Strategic IT alignment Projects. Towards Good Governance

•We propose a model for implementing and operating a portfolio of strategic IT projects•This proposal is based on Good Governance principles•The model achieve strategic alignment of IT projects with the organisation's business•The model has already been implemented in fourteen public universiti...

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Published inComputer standards and interfaces Vol. 76; p. 103514
Main Authors Maciá Pérez, Francisco, Berna Martinez, José Vicente, Lorenzo Fonseca, Iren
Format Journal Article
LanguageEnglish
Published Amsterdam Elsevier B.V 01.06.2021
Elsevier BV
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Abstract •We propose a model for implementing and operating a portfolio of strategic IT projects•This proposal is based on Good Governance principles•The model achieve strategic alignment of IT projects with the organisation's business•The model has already been implemented in fourteen public universities•The model improves state of maturity of Good Governance. The senior management of organisations frequently perceive IT Projects as merely technological in nature. They fail to realise that in reality, the mission of IT is to provide technology-based support to business processes that can be key to the organisation. This lack of understanding means that these IT projects are not aligned with the business objectives and that investments in resources and personnel are not adequately prioritised. This can lead to an opportunity loss: a mere computerising of the business is sought, and processes that could turn out to be transformative, generating added value, driving a true digital transformation of the business are overlooked. This article proposes a model for implementing and operating a portfolio of strategic IT projects. Based on Good Governance principles, these latter projects move strategic decision-making up to an organisation's senior management, succeeding in gradually implicating these managers into the IT strategy. But above all, the model succeeds in achieving the targeted strategic alignment of IT projects with the organisation's business objectives and interests. The model has already been implemented in fourteen medium and large size public universities. The follow-up through interviews of the nine longest-standing experiences—some are nearly a decade old—revealed that the portfolio implementation strategy had helped to markedly improve the following elements: the institutions’ state of maturity of Good Governance; senior management's involvement in IT projects; and the identification of the most interesting IT projects for the business. To conclude, based on our experience, we can affirm that the strategic IT alignment projects is an effective IT Governance tool and, by extension, an example of Good Governance practice.
AbstractList •We propose a model for implementing and operating a portfolio of strategic IT projects•This proposal is based on Good Governance principles•The model achieve strategic alignment of IT projects with the organisation's business•The model has already been implemented in fourteen public universities•The model improves state of maturity of Good Governance. The senior management of organisations frequently perceive IT Projects as merely technological in nature. They fail to realise that in reality, the mission of IT is to provide technology-based support to business processes that can be key to the organisation. This lack of understanding means that these IT projects are not aligned with the business objectives and that investments in resources and personnel are not adequately prioritised. This can lead to an opportunity loss: a mere computerising of the business is sought, and processes that could turn out to be transformative, generating added value, driving a true digital transformation of the business are overlooked. This article proposes a model for implementing and operating a portfolio of strategic IT projects. Based on Good Governance principles, these latter projects move strategic decision-making up to an organisation's senior management, succeeding in gradually implicating these managers into the IT strategy. But above all, the model succeeds in achieving the targeted strategic alignment of IT projects with the organisation's business objectives and interests. The model has already been implemented in fourteen medium and large size public universities. The follow-up through interviews of the nine longest-standing experiences—some are nearly a decade old—revealed that the portfolio implementation strategy had helped to markedly improve the following elements: the institutions’ state of maturity of Good Governance; senior management's involvement in IT projects; and the identification of the most interesting IT projects for the business. To conclude, based on our experience, we can affirm that the strategic IT alignment projects is an effective IT Governance tool and, by extension, an example of Good Governance practice.
The senior management of organisations frequently perceive IT Projects as merely technological in nature. They fail to realise that in reality, the mission of IT is to provide technology-based support to business processes that can be key to the organisation. This lack of understanding means that these IT projects are not aligned with the business objectives and that investments in resources and personnel are not adequately prioritised. This can lead to an opportunity loss: a mere computerising of the business is sought, and processes that could turn out to be transformative, generating added value, driving a true digital transformation of the business are overlooked. This article proposes a model for implementing and operating a portfolio of strategic IT projects. Based on Good Governance principles, these latter projects move strategic decision-making up to an organisation's senior management, succeeding in gradually implicating these managers into the IT strategy. But above all, the model succeeds in achieving the targeted strategic alignment of IT projects with the organisation's business objectives and interests. The model has already been implemented in fourteen medium and large size public universities. The follow-up through interviews of the nine longest-standing experiences-some are nearly a decade old-revealed that the portfolio implementation strategy had helped to markedly improve the following elements: the institutions' state of maturity of Good Governance; senior management's involvement in IT projects; and the identification of the most interesting IT projects for the business. To conclude, based on our experience, we can affirm that the strategic IT alignment projects is an effective IT Governance tool and, by extension, an example of Good Governance practice.
ArticleNumber 103514
Author Lorenzo Fonseca, Iren
Maciá Pérez, Francisco
Berna Martinez, José Vicente
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Snippet •We propose a model for implementing and operating a portfolio of strategic IT projects•This proposal is based on Good Governance principles•The model achieve...
The senior management of organisations frequently perceive IT Projects as merely technological in nature. They fail to realise that in reality, the mission of...
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SubjectTerms Alignment
Decision making
Strategy
Title Strategic IT alignment Projects. Towards Good Governance
URI https://dx.doi.org/10.1016/j.csi.2021.103514
https://www.proquest.com/docview/2516238825
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