Mutual Understanding Determinants for Effective Communication in Business and IT Strategic Alignment Planning

Business and IT strategic alignment is continuously explored from different facets motivated by the demands for organisation to be well aligned in its business and IT strategies for business continuity. The management aspect rather than technological issues often causes misalignment in business and IT strategies more significantly. One of the issues is the communication ineffectiveness between business and IT people involved in planning the business and IT strategic alignment. Difficulty to achieve mutual understanding between these two teams is a critical problem in communication and hinders the successful alignment. Therefore, a set of determinants for mutual understanding is proposed. Extensive analysis on literature has been carried out to identify and define the determining factors. The review can serve as a reference for business and IT executives to improve in their communication effectiveness towards achieving well aligned business and IT strategic alignment

Organisational Structure’s Influence on IT Alignment in a Public Organisation: A Confirmatory Case Study Analysis

IT alignment in public organisations is considered to be one of the missing pieces in the otherwise rich research area in the IS domain. Researchers also criticise the lack of studies addressing practical issues related to IT alignment, particularly in public organisations. One such area of concern is the contradictory findings of prior studies on the role of formal and informal organisations on IT alignment. A case study was conducted in one public organisation to establish the influence of different forms of organisational structure on IT alignment. A theoretical model was proposed based on a previous study and literature, which is then tested with data collected from a survey among 163 IT and administrative personnel in a Swedish public organisation. The results suggest that centralised organisational structure as well as the two forms of informal organisational structures—interpersonal relationships and cross-departmental relationships influence IT alignment. However, the influence of professional networks on IT alignment is not significant. The findings are important for researchers and practitioners in public organisations

Gesture-based Technology and Organisational Strategy: A Study of a Quick Service Restaurant Franchisor

The aim of the study was to derive a theoretical framework that is hinged on critical success factors, enablers and Inhibitors, for the Alignment of Gesture-Based Technology and Organisational Strategy for the quick serving restaurant sector. The critical success factors, enablers and inhibitors that were used to formulate the framework were extrapolated from the literature. The sample design of this research study is a Non-Random, Purposive Sample. The key analysis of the research was to test whether critical success factors, enablers and inhibitors indeed can be used to derive a theoretical framework using a questionnaire. It was concluded that critical success factors, enablers and inhibitors were indeed core to the formulation of a theoretical framework. All of the critical success factors, enablers and inhibitors presented in the sample were accepted

Operational Alignment in Hospitals - The Role of Social Capital between IT and Medical Departments

This research examines how business-IT alignment at the operational level in hospitals is constituted and how operational business-IT alignment facilitates value creation. A conceptual model of operational alignment is developed and empirically tested in German hospitals. Conceptualized as cross-functional interconnectedness enabling purposeful collaborative processes between business and IT, it is shown that operational alignment is particularly constituted by strong relations between business and IT, mutual trust and cognitive linkages. Results show a strong impact of cross-functional cooperation on IT business value. Cross-functional cooperation is found to influence value both directly and mediated through the degree to which information systems fit with requirements, working processes, and existing practices of medical de-partments. Overall, it is demonstrated that social capital between business and IT unfolding in effective collaboration at the operational level facilitate the creation of IT business value. The results may motivate practitioners to take measures in order to strengthen social capital and, hence, blur boundaries between business and IT, particularly in hospitals

The prevalence of knowledge management practices in the Department of Agriculture, Forestry and Fisheries

The aim of the research was to investigate the prevalence of KM practices in The Department of Agriculture, Forestry and Fisheries (DAFF) (focussing specifically on the Agricultural component of DAFF) to enable its delivery on its mandate by exploring DAFF’s position in relation to specific KM enablers.Graduate School for Business Leadership(M.B.A

