MMPE-SI/TI (Gov) - Model to Assess the Maturity Level of the IS/IT Strategic Planning of Brazilian Governmental Organizations

José Gilson de Almeida Teixeira Filho1, Hermano Perrelli de Moura2

1State University of Pernambuco – UPE – Caruaru – PE – Brazil 2Federal University of Pernambuco – UFPE – Recife – PE – Brazil

Abstract--The number of public and private organizations of

all sizes that have developed a IS/IT (Information Systems/Information Technology) strategic planning process is gradually increasing in Brazil. As the demand for new methodologies grows, models and processes that help these organizations understand the benefits of using these mechanisms to improve their business, it becomes necessary to evaluate the maturity level of their organizational processes, especially those related to IS/IT. This paper presents a model to assess the maturity level of the IS/IT strategic planning of Brazilian governmental organizations, named MMPE-SI/TI (Gov). It was designed in accordance with the main models and standards used for national and international definition and assessment of processes and consists of a reference model (RM), an assessment method (AM) and a database of best practices (DBP) set to assist in the development of the organization’s improvement plan. The definition of the model involved several steps, including: systematic review, conducting exploratory case studies, organizing a set of best practices, validation with experts from the IS/IT area, analyzing and interpreting data and improvements recommendation. The MMPE-SI/TI (Gov) model has 5 maturity levels, 6 capacity levels, 16 processes and 124 best practices for IS/IT strategic planning directed to Brazilian governmental organizations.

I. INTRODUCTION

Today, it is a fact that the number of small, medium or

large organizations, including public and private that utilize IS/IT (Information System/Information Technology) is huge, but few, especially in Brazil, truly elaborate or follow a formal strategic planning of IS/IT. These organizations must create, maintain and follow a IS/IT strategic planning targeting institutional strategic planning, besides of course, formalizing the usage of any methodology to guide the whole process [20,45,46].

The organizations are also looking for models that allow them to evaluate the level of maturity of their processes. Focusing on dynamism and business complexity, increasingly, organizations are using more robust IS/IT that facilitate the planning, control and execution of their projects to allow the transformation of strategies into actions that can increase the success of the projects [15,54].

To Kerzner [24] private companies, governments and other types of organizations spend too much time and money determining their short and long term administrative strategies. The reasons for failure are many, such as: unrealistic strategies with poorly elaborated action plans; lack of internal alignment, because the boardroom couldn't get the necessary support for strategies implantation; the company

couldn't reach the required maturity or hasn’t yet realized the importance of implanting and executing their objectives in the desired way.

In 2008 the results of research carried out with 255 organizations/entities of the Public Federal Administration (PFA) concerning the IT governance situation were presented. It was observed that among those researched, 47% did not follow any institutional strategic planning. This fact demonstrated that almost half of the researched organizations did not maintain the culture of planning their actions strategically and just reacted to the demand and changes occurring in their area of expertise. This form of conduct makes the planning of IS/IT actions difficult. The data was compared to the information that 59% of the researched organizations did not do strategic planning in IS/IT. Of the 48% organizations/entities that affirmed not to have institutional strategic planning, 81%, being, 97 organizations/entities did not have IS/IT strategic planning. On the other hand, the fact that there is institutional strategic planning, in itself, did not guarantee that that was IS/IT strategic planning. In 40% of the organizations that had the first, there wasn't the second, see Graph. 1 [7].

Graph 1. Result of the 2008 research with 255 Organizations [7].

In 2010 new results relating to IT administration were

presented to PFA and it was noted that only 21% of the institutions didn't do institutional strategic planning, against 47% that was observed in the previous research. That indicated that there was a significant growth in the number of institutions that had initiated institutional strategic planning.

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In relation to IS/IT strategic planning, it was noted that 61% of the institutions did not do IS/IT strategic planning, against 59% in the previous research, see Graph. 2. That indicated

that there was a decrease in the number of institutions that do IS/IT strategic planning, a revelation that the Tribunal de Contas da União - TCU [8] considered troubling.

