Evaluating the Performance of Information Technology Strategic Planning Through Itsp Alignment Model

1)A network is when two or more computers are connected together and are able to share data and communication.

The purpose of this article is to illuminate the need for any organization to have its IT strategy and business strategy properly aligned. While many organizations view IT and business alignment as an event – it is actually an on-going process, or continuous journey. Therefore, the main problem is that many organizations of today still hold these two principles (business mission & IT strategy) as two separate entities. However, in the Information Age – collaboration is key to capturing and retaining market penetration. To not have alignment with the IT and business strategy together is not a matter of want it is a matter of survival. This report will expand upon the need for business and IT strategic alignment as well as examine what happens in lack of a comprehensive plan. This will be done by examining the Vermont Teddy Bear company prior to and after the arrival of Bob Stetzel, the Vice President of Information Technology. This document will view it findings and make recommendations on the immediate and future operations of the company.

With a specific end goal to consolidate a wide range of IT activities and advantage from them, the whole organizations IT strategy must be reengineered to cooperate. Instead of looking at IT as a unit itself, intergrading it into the business as a whole and making it work towards a common goal will make worth in the organization. The consequent strides should be refined in each segment of ModMeters to achieve their requests.

According to me (Srinivas), the audience of this paper would be organizations who are and want to implement IS/IT investments and the management and IS/IT students.

IT by itself does not provide any value, however, the alignment of IT to strategic, operational, and cultural objectives provides business value. Thus, the CIO must ensure that any new investment in IT is for the sake of business objectives and not for “IT for ITs sake”. Ensuring business alignment against IT project delivery is critical, must be undertaken for any investment and is the key component of IT value.

When the CEO launches two new strategic initiatives requiring integration across all business units, the organization – whose IT decisions have been largely delegated to its business units in proportion to their revenue generating capacity – now faces the dilemma of how to prioritize its IT projects in order to support the new strategic “enterprise” vision.

Information Technology (IT) is a foundation for conducting business today. It plays a critical role in increasing productivity of firms and entire nation. It is proven that firms who invested in IT have experienced continued growth in productivity and efficiency. Many companies' survival and even existence without use of IT is unimaginable. IT has become the largest component of capital investment for companies in the United States and many other countries.

Alignment of an enterprise’s goals with its IT1 and IS1 systems has been a challenge ever since IT became a business enabler. Proposing an IT alignment requires a thorough understanding of the business goals of the enterprise and the knowledge that alignment is an iterative process which requires constant measurement and honing (Chan, 2002). Enterprises often face the problem of balance of priorities between IT and Business objectives. This report deals with one such case that faced alignment and prioritization hardships resulting in an unclear approach to achieve a corporate strategy.

This portfolio focus on what I have learned during the whole IT Strategy and Control paper, a critical reflection of this paper would be provided. This reflection includes the key points, support reference and the demonstration of my own understanding about the paper itself and all of my personal understandings are based on the learning outcome of this paper. In the first part of this portfolio, I would discuss all the key IT Operations Management framework which have been introduced in the paper, the analysis of the processes based on my own understanding would be given. In the second part, analyze processes required for aligning IT infrastructure and operations with the business goals of an organization would be talked about, and I would focus a business organization which has been mentioned in the caselets as a sample. In the third part, some critical evaluate operational IT organizations and their processes against the studied models would be listed and analyzed. In the last part, the recommendations and analysis of my own would be given against those organizations (caselets) which have some problems and current issues arising from the implementation of the IT framework.

Information Technology (IT): The hardware and software technologies a firm needs to achieve its business objectives (Kenneth C Laudon and Jane P Laudon., 2010).

Those approaches provide the foundation for the structuring of the modern organizations, defining the functions within of it, and quantifying its business results. The financial position of company is exposed through the use of quantification and percentages. Moreover, the performance of employees is measured by employing the IT solutions for the key performance indicators tracking. The interoperability of these foundational theories provided the needed versatility to the organizations in order to retain the desired discipline, while ensuring the satisfaction of the employees and gaining the advantage at highly competitive market. The only way to ensure this is the scientific approach to quantify all three, and to optimize it in order to deliver the best possible financial results for the company. The greatest challenge for the companies is to outsource the internal personnel without the visible distractions in the core business activities while pursuing the new projects that will deliver them the additional market share and

Main aim of business to develop IS capability and analyze its impact on e-business and IT strategy. Scholar 's and practitioner 's future focus will be to develop suitable framework for IT strategy processes. This research may help CEO 's to understand the present status in Taiwanese business of IT strategy implementation. The recommendations to improve e-business operational performance are: CIO 's IT/IS leadership ability, individual level capability, resources allocation, group level capability, knowledge sharing ability, project management capability, departmental collaboration, organization level ability etc. Moreover, organizational performance depends on effective implementation of IT strategy in business instead of overlooking it. This paper examines the relationship between information technology resources, strategic initiative, e-business capabilities and their functions in implementation process. E-business implementation does not always assure super performance because transforming resources into capabilities during implementation process could bring challenges for organization transformation. Resource based view (RBV) is a theory for strategic management that links firm 's performance to resources and abilities of organization. The other portion of material focuses on E-business strategy such as strategy initiative, strategy implementation and results associated. Relevant study has shown that firms in China

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

A computer is an electronic device that stores, retrieves, and processes data, and can be programmed with instructions. A computer is composed of hardware and software, and can exist in a variety of sizes and configurations. Hardware is the physical equipment of a computer system, including the central processing unit (CPU), data-storage devices, terminals, printer, etc. Software is a program or set of instructions or rules that control the operation of a computer.

Frenzel (2004) claimed that to be successful, a firm’s IT management team must take action on the following critical areas: business management issues; strategic and competitive issues; planning and implementation concerns; and operational items. If for any reason, the organisation experiences difficulties in the above areas, the manager will need to set goals and objectives to overcome and prevent these issues.