1. SRT510 Business Case Studies Aligning IT Investments With Business Strategy

2. Strategic Alignment Strategic Alignment:  “The whole point of aligning IT with the business is to provide value by using technology in a way most profitable to the organization.” http://www.informationweek.com/news/management/showArticle.jhtml?articl eID=16400834&pgno=2&queryText=&isPrev= http://www.informationweek.com/news/management/showArticle.jhtml?articl eID=16400834&pgno=2&queryText=&isPrev=

3. Strategic Alignment Alignment drives IT investment:  Reactive to market conditions and competitors' uses of technology  Collaborative working with the business to define solutions to business problems  Innovative to advance new business objectives

4. Strategic Alignment IT alignment….a tool for:  “…creating significant new profit or increases in the size of your customer base or improvements in your brand. Almost always, increases in value are eventually measured in terms of increased profits.” http://www.cio.com/article/333713/_Tips_on_IT_Alignment_That_Can_Generate_Profit

5. Strategic Alignment Proper IT Alignment requires:  Documented strategic goals of the organization  List of initiatives currently proposed to support those goals  Identification of ways in which IT could further contribute to the goals  Prioritizing these initiatives  Post-implementation audit of initiatives to see if goals were achieved.

6. Organization’s Strategic Goals Examples: "Increase our market share by 2 percent over the next 12 months" "Open up a new market in the Pacific Rim of at least $50 million in sales in the next 18 months" "Increase sales by 15 percent annually for the next three years.“ Respect client information—no client data will be used for corporate gain.

7. In Smaller Organizations: Often time specific written strategic goals don't exist except as vague notions in the head of the CEO Responsibility then falls on the CIO to work with the senior leadership team to create strategic goals

8. In Larger Organizations: The CEO often looks to the CIO to take the lead in working with the executive team to develop strategic goals. These goals then become the target that the entire senior leadership team focuses on for the next 12 to 24 months.

9. Establishing An Alignment Plan For an IT Investment Being Considered:  Only accept an IT Investment return (payback, NPV, BCR, IRR) that supports the business strategy in terms of $.  Only accept an IT Investment that supports any stated moral/ethical beliefs that are part of the strategy.  Put an audit plan in measure that the IT Investment did indeed succeed.

10. Example Corporate Strategy:  “Client security of information is our top priority”  We want to increase our security facility revenue by 20% over 3 years.  We cannot afford to consider any investment with an IRR of less than 15%.

11. Example Alignment Plan For Project to upgrade security equipment in the facility:  The project must ensure/increase client information security.  Must contribute (whole or part) to increase in revenue of 20% over 3 years  IRR must be greater than 15%  Project must have an audit plan.

12. Example Alignment Plan Business GoalProject to Upgrade Security Facility Increase/Ensure Client Information Security This project is adding a second layer of security to a network that already has a proven track record—zero data loss Increase revenue by 20% over 3 years Expected to increase security facility revenue by 15% after 3 years (see attached analysis). This will contribute 4% of the desired organizational revenue increase. IRR > 15%IRR is 17%, detailed analysis attached Project has audit planPlan is in place for 3 years of quarterly audit— see attached for details.