57.600 96.000

6 Quality Control Sp. 1 QCS TQM & Trn 7000 - 10000 134.400 192.000

7 Proj Plan & FU Sp 2 PP& FUS Pr Pl & FU 2*4000 - 7000 153.600 268.800

8 User Coordinator 1 UC Pr Pl & FU 3000 - 5000 57.600 96.000

9 Systems Analyst 1 SA Sys A & D 6000 - 8000 115.200 153.600

10 Analyst Prog 1 AP Sys A & D 4000 - 7000 76.800 134.400

11 Exec Secretary 1 ESEC 4000 - 6000 76.800 115.200

12 Secretary 2 SEC 2 * 3000 - 5000 115.200 192.000

TOTAL 56.000-89.000 1.075.200 1.708.800


REFERENCES

1 - Refaat, Talaat Harb, “Large Scale Manpower Planning

Models”, Ph. D. Dissertation, Cairo, 1988

2 - Cornish, William G.F. with Board of Directors of SCS,

“Strategic Plan for the Saudi Computer Society”, Riyadh,

KSA, 1993

3 - Refaat, Talaat Harb, “Information & Computer Systems

Department Business Plan”, UPMOC, I & CS, Riyadh, KSA,

1993

4 - Alexander Hamilton Institute, “How to Plan and Manage an

Effective Wage and Salary Program”, Modern Business

reports, USA, 1984.

5 - UPMOC, “Job Description”, Technical Report, Riyadh, KSA,

1992.


REFERENCES (CONT.)

6 - Imperial Chemical Industries, Central Labour Dept, “The ICI Method of Job Appraisement for General Worker Jobs”, London, 1948, 1951, ..., 1955

7 - IBM, “ Organizing Data Processing Activity”, New York, 1973

8 - Roetzheim, William H., “Structured Computer Project Management”, Prentice Hall, New Jersey, 1988.

9 - UNESCO, “Vacancy Notice Forms”, Paris, 1993

10 - ITU, “International Telecommunication Union - Recruitment of Experts, Field Vacancies Notice”, Geneve, 1993.

11 - FAO, “Food and Agriculture Organization of UN - Vacancy Announcements”, Rome, 1993.


REFERENCES (CONT.)

12 - Refaat, Talaat Harb, “Contribution to the Improvement of

the System of Medium Repair of Anti - Aircraft Guided

Rockets in Medium Repair Workshop” Dipl. Project Oper.

Res., MTC, Cairo, 1979.

13 - Refaat, Talaat Harb, “Leveling of Resources”, International

Symposium INTERNET, Project Planning & Implementation

in Developing Countries, Cairo, 1984.


DecisionLevel

Effect System Approach XYZLevel Approach

XYZNeeds

Strategic LR OpenDescriptiveQualitative

QuantitativeNO NO

LRPTechnology

Transfer,Know How

+ Tools

Tactical MR Open/

Close

DescriptiveQualitative

QuantitativeY

AlmostDescriptiveSometimesQualitative

MRPTechnology

Transfer,Know How

+ Tools

Technical /Operation

SROpen

/Close

DescriptiveQualitative

QuantitativeY

AlmostDescriptive

Task Force,Immediate

Action

ATTACHMENTSA1: Decision making process


ATTACHMENTS (CONT.)

أطــوار حـياة المشــروع / اإلدارة

A2: PROJECT/MANAGEMENT LIFE CYCLE معاقبة البريءPUNISH THE INNOCENT

الزمن

البحث عن المذنبSEARCH FOR THE GUILTY

START THE NUMBERED MEMOS

تفــاؤلUNINFORMED

OPTIMISMMA

NA

GE

R F

RU

ST

RA

TIO

N

PROJECT STARTONE

TIME

طبا

حإل

ا

DEADLINE DATE

PANIC

LOOSELY MANAGED PROJECT

غموضVAGUE CONCERN

MA

NA

GE

RIA

L O

VE

RK

ILL

ضـعف السـيطرة

ذعـر

BDSTR- 46BDSTR- 46NGC ATTACHMENTS (cont.)

A1: List of pending activities with GM (as of 16 August 1994)

1. ACHIEVEMENT REPORT

05/06/94 Report Received

23/07/94 First Major Meeting with GM

28/07/94 Brief Meeting with GM

2. G M A

16/07/94 Cost Benefit Analysis Report

06/08/94 Memo on (New) GMA Courses

BDSTR- 47BDSTR- 47NGC ATTACHMENTS (cont.)

A1: List of pending activities with GM (as of 16 August 1994) (cont.)

3. OBSTACLES

09/07/94 Some Problems will be Obstacles Memo

(Marakkal)

30/07/94 Some Problems will be Obstacles Memo

(PC Failure)

4. RURAL COMMUNICATIONS

07/08/94 Complete Report on NEC Visit by Engr

Tharwat S Badran

07/08/94 Memo on NEC Visit for the

Improvement

of O&M S/W for SRS


MAJOR PROBLEMS

1. The current workload in BDS needs

TWO COMPLETELY DIFFERENT CHARACTERS

even in the attitude,

Thinking, Recognizing, Designing,

Setting Strategies, Policies, Procedures,

Setting goals & objectives, ... etc

Implementing : PM, NGC LAN, Documentation

Standard, .... etc

It will be solved after hiring people stage 1

2. To keep the link between Sponsor & PM

Workload iWorkload i

Workload iiWorkload ii


The objectives, scope of work, workload,

sophistication, time consumption and

deliverables,

of the following twins

are completely different

Proj Mgmt impl Inst. of a LAN Producing a quality

for a proj document

Devising Activating a Lan Setting a system &

a Proj Mgmt System with Doc., Proc. & Procedures for

operating Inst. Documentation

dimensions of complexity


THE OBJECTIVE

Eval & SelectionProcurement ofDevice X

n

ProcurementMethodology

Know How


The objectives, scope of work, workload,

sophistication , time consumption and

deliverables,

of the following twins

are completely different

الحديثالفقــه

الفقــه مصطلح أصولالحديث

الشرعية األدلة من األحكام استنباط كيفية

الحكم

تحقيق

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