Alinhamento dos projetos de tecnologia da informação (TI) aos modelos de negócio

Dissertação apresentada ao Programa de Mestrado em Administração da Universidade Municipal de São Caetano do Sul - USCSAs organizações recorrem à Tecnologia da Informação (TI) para atingir metas e objetivos de negócios, eficiência e eficácia organizacional, inovação, crescimento e vantagem competitiva. A necessidade de alinhar objetivos e estratégias da organização à execução de portfólios, programas e projetos não é uma tarefa trivial. O tema ‘alinhamento estratégico’ (AE) consta na lista de prioridades dos executivos por mais de duas décadas. Muitas vezes, os projetos de TI são entregues com tecnologia revolucionária e não em aderência plena às necessidades do negócio. O modelo de negócio (MN) pode ser visto como uma camada intermediária entre a estratégia e os processos de negócios, tendo logo abaixo a Tecnologia da Informação e Comunicação (TIC). O MN oferece uma ferramenta conceitual essencial para capturar, compartilhar e criar uma visão comum e coesa do modelo da organização. O presente estudo buscou identificar o nível de maturidade do alinhamento dos projetos de tecnologia da informação aos modelos de negócio nas organizações no Brasil, bem como descrever as práticas desenvolvidas para alcançar e/ou manter este alinhamento. Para tanto, foi realizada uma pesquisa exploratório-descritiva de natureza quantitativa com utilização do método levantamento de campo (survey). Como instrumento de coleta dos dados, foi utilizado um questionário estruturado com 26 práticas de alinhamento estratégico (AE) baseado no modelo de Luftman (2000) e nove assertivas acerca dos blocos constituintes do modelo de negócio baseado em Osterwalder (2005). Luftman (2000) considera seis critérios de maturidade do AE: Comunicação, Medidas de Valor e Competência, Governança, Parcerias, Escopo e Arquitetura, e Habilidades. O questionário foi publicado na Internet, onde 327 profissionais atuantes em gestão de projetos de TI no Brasil participaram da pesquisa. Técnicas estatísticas descritivas e multivariadas foram aplicadas com o software SPSS®; o método Categorical Principal Components Analysis (CATPCA) indicou 32 práticas (variáveis) que formaram a unidimensionalidade dos constructos. Em resposta ao objetivo desta pesquisa, obteve-se um escore de 3,42, indicando um nível de maturidade ‘3-estabilizado/focado’. Os critérios mais praticados, na visão dos respondentes, foram ‘Comunicação’ e ‘Governança’, que apresentaram igualmente o escore de maturidade mais alto (3,57). O terceiro critério mais praticado foi ‘Escopo e Arquitetura’ (3,40). Em quarto lugar tem-se o critério ‘Medidas de Valor e Competência’ (3,39), seguido do critério ‘Parcerias’ (3,33) e por último, o critério ‘Habilidades’ (3,21). O estudo também verificou a existência de uma correlação positiva e significativa dos seis critérios de maturidade do AE com o modelo de négocio. Além disso, também foi verificada a influência positiva do escritório de gerenciamento de projetos (PMO) e da estrutura organizacional projetizada no alinhamento dos projetos de TI ao modelo de negócio.CAPESsi

Alinhamento dos projetos de tecnologia da informação (ti) aos modelos de negócio

TEIXEIRA, Luciane Diana. Alinhamento dos projetos de tecnologia da informação (ti) aos modelos de negócio. 2012. 161f. Dissertação (Mestrado em Administração) - Universidade Municipal de São Caetano do Sul, São Caetano do Sul, 2012.As organizações recorrem à Tecnologia da Informação (TI) para atingir metas e objetivos de negócios, eficiência e eficácia organizacional, inovação, crescimento e vantagem competitiva. A necessidade de alinhar objetivos e estratégias da organização à execução de portfólios, programas e projetos não é uma tarefa trivial. O tema ‘alinhamento estratégico’ (AE) consta na lista de prioridades dos executivos por mais de duas décadas. Muitas vezes, os projetos de TI são entregues com tecnologia revolucionária e não em aderência plena às necessidades do negócio. O modelo de negócio (MN) pode ser visto como uma camada intermediária entre a estratégia e os processos de negócios, tendo logo abaixo a Tecnologia da Informação e Comunicação (TIC). O MN oferece uma ferramenta conceitual essencial para capturar, compartilhar e criar uma visão comum e coesa do modelo da organização. O presente estudo buscou identificar o nível de maturidade do alinhamento dos projetos de tecnologia da informação aos modelos de negócio nas organizações no Brasil, bem como descrever as práticas desenvolvidas para alcançar e/ou manter este alinhamento. Para tanto, foi realizada uma pesquisa exploratório-descritiva de natureza quantitativa com utilização do método levantamento de campo (survey). Como instrumento de coleta dos dados, foi utilizado um questionário estruturado com 26 práticas de alinhamento estratégico (AE) baseado no modelo de Luftman (2000) e nove assertivas acerca dos blocos constituintes do modelo de negócio baseado em Osterwalder (2005). Luftman (2000) considera seis critérios de maturidade do AE: Comunicação, Medidas de Valor e Competência, Governança, Parcerias, Escopo e Arquitetura, e Habilidades. O questionário foi publicado na Internet, onde 327 profissionais atuantes em gestão de projetos de TI no Brasil participaram da pesquisa. Técnicas estatísticas descritivas e multivariadas foram aplicadas com o software SPSS®; o método Categorical Principal Components Analysis (CATPCA) indicou 32 práticas (variáveis) que formaram a unidimensionalidade dos constructos. Em resposta ao objetivo desta pesquisa, obteve-se um escore de 3,42, indicando um nível de maturidade ‘3-estabilizado/focado’. Os critérios mais praticados, na visão dos respondentes, foram ‘Comunicação’ e ‘Governança’, que apresentaram igualmente o escore de maturidade mais alto (3,57). O terceiro critério mais praticado foi ‘Escopo e Arquitetura’ (3,40). Em quarto lugar tem-se o critério ‘Medidas de Valor e Competência’ (3,39), seguido do critério ‘Parcerias’ (3,33) e por último, o critério ‘Habilidades’ (3,21). O estudo também verificou a existência de uma correlação positiva e significativa dos seis critérios de maturidade do AE com o modelo de négocio. Além disso, também foi verificada a influência positiva do escritório de gerenciamento de projetos (PMO) e da estrutura organizacional projetizada no alinhamento dos projetos de TI ao modelo de negóci

