Critical Success Factors of IT Strategy

2011 ◽  
pp. 102-130
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Strategic Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Governance ◽  
Management Process ◽  
It Strategy ◽  
Four Dimensions ◽  
Critical Success ◽  
End To End ◽  
Strategic Management Process

As discussed in Chapter III, a successful IT strategy must align with the business, fully at every stage of the end-to-end strategic management process, from strategy setting and planning to detailed program execution and delivery. Most publications (Luftman & McLean, 2004) on business–IT alignment to date have been centered on one dimension of the alignment issues, for example, on strategic planning or organizational issues. In this chapter, we discuss the critical success factors of IT strategy holistically across four dimensions of the strategic management process from strategy formulation to planning to execution and to value delivery monitoring end-to-end because IT leaders have to manage alignment in all four dimensions in order to maximize the strategic value of information technology deployment. The most basic requirement for the success is that IT must be regarded as being part of the business, devoid of the “us” vs. “them” chasm (separating IT from the business) found in most traditional organizations where IT is viewed as a subservient role performing basically a “back office” function. This critical organizational culture requirement of “IT and business acting as one” is founded on the rigor and discipline of IT governance. IT governance is integral to corporate governance, subject to periodic governance compliance audit by is chapter will briefly describe this function as it applies to the end-to-end process of IT strategy. A more complete treatment will be covered in Chapter IX.

scholarly journals Fatores críticos de sucesso na gestão de cooperativas de cafeicultores

2021 ◽  
Vol 20 (1) ◽  
pp. e14375
Author(s):  
Thiago Heleno Mariano ◽  
Marcelo José Braga
Keyword(s):  
Strategic Management ◽  
Case Studies ◽  
Delphi Technique ◽  
Critical Success Factors ◽  
Success Factors ◽  
Technical Assistance ◽  
Agricultural Cooperatives ◽  
Management Process ◽  
Critical Success ◽  
Strategic Management Process

Objective: The present paper aims to identify the Critical Success Factors for the management of cooperatives of coffee growers. The intention is to contribute to the improvement of management and to subsidize the formulation of strategies in these organizations.Methodology: A consultation was made to specialists who work with agricultural cooperatives and coffee agribusiness, using the Delphi Technique as a methodological tool.Originality: Consultation with specialists, through the Delphi Technique, resulted in the identification of important aspects for the formulation of strategies in cooperatives of coffee growers.Main results: It was identified that the promotion of technical assistance and rural extension activities, professionalization of management, implementation of hedge operations in future markets and reduction of information asymmetries are considered strategic guidelines relevant to coffee growers' cooperatives.Theoretical contributions: It was possible to validate the Delphi Technique as an effective methodological instrument for the identification of Critical Success Factors. The results of this paper also allow case studies to be carried out in cooperatives of coffee growers, besides serving as a guide for studies that aim to analyze the strategic management process in these organizations.

Critical Success Factors of IT Strategy

2012 ◽  
pp. 185-220
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
It Strategy ◽  
Leadership Roles ◽  
Strategy Formulation ◽  
Case Examples ◽  
Four Dimensions ◽  
Technology Deployment ◽  
Critical Success ◽  
Strategic Value

In this chapter, the authors discuss the critical success factors of IT strategy holistically across four dimensions of the strategic management process from strategy formulation to planning to execution and to value delivery monitoring, end-to-end. The most basic requirement for the success is that IT must be regarded as being part of the business, devoid of the “us” vs. “them” chasm (separating IT from the business) found in most traditional organizations where IT is viewed as a subservient role performing basically a “back office” function. Case examples are used to illustrate the alignment processes and the resulting business value accrued. Because IT leaders have to manage alignment in all four dimensions in order to maximize the strategic value of information technology deployment, the chapter also examines the evolutionary CIO leadership roles in value creation.

Governing Information Technology through COBIT

2011 ◽  
pp. 269-309 ◽  
Author(s):  
Erik Guldentops
Keyword(s):  
Information Technology ◽  
Critical Success Factors ◽  
Success Factors ◽  
It Governance ◽  
Governance Structure ◽  
Executive Management ◽  
Maturity Models ◽  
Management Guidelines ◽  
Critical Success ◽  
And Performance

