This paper proposes a metamodel based on Jerry N. Luftman’s strategic business and information technology (IT) alignment assessment approach and connects it to enterprise architecture planning.
This presentation provides a business perspective to information technology (IT) strategy. It provides guidance to help CIOs create a business driven IT strategy – assess current IT strategy and identify areas for improvement, define the purpose and scope of the new IT strategy, create communication mechanisms to help IT strategy adoption and define the high level steps to create an IT strategy.
This enterprise information technology strategic plan recommends leverages existing IT capability to improve IT services.
This report outlines the current state of IT, provides information for stakeholders to make informed decisions about significant investments in technology – "this is a report card of accountability to our stakeholders" – and, details how technology is being planned, managed, and implemented going forward.
This plan provides a strategic vision and direction for key stakeholders – “It is not meant to be a tactical plan that lays out specific tasks and operational responsibilities. Rather, it provides strategic objectives which can serve as guideposts for the technology community and decision-makers”
Silos drive an unfocused, inefficient, and ineffective IT investments. The authors make the case for an integrated, strategy driven – capability driven – information technology strategy that aligns business needs – the demand side – with IT capability – supply side – that provide true competitive advantage and reduce or even eliminate duplication and waste. The article then discusses the four steps to this capability driven IT strategy roadmap.
This research studies three different work systems to compare and contrast the two prevailing theories of information systems success namely, the DeLone and McLean Model and Alter’s Work system performance indicators. It proposes an integrated model of information systems success that enhances the two underlying models by incorporating the system users’ perceptions of system problems, opportunities and risks. <br /><br />Note: This is a research dissertation that is both theoretical and long. Get yourself a cup of coffee before you start reading!<br />
Do CEOs value Information Technology capability as an essential tool for competitive advantage? This research delves into this issue analyzing CEOs own words – spoken and written to shareholders! Excellent discussion even though dated!
This chapter discusses the key concepts to understand and calculate the Return on Investment (ROI) for IT Projects, limitations of the ROI method, best practices for incorporating uncertainty and risk into ROI analysis, and the role ROI plays in business IT alignment.
This case study provides an in-depth exploration of strategic IT modernization focusing on system upgrades and service enhancements.