Graph 2. Result of the 2010 Research with 265 Organizations [8].

In this context, it is noted that a few organizations

elaborate their IS/IT strategic planning, but have great difficulties to evaluate the quality and effective results along the years, even if the plan was well made and coordinated. The organizations, in a general way, do not know how well they are sticking to the best worldwide practices and have difficulty finding ways to compare themselves with other organizations, whether in the national or international arena [1,12,36,37,39,30,40,53].

To help the organizations to answer those questions, the model named MMPE-SI/TI (Gov) - Maturity Model for IS/IT Strategic Planning oriented to Brazilian Governmental Organizations was elaborated [51].

The MMPE-SI/TI (Gov) was defined to allow an easy access to better worldwide practices and is in conformity with the main models and national and international norms used to define and evaluate the processes, such as ISO/IEC 12207; ISO/IEC 15504-1; CMMI, MPS.BR: General Guide; COBIT; MMGP; OPM3; PMMM [21,22,23,25,43,44,49,50].

It is worth highlighting that the best practices (MP) are visions of organizations and worldwide professionals that through market experience can perceive the best practices, that if used in other organizations can improve their performance in the same way [10,25,42,43]. The maturity

model is a conceptual structure, composed of well established processes, through which an organization develops itself in a systemic way towards a desired future state. In each step reached in this journey, a maturity model recognizes and signals the progressive maturation of the organization [12,25,43,44,49].

This model gets the best characteristics of the main models/methodologies/authors researched by Teixeira Filho, besides a collection of the best IS/IT strategic planning practices (MP.IS/IT), maturity in projects management (MP.MGP) and especially, Brazilian Government (MP.GOV) [51].

It is structured in three components: Reference Model (RM), Database of Best Practices (DBP) and Assessment Method (AM) and presents four areas that help the organization to direct its efforts to develop its IS/IT strategic planning, which are: Management (GES), Organization (ORG), People (PES), and Technology (TEC). Fig. 2 presents the general vision of MMPE-SI/TI (Gov) and all its parts.

The MMPE-SI/TI (Gov) has 5 levels of maturity, 6 levels of capacity, 16 processes, and 124 best practices to IS/IT strategic planning directed to Brazilian Governmental organizations see Fig. 3 [51].

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Fig. 2. Overview of MMPE-SI/TI (Gov) [51].

Fig. 3. Levels of Maturity of the Model and its Processes [51].

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The main objective of this paper is to present, in detail, just one of the processes defined by the MMPE-SI/TI (Gov). The selected process was "Foment Knowledge Management (FGC)" that contains 1 purpose, 3 expected results, 6 best practices and 6 work product.

II. SYSTEMATIC REVIEW

This article adopted systematic review, a manner of

research that utilizes literature as a data source about a determined theme. This type of investigation makes an evidence summary related to a specific strategic intervention available, through an application of explicit and systematic searching methods, critical appreciation and synthesis of the selected information [3,14,27,31,33,39].

In stage I quality criteria and search strings were considered. 827 studies were obtained (see Fig. 5).

Tab. 1 shows the results of the research in each base through the defined strings in the protocol.

Fig. 5. Stages of Studies Selection Process [51].

TAB. 1. RESULT OF THE RESEARCH THROUGH SELECTED STRINGS [51].

Bases/Strings Portuguese English BASE/STRING 1 2 3 4 5 6 7 8 Total IEEE Xplore - - - - 86 1 14 60 161 ACM - - - - 146 3 26 42 217 ScienceDirect - - - - 42 8 2 1 53 SciELO 2 4 3 2 - - - - 11 BDTD 9 4 3 5 - - - - 21 NDLTD - - - - 35 0 2 13 50 Google Scholar 10 27 16 19 130 2 17 1 222 RAUSP 0 1 1 0 - - - - 2 Compendex - - - - 68 0 2 20 90

Tot 21 36 23 26 507 14 63 137 827

In stage II, the titles of the studies were read and the ones

available were fully analyzed. This way, 76 of 827 resultant studies were selected from the main search. In the III stage, the selection was enhanced using inclusion and exclusion criteria and through abstract reading leaving 52 of the 76 studies related up to that point. In stage IV, the studies went through a reading of the introduction and conclusion and 27 of the 52 remaining were selected. The V stage established the complete reading of the selected studies. This final

reading was made in accordance with the proposals established by the research, the studies were read with the intent of identifying ideal practices to the IS/IT strategic planning, maturity in projects management and Brazilian Government.