Board oversight of information technology has not kept pace with the rapid growth of IT as a critical driver of business success. However, this is shortsighted, since effective governance over IT Governance protects shareholder value; makes clear that IT risks are quantified and understood; directs and controls IT investment, opportunity, benefits and risks; aligns IT with the business while accepting IT as a critical input to and component of the strategic plan; sustains current operations and prepares for the future; and is an integral part of a global governance structure. Like most other governance activities, IT Governance engages both board and executive management. Among the board’s responsibilities are reviewing and guiding corporate strategy, setting and monitoring achievement of management’s performance objectives, and ensuring the integrity of the organisation’s systems. Management’s focus is generally on cost-efficiency, revenue enhancement and building capabilities, all of which are enabled by information, knowledge and the IT infrastructure. The four main focus areas for IT Governance are driven by stakeholder value. Two are outcomes: value delivery and risk mitigation. Two are drivers: strategic alignment and performance measurement. Action plans for implementing effective IT Governance, from both a board and an executive management point of view, consist of activities, outcome measures, best practices, critical success factors and performance drivers. In addition, organisations must assess how well they are currently performing and be able to identify where and how improvements can be made. The use of maturity models simplifies this task and provides a pragmatic, structured approach for measurement. Control Objectives for Information and related Technology (COBIT), a third edition of which was issued by the IT Governance Institute in 2000, incorporates material on IT Governance and a Management Guidelines component. COBIT presents an international and generally accepted IT control framework enabling organisations to implement an IT Governance structure throughout the enterprise. The Management Guidelines consist of maturity models, critical success factors, key goal indicators and key performance indicators. This structure delivers a significantly improved framework responding to management’s need for control and measurability of IT by providing tools to assess and measure the organisation’s IT environment against COBIT’s 34 IT processes.

scholarly journals Analysis of Critical Success Factors Influence on Critical Delays for Water Infrastructure Construction Projects in the Abu Dhabi emirate Using PLS-SEM Method

2018 ◽  
Vol 11 (2) ◽  
pp. 16 ◽  
Author(s):  
Jaafer Y. Altarawneh ◽  
Vinesh Thiruchelvam ◽  
Behrang Samadi
Keyword(s):  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Management Process ◽  
Water Infrastructure ◽  
Critical Success ◽  
Organizational Planning ◽  
Abu Dhabi Emirate ◽  
Factor Evaluation ◽  
Delay Factor

The objective of this study is to investigate the significance impact of critical success factors on critical delays in the field of water infrastructure construction projects (WICPs) in the Abu Dhabi emirate in particular. Investigation was conducted utilizing quantitative approach by means of questionnaire survey to examine the understanding of professionals engaged in water infrastructure construction towards several critical success factors influencing critical delays. A total of 323 completed responses from owners, consultants and contractors representatives were gathered against 450 distributed questionnaires.The gathered questionnaires were analysed using an advanced multivariate statistical method of Partial Least Square Structural Equation Modelling (PLS-SEM). Data analysis was conducted in two major phases. The first phase involved a preliminary analysis of the data, to ensure that the data adequately meet the basic assumptions in using SEM. The second phase applied the two stages of SEM. The first stage included the establishment of measurement models for the latent constructs in the research. After confirming the uni-dimensionality, reliability and validity of the constructs in the first stage, the second stage developed to test the research hypotheses through developing the structural models. The results indicated that Project Management Process (PMP), Project Manager’s Competency (PMC), Project Team’s member Competency (PTC), Project Organizational Planning (POP), Project Resources’ Utilization (PRU) and Project Organizational Commitment (POC) had significant positive effects on Critical Delay Factor Evaluation (CDFS). From the results of moderation analysis revealed that Project Benchmark Characteristics (PBC) is positively moderate the effects of Project Management Process (PMP), Project Manager’s Competency (PMC) and Project Team’s member Competency (PTC) and Project Organizational Planning (POP) on Critical Delay Factor Evaluation (CDFS).

Critical Success Factors for Project Manufacturing Environments

2019 ◽  
Vol 50 (2) ◽  
pp. 243-258 ◽  
Author(s):  
Antônio Carlos Pacagnella ◽  
Sérgio Luis da Silva ◽  
Ornella Pacífico ◽  
Paulo Sergio de Arruda Ignacio ◽  
Alessandro Lucas da Silva
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Project Performance ◽  
Project Managers ◽  
Four Dimensions ◽  
Critical Success ◽  
Logistic Regression Method ◽  
Manufacturing Environments ◽  
The Relationship

The goal of this article is to identify and understand the relationship between the critical success factors (CSFs) of project manufacturing environments and project performance. This article explores those relationships through the logistic regression method, using a sample of 182 respondents and quantifying the influence of CSFs on success achievement in four dimensions (efficiency, impact on consumers, impact on the team, and preparation for the future). The results show that not all CSFs are significant in explaining project success. Thus, project managers must evaluate the influence of each one and consider it in their decisions.

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