Ups and Downs in IT

Alignment with

business

2

Sounds familiar to you …

3

Don’t explain to me…, I can’t

understand your IT Jargon

Why I can’t access my system

from my tablet

You belong to IT you can’t

understand my business.

We aren’t a bank why it is

prohibited to stick my

password on my screen

You can’t streamline my

processes our job is human art

Why the report from

Commercial is different from

the report from Finance

Listen Mr. IT I’m too old to

use your new technology. Why I can’t access Facebook ?

Sounds familiar to you …

4

Your project is not a priority

for our business even though

your budget was approved

Our Business is very unique

that’s why we can’t use a

system

What is the ROI of your

proposed system

My Business is very

confidential we can’t share it

even with our employees

How can I believe that H.O

are not going to spy me if I

used your system

I’m not free I’m the one who

is bringing $ to the

organization

O man this system based on an

old policy which we have

changed last month

Why my people are entering

the same data twice ?

“Not everything that can be counted counts, and not everything that counts can be counted” Albert Einstein

Measuring Business-IT Alignment

But before let’s know each other first

VS. Business IT

8

Business- IT Alignment

Alignment Areas

9

Communication 5-4-3-2-1

Communication 5-4-3-2-1

5 4 3 2 1

Communication 5-4-3-2-1

Skills 5-4-3-2-1

Skills 5-4-3-2-1

Skills 5-4-3-2-1

Skills 5-4-3-2-1

5 4 3 2 1

Architecture 5-4-3-2-1

Architecture 5-4-3-2-1

Architecture 5-4-3-2-1

Architecture 5-4-3-2-1

5 4 3 2 1

Measurement 5-4-3-2-1

Measurement 5-4-3-2-1

Measurement 5-4-3-2-1

5 4 3 2 1

Measurement 5-4-3-2-1

Partnership 5-4-3-2-1

Partnership 5-4-3-2-1

Partnership 5-4-3-2-1

5 4 3 2 1

Partnership 5-4-3-2-1

Governance 5-4-3-2-1

Governance 5-4-3-2-1

Governance 5-4-3-2-1

5 4 3 2 1

Governance 5-4-3-2-1

IT

Business Vs. IT

36

Strategic Alignment Maturity Model

Our Exercise in Depa Objectives

37

Assessing the current maturity level of the alignment

between IT & business in DUG

Identify gaps

Suggest Remedies

38

Concerned Groups

Sample Question, Architecture

39

“IT department in our company provides software systems that”

For Staff

Fulfill the basic needs to run my business like Excel, AutoCAD, P5,

eProMIS, etc.

Automate most of the daily tasks I'm doing like purchase, tendering,

document control, etc.

I cannot do my job without them

Help me to do my job smoothly and effectively (few clicks and it is

done)

Offer better, simpler, and more effective ways to do my job

Sample Question, Paraphrased

40

“IT department in our company provides software systems that”

For Management

Scarcely fulfill the basic needs to run my business like the email and

Excel.

Provide me with the reports that I need to make informed decisions.

Provide me with real time reporting and dashboards to monitor my

business processes.

Have new tools and services to extract trends and anticipate future

opportunities.

Help me planning for my strategy

Analysis

41

Analysis

42

Analysis

43

Analysis

44

Analysis

45

Analysis

46

Analysis

47

Identified Gaps

48

Suggested Remedies

49

1) Knowledge Management

2) Governance

3) Enterprise Architecture EA

Suggested Remedies

50

Suggested Remedies

Knowledge Management

Current Pathologies

Monopolies

Time Scarcity

IT as Knowledge Broker

CoPs

Social media

Learning Management System

53

58

54

80

EA, Operating Models

55

EA, Operating Models - DUG

56

EA, Current EA of DUG

57

3) Suggested EA – Project Level

58

Suggested EA – DUG Level

59

Q&A

60

To have this presentation http://www.slideshare.net/AliKatkhada/

/AliKatkhada

References … ASSESSING THE IT - BUSINESS ALIGNMENT MATURITY By MOHAMMED KHAIATA B.S. 2002

Achieving and Sustaining Business-IT Alignment. Jerry Luftman, Tom Brier. Fall 1999, California Management Review, Vol. 42, No. 1,

pp. 109-122.

2. Luftman, Jerry N. Managing the Information Technology Resource. New Jersey : Pearson Prentice Hall, 2004.

3. Don Tapscott, David Ticoll, Alex Lowy. Digital Capital. Boston : Harvard Business School Press, 2000.

4. Porter, Michael E. Competitive Strategy, Techniques for Analyzing Industries and Competitors. s.l. : Free Press, 1998.

5. Philippe C. Haspeslagh, David B. Jemison. Managing Acquisitions: Creating Value Through Corporate Renewal. New York : Free

Press, 1991.

6. Porter, Michael. The Five Competitive Forces That Shape Strategy. Harvard Business Review. 2008, Vol. 1, 1.

7. PorterValueChain.gif. CSC Library. [Online] [Cited: February 2, 2008.] http://lef.csc.com/foundation/library/value/RP01A.GIF.

8. Betts, Martin. Strategic Management of IT in Construction. Oxford, UK : Blackwell Science, 1999.

Backup Slides

DEPA United Group DUG

63

Global Presence, 15+ countries

DEPA United Group DUG

64

5th Largest Interior Contracting Company

Depa United Group DUG

65

Organic & acquisitive growth strategy

28 Branches

Qatar, KSA, China, Morocco, India, Egypt, etc.

10 Subsidiaries (with global presence)

Theme parks

Museums

Yachts

Airports

Metros

Etc.

DEPA United Group DUG

66

Listed in

DIFX Dubai International Financial exchange &

London Stock Exchange LSE

6500 Employees

20+ Nationalities

DEPA United Group DUG

67

Organizational Structure

Reliability

68

Involvement of everybody

Project manager (IT strategy manger)

Nine months

Explained Protocol

Database of Questions

Database for Responses

Already Generalized Across Multiple Companies

Data Collection

69

By Group

Data Collection

70

By Business Types

Data Collection

71

By Company Experience

Data Collection

72

By Industry Experience

Data Collection

73

By Gender

BackupMethodology

74

Start

Unidimensional

Framework

Five Groups

IT Director’s

Review

Tailoring to DUG

Pilot with First

Line Manager

Regrouping into

Four Groups

Another Pilot with

GM

Paraphrasing &

Redirecting

Final Pilot with

Staff

Rephrasing &

Redirecting

IT Director’s Final

Review

Demographic

Classification

Anonymity

Four Separate

Surveys

Test & Rollout

Collecting

Responses

Quantitative

Analysis

Qualitative

Analysis

Suggesting

Remedies

End

IT Governance

75

Copyright 2008 Imran A.

Zualkernan

27

Don’t Know

Anarchy

Duopoly

Federal

Feudal

IT Monarchy

Business

Monarchy

IT

Investments

Business

Application

Needs

IT

Infrastructure

Strategies

IT

ArchitecturesIT Principles

Decisions

ARCH-

TYPE Input Decision Input Decision Input Decision Input Decision Input Decision

1

0

83

15%

0

1

0

How Enterprises Govern

27

18

3

14

36

0

2

0

20

0

46

34

0

0

6

73

0

4

15

1

1

0 7

10 59

1 2

59

30

6

23

0 1

0 2

1 12

0 8

1 18

81 30

17 27

0 3

0 2

1 30

0 9

0 3

93 27

6 30

0 1

0 0

Each cell represents % of 256 enterprises in twenty-three countries. Column add up to 100%

use