The studies considered most relevant to this work were published between the years of 1979 and 2009. The years of 2005, 2007 and 2008 presented the highest number of relevant studies (5 studies per year), see Graph. 3.

Graph 3. Amount of Relevant Studies per Year [51].

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III. METHODOLOGY

To analyze the central objective of this research, many procedures and techniques were used as shown below: Regarding method: The investigations, usually, use a

combination of two of more methods. In this work the inductive, comparative, structuralist methods were adopted [16,29].

Regarding nature: The scientific researchers can be classified as basic or applied. In this work the applied research was used, it focuses on knowledge generation to practical application and it is directed to the solution of specific problems [11,48].

Regarding procedures: The following procedures were conducted: documental analysis, bibliographical analysis based on systematic review of the literature, exploratory case studies, survey, survey based on GQM (Goal Question Metric) [3,14,16,26,31,33].

Regarding the techniques of data collection: Three interviews were conducted and questionnaires completed to assist the process of collecting data during the course of exploratory case studies and during the validation of the model together with specialists in IS/IT [16,29].

Regarding approach: Two approaches were adopted: quantitative and qualitative. Both approaches allowed the analysis and discussion of the exploratory case studies results and the survey made with IS/IT area specialists [16,48].

Regarding implementation: Field work was used as a strategy to reach the intended goals, in this case research is done in an environment where the variables are not controlled, the researcher involves himself in the

environment, observes and analyzes the variables and characteristics of the existing reality [16,48].

Regarding perspective: To Santos the perspective of the research represents which field of interest the research is focused on. In this case two fields of research were considered: Computer Science and Administration Science [48].

IV. RESULTS

A group of the best practices and the reference model (RM) were established and validated with IS/IT area specialists having the GQM in perspective. The opinions were raised through surveys using questionnaires. These answers were analyzed and interpreted to demonstrate the importance, capacity, reliability and coherence, of the best practices and the maturity model of the IS/IT strategic planning, that also includes the validation of the purposes and expected results of each one of the existing model processes, and also provide the due corrections and or improvements proposed by the specialists. A database of best practices (DBP) and an assessment method (AM) were also established for the model, the latter wasn't detailed in this work [51]. A. Database of Best Practices (DBP)

The DBP defined for the MMPE-SI/TI (Gov), seeks to assist Brazilian Governmental organizations to achieve a high level of maturity regarding the IS/IT strategic planning, through the utilization of a group of best practices. All of them follow a unique standardization, which is composed of the following parts: MP_ID, MP_NAME, MP_DESCRIPTION, MP_REF_ID and MP_AREA. The basis of the conception of DBP involved a process structured in five steps, see Fig. 6.

Fig. 6. Steps to the Best Practices Structurization [51].

Initially a set of 505 practices involving the three areas

was identified: IS/IT strategic planning, maturity in project management and Brazilian Government. Through this initial set of practices, a set of 80 best practices was established that represent the unified visions of many organizations and professionals spread worldwide. Of this set of 80 best

practices, 32 (40%) are of IS/IT strategic planning, 30 (37,5%) are of maturity in project management and 18 (22,5%) are Brazilian Government specifics, see Graph. 4. Some of these best practices are broken down to add more coherence and contextual logic to the model.

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Graph 4. Percentage of Best Practices Identified by Type [51].

