[kictanet] Fw: Re: [NewVisionKenya] Voiceless'Knowl edge Worke rs'

[Vitalis Olunga]

Let me join in this interesting debate. My comment is that I do agree
with the idea of Master Plan but suggest taking audit of what plans are
already their in place. Strategy Formulation should not be delinked from
Strategy Implementation. Unimplemented strategy is as good as no
strategy. No matter how good plans are there in place, they are
meaningless unless implemented. More emphasis should be placed on
implementation where the plans exist.


Vitalis Olunga

Chairman GSM Africa
 

-----Original Message-----
From: kictanet-bounces+volunga=safaricom.co.ke at lists.kictanet.or.ke
[mailto:kictanet-bounces+volunga=safaricom.co.ke at lists.kictanet.or.ke]
On Behalf Of wainaina.mungai at gmail.com
Sent: Friday, June 13, 2008 1:31 AM
To: Vitalis Olunga
Cc: New; KICTAnet ICT Policy Discussions; sion List
Subject: Re: [kictanet] Fw: Re: [NewVisionKenya] Voiceless'Knowl edge
Worke rs'

Great analogy Doc,

I believe we have a quick-wins operational answer (ICT Board) to the
strategy question (Master Plan).

The thread by Fatma also reminds us of the need to work with what we
have to "get it done"...or as Prof. Nyong'o would put it, chew as we
walk up the stairs ;-)

Wainaina 


- original message -
Subject:	Re: [kictanet] Fw: Re: [NewVisionKenya] Voiceless'Knowl
edge Workers'
From:	Shem Ochuodho <shemochuodho at yahoo.com>
Date:		12/06/2008 14:26

Bw Wainana,
 
I remember something like 'failing to plan, is planning to fail'. That
does not mean there are no 'quick-wins' which can be implemented even as
the plan is being drawn. As my software
technology professor/teacher used to say: 'don't do it right the
first time, but do it'. But of course he pre-supposed that if it was a
large-scale software being developed, a prior 'plan' even to 'do it
first time' had been drawn.
 
Rgrds,
Shem

--- On Thu, 6/12/08, wainaina.mungai at gmail.com
<wainaina.mungai at gmail.com> wrote:

From: wainaina.mungai at gmail.com <wainaina.mungai at gmail.com>
Subject: Re: [kictanet] {Disarmed} Fw: Re: [NewVisionKenya]
Voiceless'Knowl edge Workers'
To: shemochuodho at yahoo.com
Cc: kictanet at kictanet.or.ke
Date: Thursday, June 12, 2008, 3:56 AM

Shem, can we have an over-arching coordinated approach to implementation
without
first taking a break to Master Plan? Could we change things mid-way
implementation instead of going back to the planning stage again? Kenya
has
been planning and analysing for so long that many of us just want to see
action. 

Paul, why wouldn't the ICT Board act as a coordination centre or a
central
reference point for ICT projects in Kenya? As you market ICTs, let all
ICT
projects (by Civil society, Private sector, government, PPP etc) be
documented,
easily accessed and referenced so that we encourage partnerships or
complementary projects.  

I believe this would allow us to focus on Action/Implementation and let
"The Kenyan Approach" be a learning-by-doing model.

For instance, www.BungeSMS.com would be happy to find more partners from
a
central projects database of ICT/mgovernment projects. We are talking to
a few
and would be glad to complement others with a similar vision. All this
can be
done - in practice - rather than as per a generic umbrella plan. 

Regards
Wainaina



- original message -
Subject:	Re: [kictanet] {Disarmed} Fw: Re: [NewVisionKenya]
Voiceless'Knowledge Workers'
From:	Shem Ochuodho <shemochuodho at yahoo.com>
Date:		11/06/2008 21:33

Hi Paul,
&nbsp;
Please don't repeat the same mistake that was made with Vision 2030.
From
experience, involve 'people' (otherwise called 'stakeholders')
from day 1. When Rwanda's first plan (NICI I: 2000-2005) was drawn, that
mistake was made. NICI II (2006-2010) was prepared differently. Rather
than
assemble a few experts and prepare a draft, work with the stakeholders
to
develop the draft. You can still have a few experts to 'guide' or
'inform' the process, but for heaven's sake please let the process
be stakeholder-owned from day one.
&nbsp;
As for the 'marketing' element, my understanding was that the person
concerned did not mean to imply that it is not important - but that it
should
not be the core function.
&nbsp;
Best rgrds,
Shem

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