Aligning IT and business needs is still one of the most important concerns for senior management. The message of Business and IT Alignment (BIA) is logical and undisputed, but implementation is apparently difficult. Luftman and Kempaiah [11] conclude that business and IT alignment needs a tool that can provide an assessment of an organization’s level of alignment and a roadmap on how to improve alignment. A broadly used framework for assessing business and IT alignment maturity is Luftman’s Strategic Alignment Maturity (SAM) model [10]. The paper presents a survey study into the perceived contribution of the different variables and sub-variables of the SAM model. We found that the perceived contribution of the variables are not equally spread and suggest a modification of the model
DOCUMENT
Aligning business and IT strategy is a prominent area of concern. Organizations that successfully align their business strategy and their IT strategy, outperform their non-aligned peers (Chan et al., 1997). This chapter explores the relationship between business strategy, IT strategy and alignment capability. We found that each business strategy can be supported by all IT strategies, but that certain combinations provide a better fit than others. Regarding business strategy and alignment capability we found no conclusive relationship. Regarding the relationship between IT strategy and alignment capability however a clear relationship appeared. We explored this relationship further in a dual case study of two organizations having distinctly different IT strategies. One organization sees IT as an enabler for the business processes with mainly an internal impact, whereas the other organization IT sees as a driver for business innovation that can create competitive advantage in the market place. Based upon an assessment of their alignment capabilities we found that the company with the innovative IT strategy scored a distinctly higher alignment capability than the company with the essential IT strategy. Although this conclusion may not be surprising, it provides further evidence for the statement that a more progressive IT strategy pairs with a better alignment of business and IT.
DOCUMENT
This chapter explores the theory and practice of Business & IT Alignment in multinational companies. In the first part of the chapter an overview of the theory is presented. In this part the familiar frameworks for Business & IT Alignment are put in perspective in an Alignment development model. The second part of the chapter presents the practical issues that are experienced in aligning IT to business in multinational companies. These issues and considerations resulted from a focused group discussion with IT managers and CIOs of medium sized and large organizations in the Netherlands.
DOCUMENT
Physical rehabilitation programs revolve around the repetitive execution of exercises since it has been proven to lead to better rehabilitation results. Although beginning the motor (re)learning process early is paramount to obtain good recovery outcomes, patients do not normally see/experience any short-term improvement, which has a toll on their motivation. Therefore, patients find it difficult to stay engaged in seemingly mundane exercises, not only in terms of adhering to the rehabilitation program, but also in terms of proper execution of the movements. One way in which this motivation problem has been tackled is to employ games in the rehabilitation process. These games are designed to reward patients for performing the exercises correctly or regularly. The rewards can take many forms, for instance providing an experience that is engaging (fun), one that is aesthetically pleasing (appealing visual and aural feedback), or one that employs gamification elements such as points, badges, or achievements. However, even though some of these serious game systems are designed together with physiotherapists and with the patients’ needs in mind, many of them end up not being used consistently during physical rehabilitation past the first few sessions (i.e. novelty effect). Thus, in this project, we aim to 1) Identify, by means of literature reviews, focus groups, and interviews with the involved stakeholders, why this is happening, 2) Develop a set of guidelines for the successful deployment of serious games for rehabilitation, and 3) Develop an initial implementation process and ideas for potential serious games. In a follow-up application, we intend to build on this knowledge and apply it in the design of a (set of) serious game for rehabilitation to be deployed at one of the partners centers and conduct a longitudinal evaluation to measure the success of the application of the deployment guidelines.
In dit project wordt gekeken naar de validatie van een procesverbeteringstool.
In dit project wordt gekeken naar de validatie van een procesverbeteringstool.Doel De belastingdienst heeft een tool ontwikkeld met als doel de samenhang tussen Business en IT te verbeteren en een proces van continu verbeteren op te starten. Deze tool wil de belastingdienst objectief te evalueren. Resultaten Dit project leidt tot de volgende resultaten: Een validatierapport Een verbeterplan Een wetenschappelijk artikel Looptijd 01 oktober 2021 - 31 december 2022 Aanpak Binnen dit onderzoek wordt gebruik gemaakt van de volgende onderzoeksmethoden: Focusgroepen Literatuuronderzoek Workshops Meedoen in dit onderzoek? Als je onderzoek wil doen naar tools in het werkveld van Agile werken, Business IT alignement of continu verbeteren, neem dan contact op met Paul Morsch.