After these adjustments, the database of best practices

(DBP) was established in relation to the model that contains a total of 124 best practices for IS/IT strategic planning directed to Brazilian Governmental organizations. From this total, 6 best practices are associated directly to the knowledge management area, represented in this model, by the process Foment Knowledge Management that is described as follows.

B. Foment Knowledge Management (FGC)

This process is a part of the Reference Model (RM) of MMPE-SI/TI (Gov) and was defined through an extensive study based on systematic review of literature and is in accordance with the main models and national and international norms such as: ISO/IEC 12207, MPS.BR: Guia Geral, COBIT, Art 4º do Decree nº 4.553, de 27 of December 2002 e Agreement 1603/2008 TCU Plenary [4,5,21,23,50]. Purpose:

Assure the individual knowledge, the information and skills to be collected, shared, reused and improved by the whole organization. Expected Results (RE): FGC-RE-01: An adequate knowledge management

strategy is selected; FGC-RE-02: The infrastructure for the common and

specific knowledge sharing of all organization is maintained and established;

FGC-RE-03: The knowledge is readily stored and shared by the whole organization.

Best Practices (MP): FGC-MP-01: Develop a Knowledge Management

Strategy [RE: 1]; FGC-MP-02: Establish a Knowledge Management System

[RE: 2, 3]; FGC-MP-03: Create a Knowledge Collaborators Network

[RE: 2, 3 ]; FGC-MP-04: Capture Knowledge [RE: 3]; FGC-MP-05: Disseminate Knowledge [RE: 3];

FGC-MP-06: Improve Knowledge [RE: 1, 2, 3]. Work Product (PT): FGC-PT-01: Business Needs [RE: 1]; FGC-PT-02: Knowledge Management Strategy [RE: 1]. FGC-PT-03: Knowledge Repository [RE: 2]; FGC-PT-04: Knowledge Item [RE: 3]; FGC-PT-05: Data about the actives usage [RE: 3]; FGC-PT-06: Communication recording [RE: 3].

The final consolidation process of the 6 best practices of

"Foment Knowledge Management (FGC)" formed the great structure that presents all references. Only a part of this structure was established in this work, since it wasn't possible to make it available as a whole because of space restrictions in this document.

Fig. 7 presents all references that were used to define only the best practice "FGC-MP-03: Create a Knowledge Collaborators Network" that served as an example to illustrate as each one of the structures were organized.

All structures, whatever best practices are defined by the model, have four hierarchical levels and each element of the structure is referenced by a unique identifier (ID). Below it the description of each hierarchical level is shown: Hierarchical Level 1 – Model's Best Practices: the blue

circles (higher) represent the MMPE-SI/TI (Gov) model's best practices;

Hierarchical Level 2 – Best Practices by Type: the yellow circles (medium) represent the best practices of the set of best practices organized in three types (areas): IS/IT strategic planning, maturity in project management and Brazilian Government;

Hierarchical Level 3 – Practices: the green circles (smaller) represent the individual practices that were identified in the initial survey made through the systematic review of the literature;

Hierarchical Level 4 – Base of References: the pink rectangles represent all authors that were selected in the study (systematic review) and that contributed to form each of the model's best practices.

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Fig. 7. Example of Reference Tree to the Best Practice FGC-MP-03 [51].

Below it a complete list of the best practices to the process

"Foment Knowledge Management (FGC)" can be seen. Each best practice presents the following information: MP_ID,

MP_NAME, MP_DESCRIPTION, MP_ID_REF e MP_AREA (Management (GES), Organization (ORG), People (PES), and Technology (TEC)), see Fig. 8.

Fig. 8. Best Practices FGC [51].

C. Results of the FGC Process Validation According to Specialists' Opinions This validation was based on GQM and for that 4

questions and 5 metrics were defined. These metrics established the form in which the answers would be analyzed. In this case one of the metrics was based on the likert scale, while the others were based on four criteria: importance, capacity, reliability and coherence. This study was made during the period between 07/28/2010 and 08/23/2010 and obtained the participation of 106 valid respondents, which represents a significant sample of the Brazilian population, as

this study used probabilistic sample of the proportional stratified type, that hoped to obtain a minimum of 104.76 valid respondents [11,16,19,29].

