IT evaluation in business groups

Abstract

Ensuring the effectiveness and efficiency of IT is a substantial aim of IT evaluation which is part of the strategic IT management. Weighing costs and benefits of IT is per se a complex and difficult process but gets even more challenging in the context of business groups. Business groups are a collective of legally independent entities that are owned and managed by a holding or parent company respectively. The purpose of this paper is to develop a maturity model for IT evaluation on the group level as a governance instrument to analyze and evaluate the current setup as well as to identify possible areas for improvement. In this way, maturity models facilitate the evolutionary reengineering of IT functions as they allow benchmarking assessments and roadmap planning to be carried out. The development of the maturity model is based on design science research and evaluated through various expert interviews, a focus group workshop and a real-world implementation.

Improvement of IT Infrastructure Management by Using Configuration Management and Maturity Models: A Systematic Literature Review and a Critical Analysis

“…This kind of assessment tools assists an organization in adapting to their environment and being more agile (Mettler & Rohner, 2009), helping to find weak and strong "spots" and improving an organization's process quality (Achi et al, 2016). They will ensure low costs and the process's execution in lower time (Hamel et al, 2013).…”

“…Managing IT practices is crucial to conducting the growing IT business value (Curley et al, 2008). Certifying the effectiveness and efficiency of these practices is an IT strategic management role (Hamel et al 2013), whose main goal is to "continually improve IT performance with regard to its economic efficiency" (Becker et al 2009). Hence, enterprises need to evaluate their actual position to in a strategic way, plan their proper investments (Schäffer et al, 2018).…”

“…MM defines an improvement path for the development of these organizational capabilities (Carvalho et al 2018), displaying the best procedures to obtain a higher level of maturity . Although it is not an indispensable requisite to obtain the MM maximum level (Hamel et al, 2013) since each organization has its optimum level, which is defined as "the level that delivers the organization's strategic objectives most effectively and efficiently", which does not correspond to the scale's highest level (Introna et al 2014). The improvement/implementation path can distinguish the type of MM.…”

A Data Governance Maturity Evaluation Model for government departments of the Eastern Cape province, South Africa

“…To the best of our knowledge, there is no model in place to measure compliance, implementation and maturity of data governance principles within these departments. A DGMEM for government departments of the Eastern Cape would significantly enhance their ability to measure their effectiveness in managing data, thereby ensuring that the quality of data employed in information management, fiscal and strategic planning is reliable and trustworthy (Hamel et al 2013;Huner, Ofner & Otto 2009). The Capability Maturity Model (CMM) is considered the foremost maturity model (Crowston & Qin 2012).…”

A Maturity Model for Information Governance

“…These techniques can be calculating the business value of IT, the costs, quality, functionality, as well as, time to delivery. [34][35] [36] Applying these techniques to business groups results in GITC which applies these techniques across organizations pertaining to a certain group. This model was developed by the Institute of Information Management at the University of St. Gallen and uses the Design Science Research Method throughout the whole development.…”