The IT Strategic Planning process should focus on specific changes or enhancements to the composition of the IT Asset: applications, infrastructure, data and staff. 6 True False

7 IT Governance refers to the processes, reporting relationships, roles and committees that a healthcare organization develops in order to make decisions about IT resources, activities, and priorities, as well as budgets. 7 True False

8 An IT proposal is part of any formal strategic planning and budgeting process. Typically, many proposals are presented to the board, yet only some are approved. One of the major components of a good IT proposal should be demonstrating the value the proposed project would bring to the organization in order to provide a competitive edge over other proposals. In order to ensure your proposal, as well as the project you are proposing, gets the attention it deserves, you should (select all that may apply): 8 : Establish benchmarks or specific performance measures to demonstrate value. Incorporate a post-implementation audit or evaluation to demonstrate real value was achieved. Demonstrate you did your research and anticipate the boar members' questions Complete a formal written proposal and distribute it ahead of time for board members to review Show accountability for IT investment results

9 IT value can be both tangible and intangible. Tangible value is something that can be measured in terms of dollars, process improvements, and/or operational and market outcomes. Intangible value is more difficult to measure, such as improved decision making, communication and compliance. 9 : True False

10 During the Strategic Planning process, not all proposals are typically approved due to budget constraints. Tactics that are used to prioritize which proposals are approved include which of the following (select all that apply): 10 Some projects may be worthwhile, but can be delayed. Some requests are mandatory due to new regulations or obsolete systems and must be funded. Staff members needed for the project may already have so much on their plate that they could not take on another project. The value proposition or the resources required are shaky so the proposal is sent back for further analysis and examined next time. There may be less expensive ways of addressing the problem(s) cited in the proposal.