To the 106 IS/IT specialists, this process presented as its biggest percentage concentrations in each criterion, the following values: fully important (46.9%), fully capable (38.2%), fully reliable (38.2%) and fully coherent (38.0%). Before the presented results, it can be seen that, an average of 73,1% of the respondents consider this process as being "very" and "fully" important, capable, reliable and coherent to all criteria, see Graph. 5.

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Graph 5. FGC – Global Performance Numbers [51].

The best evaluated variables considered by the 106

specialists in the "fully" category of the four criteria were (see Graph. 6): FGC-RE-03 relating to the "importance" criteria with

50.9% of the opinions that analyze the knowledge storage and sharing by the entire organization.

FGC-RE-02 relating to the "capacity" and "coherence" criteria with 41.5% and 42.5% of the opinions

respectively, that analyze establish and maintain the infrastructure for the common and specific information sharing of the entire organization; and

FGC-Purpose relates to the criteria of "reliability" with 39.6% of the opinions, that analyzes assurance of individual knowledge, information and skills collection, sharing and improvement by all of the organization.

Graph 6. FGC – Performance Indicators [51].

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One of the comments made by the IS/IT specialists about this process, is presented as follows:

“RE3: Not stored, but translated to processes actives update. Missed: The immediate capacitation of the organization towards the processes active changes is assured [...]" (E13).

Regarding the specialist comment (E13), the model

establishes two best practices that address well this comment well: "FGC-MP-05: Disseminate Knowledge", where the organization must share the assets knowledge with specialists, users and projects, this already includes the processes' assets and the "FGC-MP-06: Improve Knowledge", where the organization must validate and enrich the assets knowledge to ensure its pertinence and value to the organization as time goes by [6,9,13,17,18,19, 28,34,35,41,44,52].

V. CONCLUSIONS

Throughout this paper, it was possible to verify the

importance of the theme "IS/IT strategic planning" to the Brazilian Governmental organizations, at the same time that it was possible to observe its main deficiencies. It was noted that by attempting to reach excellence in the maturity, the organizations must use the best global practices to allow a better management and consequently a faster, gradual and sustainable evolution of the maturity/capacity level. The IS/IT strategic planning is an important management function, that can help an organization to use IS/IT more competitively, identify new IS/IT applications and predict the need for resources more accurately [2,32,47,52].

This theme is by nature very complex and subjective. This can be facilitated through periodic evaluations that capture the industry vision and look for new motivations for the continuous improvement of processes. This analysis can be made in relation to the descriptions of the maturity level as a whole as well as with more rigors, treating each of the processes individually. In any case, the adoption of an evaluation process and maturity analysis is inevitable, especially to those organizations that intend to be the best in their sphere of activity [9,25].

In this context the MMPE-SI/TI (Gov) is applied. This is a maturity model for IS/IT strategic planning directed to Brazilian Governmental organizations based on best practices, created as a result of a PhD thesis [5].

This article presented, in details, the process of "Foment Knowledge Management (FGC)" that is a part of the MMPE-SI/TI (Gov) model. This process intends to ensure that individual knowledge, information and skills are collected, shared, reused and improved by all of the organization.

On average, 73,1% of the respondents affirmed that the process "Foment Knowledge Management (FGC)" was "very" and "fully" important, capable, reliable and coherent in all criteria. This information shows how this process is important to the improvement of knowledge management in a

Brazilian Governmental organization, and as it was also considered widely possible for being implemented, it indicates great reliability and coherence in the context and reality of this kind of organization [51].

It is noted, therefore that knowledge management is very multidisciplinary and it can be used in virtually any environment or context. In this case, it was used as part of a model that seeks to improve IS/IT strategic planning improvement in the Brazilian Governmental organizations.

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