Business-IT Alignment Maturity Model Sample Clauses

Business-IT Alignment Maturity Model. Description: Business-IT alignment implies applying IT in a relevant, timely and appropriate way that in in line with business needs, goals and strategy. It has been one of the main concerns of both business and IT experts and there is even a field dedicated on this problem, Enterprise Architecture. Its relevance has been further elevated by evidence that IT can influence and enhance industries and markets. [11] Aim: Raise awareness of the alignment between business and IT in an organization. Scope: Generic for any organization that uses IT in their business. How to Assess: There is an assessment process to evaluate an organization, but there are no details on it. Term used to name of the Attributes: IT-business alignment criteria. Attributes (6): Communications Maturity; Competency/Value Measurement Maturity; Governance Maturity; Partnership Maturity; Scope & Architecture Maturity; Skills Maturity. Level Name Description 1 Initial/Ad-Hoc process Business and IT lack understanding; there are some technical measurements on competency and value. There are no formal processes, cost center and no reactive priorities. There is a conflict between IT and business as business sees IT as a cost of doing business. There is a traditional scope and architecture based on emails and accounting. Regarding skills, the IT takes risk and there is little reward. There is technical training.
Sample 1
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Business-IT Alignment Maturity Model. ‌ Description: Business-IT alignment implies applying IT in a relevant, timely and appropriate way that in in line with business needs, goals and strategy. It has been one of the main concerns of both business and IT experts and there is even a field dedicated on this problem, Enterprise Architecture. Its relevance has been further elevated by evidence that IT can influence and enhance industries and markets. [11] 1 Initial/Ad-Hoc process Business and IT lack understanding; there are some technical measurements on competency and value. There are no formal processes, cost centre and no reactive priorities. There is a conflict between IT and business as business sees IT as a cost of doing business. There is a traditional scope and architecture based on emails and accounting. Regarding skills, the IT takes risk and there is little reward. There is technical training.
Sample 1

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