Transforming the enterprise: The alignment of business and information technology strategies

Luftman, Jerry N.; Lewis, Patricia; Oldach, Scott

doi:10.1147/sj.321.0198

Cited by 353 publications

(213 citation statements)

References 3 publications

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“…Several scholars have built on and extended the SAM model (e.g., Luftman et al, 1993). Goedvolk et al (1997) extend the SAM model by focusing on technical and architectural requirements.…”

Section: Alignment Modelsmentioning

confidence: 99%

IT Alignment: What Have We Learned?

Chan

Reich

2007

Journal of Information Technology

758

639

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We provide a review of the alignment literature in IT, addressing questions such as: What have we learned? What is disputed? Who are contributors to the debate? The article is intended to be useful to faculty and graduate students considering conducting research on alignment, instructors preparing lectures, and practitioners seeking to assess the 'state-of-play'. It is both informational and provocative. Challenges to the value of alignment research, divergent views, and new perspectives on alignment are presented. It is hoped that the article will spark helpful conversation on the merits of continued investigation of IT alignment.

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“…Several scholars have built on and extended the SAM model (e.g., Luftman et al, 1993). Goedvolk et al (1997) extend the SAM model by focusing on technical and architectural requirements.…”

Section: Alignment Modelsmentioning

confidence: 99%

IT Alignment: What Have We Learned?

Chan

Reich

2007

Journal of Information Technology

758

639

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“…Such assumptions have served as guidelines for the structuring of the theoretical (Laurindo, 2008;Keen, 1993;Luftman, Oldach & Lewis, 1993). This definition, broader, already takes into account the administrative and human aspects of the organizations.…”

Section: Because Of To the Interaction With Stakeholders (Through Commentioning

confidence: 99%

“…In this paper, the word Information Technology (IT) must be understood Telecommunications, as it also involves human, administrative and organizational aspects (Laurindo, 2008;Keen, 1993;Luftman, Oldach & Lewis, 1993). This definition, broader, already takes into account the administrative and human aspects of the organizations.…”

Section: Information Technologymentioning

confidence: 99%

Delays in It Projects Caused by Failures in the Management of Stakeholders

Lopes

Mañas

2013

FSRJ

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The Information Technology (IT) has undergone profound and rapid changes in recent decades. In this context, organizations must be prepared to implement these technologies, on the form of projects, as quickly and effectively as possible, providing results before its competitors. Therefore, it can be noted that the delivery of a project on time, ever shorter, is essential. Considering these observations, the main purpose of this study is to explore how failures in IT project stakeholder management may impact, directly or indirectly, the deadlines of these projects. The empirical research, qualitative in nature, is of the exploratory type and counted with the participation of IT project managers and managers of IT project managers, who answered a semi structured interview and provided documents in support of the research.The transcripts of the interviews as well as the provided documents were used for the analysis of data content. As a final result of this study, the main failures in the stakeholder management that may compromisemostly indirectly -the timely delivery of IT projects are identified and explored.Key words: Stakeholders, projects, Information Technology, deadlines, failures. ATRASOS EM PROJETOS DE TI CAUSADOS POR FALHAS NA GESTÃO DOS STAKEHOLDERS RESUMOA Tecnologia da Informação (TI) tem passado por mudanças profundas e rápidas nas últimas décadas. Nesse contexto, as organizações devem estar preparadas para implementar, sob a forma de projetos, essas tecnologias da maneira mais rápida e efetiva possível, apresentando resultados antes de seus concorrentes. Portanto, pode-se notar que a entrega de um projeto no prazo cada vez mais curto é essencial. Because of to the interaction with stakeholders (through communication)is considered the main shortcoming of project managers in Brazil (PMI Chapters, 2011), it was chosen to understand the delay phenomenon in relation to the effectiveness of the stakeholders management of the IT projects.The exploration of these delays or other failures in IT projects through the stakeholders' theory is still an approach little used by the academic and professional environment.The importance of this approach is real, since failures in the stakeholders' management, such as for example, poor communication of these stakeholders (Molena, 2011), results in the problem of higher frequency in projects: failure to meet deadlines.In this context, one can define the following research problem: how failures in the stakeholders management of IT projects can negatively impactdirectly or indirectly -the ultimate deadlines for the project delivery?Through readings and exploratory discussions on the topic at issue and the through researcher's own practical observation, as a project manager, it could be defined -tentatively -some assumptions for the research. Such assumptions have served as guidelines for the structuring of the theoretical (Laurindo, 2008;Keen, 1993;Luftman, Oldach & Lewis, 1993). This definition, broader, already takes into account the administrative and human a...

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“…Spewak [5] defines EA planning as "the process of defining architectures for the use of information in support of the business and the plan for implementing those architectures". The main goal of EA planning is to enhance and maintain the mutual alignment of business and IT [6]. The different approaches in this research area are heterogeneous and cover different topics [7]: from methodologies for EA planning [8,9] to modeling the transformation [10,11,12], describing possible actions for transformations [13] or focusing on key performance indicators to compare the current and the target architecture [14].…”

Section: Introductionmentioning

confidence: 99%

Planning Support for Enterprise Changes

Lautenbacher

Diefenthaler

Langermeier

et al. 2013

Lecture Notes in Business Information Processing

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Abstract. Enterprises have to react to changes with an increasing speed in order to stay competitive. Many approaches support the modeling of enterprise architectures but lack an evolution of enterprise architectures through demonstrating a transformation path from one architecture state to another. Enterprises know their strategic goals and are able to model them, but are not supported towards achieving these goals in terms of developing their architecture. We want to improve the current manual creation of the transformation paths in enterprise architecture planning by providing possible and sound sequences of actions as part of a roadmap from the current to a desired target architecture.Therefore, we present a solution that supports the enterprise architect with proposals for a transformation path from the current to the target state considering dependencies to be taken into account during the enterprise transformation.

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Transforming the enterprise: The alignment of business and information technology strategies

Cited by 353 publications

References 3 publications

IT Alignment: What Have We Learned?

IT Alignment: What Have We Learned?

Delays in It Projects Caused by Failures in the Management of Stakeholders

Planning Support for Enterprise Changes

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