3. Audience
Academy of International Business
American Accounting Association
Association for Business Communication
Association of Business Information Systems
Association of Collegiate Marketing Educators
Decision Sciences Institute – Southwest
Southwest Academy of Management
Southwest Case Research Association
Southwestern Finance Association
Southwestern Society of Economists
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4. The research
Addressing the dilemma of Information
Technologies (IT)/Business alignment is an
extremely important area to investigate.
IT/Business Alignment is considered as a main
important issue in order to harmonize IT
strategic goals with organizational goals
(Tapscott & Caton, 1993).
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5. The research
Recent studies have found a positive correlation
between high levels of IT/Business alignment and
high levels of Competitive Advantage for
Businesses (Luftman, 2008).
These findings add credence to the importance
of achieving a high level of maturity in the
IT/Business alignment.
Information
Business
Technology Alignment
1. (Hu and Huang, 2005; Duffy, 2002; Marchand, Kettinger and Rollins, 2001; Bergeron, Raymond and Rivard, 2001; Maes,
Rijsenbrij, Truijens and Gondola, 2000; Reich and Benbasat, 1996, 2000; Tallon and Kraemer, 1998; Teo and King, 1996, 1997; 5
Luftman, 2000; Henderson and Venkatraman, 1993)
6. Research Questions
Is it important to get IT/Business alignment?
How can organizations get the IT/Business alignment?
Most executives and organizations are turning to see “the promise
of ITIL (Information technology infrastructure Library)”
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7. Research background
This research has been conducted for
more than 5 years.
Main objective
To find if there is any kind of
correlation between the maturity of
some ITIL processes and the maturity
of the alignment dimensions
considered as part of the alignment
phenomenon.
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9. Alignment variables
To assess the alignment variables the research is based on
(Luftman’s, 2006) strategic alignment model. This model was
adopted and adapted to the context of this research, the main
dimensions translated into variables are:
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13. Main Conclusions
The answer to the question, is it true that ITIL processes have an
influence in IT/Business alignment?
Yes, some ITIL processes have shown that have a strong correlation
in some alignment dimensions (but not in all of the alignment
dimensions).
Not only the tactical or strategic processes have influence in
IT/Business alignment, Operational processes do have an influence
on IT/Business alignment.
To get full alignment organizations must be complemented
with the adoption of other kind of processes.
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14. Limitations
• Maturity of ITIL processes in some
organizations.
• Time to answer all of the questionnaires.
• Access to resources.
• Time to run more statistical analysis.
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17. RESEARCH METHOD
To provide a representation of each
organization’s alignment maturity level at the
time of the study, a cross-sectional design
was employed utilizing 12 survey
assessment instruments that were
developed based on ITIL theory and
Strategic Alignment Model.
18. INSTRUMENT DEVELOPMENT
The alignment instrument were developed using Likert
items for the scales to be able to measure maturity levels
(do not confuse this with CMM model).
To assess the maturity of each variable all of the ITIL
instruments were developed using nominal scales and
each item were assessed on a dichotomous scale (do not
confuse this with CMM model). The ITIL processes were
operationalized as independent variables and the alignment
model operationalized as dependent variable through a
congruence matrix.
21. Chi-square sample
• Chi C < Chi T ∴ can’t reject H0.
1. Ho:xy1=o
• Chi C > Chi T ∴ H0 is rejected.
• Ho:xy2=o
• Chi C < Chi T ∴ can’t reject H0.
• Ho:xy3=o
a. Chi C < Chi T ∴ can’t reject H0.
• Ho:xy4=o
a. Chi C > Chi T ∴ H0 is rejected.
5. Ho:xy5=o
• Chi C > Chi T ∴ H0 is rejected.
6. Ho:xy6=o
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Notes de l'éditeur
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For nearly 3 decades, professionals and researcher centers have identified the lack of alignment as an opportunity for researches who have proposed different alignment models and methodologies to help solve this riddle.
After question one - ? Now, once this is clarified, here comes the next question, ITIL was first released to the public in the late eighties and was created by the Central Computer and Telecommunications Agency (CCTA), an office of the British government, and as such was and still is vendor-neutral (Best Management Practice, 2009). The last edition of ITIL books was consistently improved and released by the Cabinet Office on July 29 th , 2011
In order to analyze more precisely this situation, Photo http://es.123rf.com/photo_7066495_investigacion-palabra-collage-sobre-fondo-blanco.html
Financial Management for IT Services enables an IT service provider to play a strategic role in the business – (Budgeting, accounting and charging) Service Level Management is responsible for agreeing and documenting service level targets and responsibilities within SLAs Availability Management ensures that the level of availability delivered in all IT services meets the agreed availability needs and/or service level targets in a cost-effective and timely manner IT Service Continuity Management managing the risks that could seriously affect IT services an thus Organisation operations Capacity Management capacity of IT services and the IT infrastructure meets the agreed capacity and performance-related requirements in a cost-effective and timely manner Incident Management is in charge to restore normal service operation as quickly as possible and minimize the adverse impact on business operations Problem Management manages the lifecycle of all problems from first identification through further investigation (RCA) Change Management gets the control of the lifecycle of all changes Release & Deployment Management plans, schedule and control the build, test and deployment of releases Service Asset & Configuration Management ensures that the assets required to deliver services are properly controlled Service Desk First Point of Contact
Communications Maturity is the effective exchange of ideas and a clear understanding of what it takes to ensure successful strategies are high on the list of enablers and inhibitors to alignment Business Value Measurements Maturity is necessary when too many IT organizations cannot demonstrate their value to the business in terms that the business understands. Frequently, business and IT metrics of value differ Governance Maturity takes the considerations for IT governance that includes how the authority for resources, risk, conflict resolution, and responsibility for IT is shared among business partners, IT management and service providers Business Relationship Management Maturity considers the relationship that exists among the business and IT organizations is another criterion that ranks high among the enablers and inhibitors of alignment (Luftman, 2008). Technology Scope Maturity this set of criteria assesses the extent to which IT is able to; 1) Go beyond the back office and the front office of the organization Skills Maturity encompasses all IT human resource considerations, such as how to hire and fire, motivate, train and educate, and culture
IT Organizations that shows a higher maturity in ITIL processes shows a strong correlation within Businesses that have a higher maturity levels in dimensions as follows
What this research has found is that yes
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To provide a representation of each organization’s alignment maturity level at the time of the study, a cross-sectional design was employed utilizing 12 survey assessment instruments that were developed based on ITIL theory and Strategic Alignment Model. RESEARCH METHOD To provide a representation of each organization’s alignment maturity level at the time of the study, a cross-sectional design was employed utilizing 12 survey assessment instruments that were developed based on ITIL theory and Strategic Alignment Model. INSTRUMENT DEVELOPMENT The alignment instrument were developed using Likert items for the scales to be able to measure maturity levels (do not confuse this with CMM model). To assess the maturity of each variable all of the ITIL instruments were developed using nominal scales and each item were assessed on a dichotomous scale (do not confuse this with CMM model). The ITIL processes were operationalized as independent variables and the alignment model operationalized as dependent variable through a congruence matrix.