Towards a business-IT alignment maturity model for collaborative networked organizations

Aligning business and IT in networked organizations is a complex endeavor because in such settings, business-IT alignment is driven by economic processes instead of by centralized decision-making processes. In order to facilitate managing business-IT alignment in networked organizations, we need a maturity model that allows collaborating organizations to assess the current state of alignment and take appropriate action to improve it where needed. In this paper we propose the first version of such a model, which we derive from various alignment models and theories

ICoNOs MM: The IT-enabled Collaborative Networked Organizations Maturity Model

The focus of this paper is to introduce a comprehensive model for assessing and improving maturity of business-IT alignment (B-ITa) in collaborative networked organizations (CNOs): the ICoNOs MM. This two dimensional maturity model (MM) addresses five levels of maturity as well as four domains to which these levels apply: partnering structure, information system (IS) architecture, process architecture and coordination. The model can be used to benchmark and support continuous improvement of B-ITa process areas in CNOs

Some empirical evidence on business-IT alignment processes in the public sector: A case study report

An empirical study that explores business-IT alignment processes in a networked organization among the province Overijssel, the municipalities Zwolle and Enschede, the water board district Regge & Dinkel and Royal Grolsch N.V. in The Netherlands, is summarized in this report. The aim of the study was to identify processes that contribute to improve such alignment. This study represents a continuation of previous validation efforts that help us to confirm the business-IT alignment process areas that should ultimately be included in the ICoNOs MM. Evidence was sought for the alignment of business and IT through the use of information systems to support the requirements of the organization in a specific project. The results of this study in the public sector also are relevant to the private sector where (i) business-IT alignment plays an increasingly valuable role, and (ii) the characteristics of collaborative networked organizations are present

Validating the domains of an inter-organizational business-IT alignment assessment instrument: A case study

CIOs can judge the effectiveness of their business-IT alignment activities by assessing maturity of processes in domains relevant to alignment. Currently, assessment instruments that support this are being developed. This paper reports on a case study aimed at validating four process domains we deemed necessary for inclusion in an assessment instrument that focuses on business-IT alignment at the level of inter-organizational collaboration. Our case study research draws on empirical evidence from an inter-organizational collaboration among different government departments within the state of Tamaulipas in Mexico. The case study revealed that the domains included in the alignment assessment instrument are the most important ones to address when achieving business-IT alignment in inter-organizational collaborations

Latin American perspectives to internationalize undergraduate information technology education

The computing education community expects modern curricular guidelines for information technology (IT) undergraduate degree programs by 2017. The authors of this work focus on eliciting and analyzing Latin American academic and industry perspectives on IT undergraduate education. The objective is to ensure that the IT curricular framework in the IT2017 report articulates the relationship between academic preparation and the work environment of IT graduates in light of current technological and educational trends in Latin America and elsewhere. Activities focus on soliciting and analyzing survey data collected from institutions and consortia in IT education and IT professional and educational societies in Latin America; these activities also include garnering the expertise of the authors. Findings show that IT degree programs are making progress in bridging the academic-industry gap, but more work remains

Maturity model for the Structural Elements of Coordination Mechanisms on the collaborative planning process

[ENG] Collaborative Planning (CP) can be defined as a joint decision making process for aligning plans of individual Supply Chains (SC) members with the aim of achieving a certain degree of coordination (Stadler, 2009). Coordination means identification and classification of existing interdependencies (Li et al., 2002). Different coordination processes manage different types of interdependencies. Coordination should be considered different from integration in that where coordination takes the target for granted, integration often involves determining this target simultaneously with the aligning of allocation decisions (Oliva and Watson, 2010). Typical features of supply chain coordination processes include demand planning (DP), supply planning (SP), available-to-promise/ capacity-to-promise (ATP/CTP), manufacturing planning, distribution planning (DP), etc. Generally, the execution of process depends on proper information management. Coordination mechanisms in supply chain should be tools by which, every member of a supply chain can achieve more benefits. Thus, organizations need to develop strategically aligned capabilities not only within the company itself, but also among the organizations that are part of its value-adding networks. Additionally, processes are now viewed as assets requiring investment and development as they mature. Thus the concept of process maturity is becoming increasingly important as firms adopt a process view of the organization

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