A QUALITATIVE STUDY OF INFORMATION TECHNOLOGY PROJECT PORTFOLIO MANAGEMENT IN HIGHER EDUCATION

This study was conducted to understand the variables, processes, organizational structures, and governance structures that are important and/or that support higher education decision makers in their selection and prioritization of information technology (IT) projects into their universities’ portfolios. IT project portfolio management (PPM) is comprised of many different activities, and the selection and prioritization of projects are just two interconnected activities amongst many. Research has suggested that these PPM activities are both important and beneficial; but there is a dearth of research on the subject specifically within higher education IT environments, and some higher education organizations struggle in this area. This study follows recent recommendations from other researchers to perform practice-based research on IT PPM. Research streams and standards bodies have long espoused the ideals of strategic IT PPM, where organizational strategy is perceived as a driver that strongly guides the practical activities and operations of IT PPM. However, there is a growing recognition that there is room for practice-based research because those ideals of strategic IT PPM are often not aligned with actual IT PPM practices and outcomes, and because IT PPM in practice often results in a bottom-up means for affecting strategy. This study used a qualitative research design, and included a practice-based exploratory multiple-case study focused on project selection and prioritization activities as they occur within real world higher education IT settings at eight universities in the California State University system. Each university acted as an individual case within the multiple-case study. Interviews were conducted with 27 subjects across these eight universities, and a breadth of other evidence was collected including documentation, physical artifacts, and archival records. Converging lines of data were developed through triangulation and corroboration of all the evidence, and this formed the informational basis for each case. Results from each case were reported independently, and a cross case synthesis was conducted to aggregate findings across all eight cases. In addition to questions about the mechanics of project selection and prioritization, the interviews also included questions that were designed to compare and contrast perceptions of technical and non-technical stakeholders. Twelve themes emerged as issues of importance including objectivity, formality, flexibility, alignment with the strategic plan, the difficulty for small projects to compete with large/enterprise projects, senior leadership involvement, transparency in decision-making, transparency in PPM mechanics, the need for consultation and responsiveness, capacity planning, governing bodies’ makeup and their representation of campus stakeholders, and satisfaction with the IT organization (and with its project management office). Technical and non-technical subjects’ perceptions were aligned throughout most of the twelve themes, but there were indeed areas where opinions differed

Examining tactical information technology - business alignment

The goal of strategic IT-business alignment has been to deploy IT applications that support business strategy. In spite of voluminous strategic IT plans and numerous studies on strategic IT-business alignment, accounts of wasted IT investments and deployment of business-irrelevant applications are rampant, indicating lack of alignment at the tactical level, that is, lack of execution-level processes addressing issues of resources, objectives and implementation-priority matching, between IT and the business. We answer the question: What are the aspects and outcomes of tactical IT-business alignment? We (1) identify six aspects of tactical IT-business alignment, and (2) show how they lead to four outcomes - implementation of planned applications, execution of IT-enabled aspects of business strategy, increased credibility of the IT function and increased business value from IT projects. Our results are based on qualitative primary data (45 hours of interviews with 28 IT and functional managers and company documents) from four organizations. [PUBLICATION ABSTRACT