a anhang: strategic alignment maturity model - springer978-3-642-11438-0/1.pdf · a anhang:...

A Anhang: Strategic Alignment Maturity Model∗

PA

RT

NE

RS

HIP

Leve

l 1Le

vel 2

Leve

l 3Le

vel 4

Leve

l 5

Cos

t of d

oing

busi

ness

B

ecom

ing

an a

sset

E

nabl

es fu

ture

busi

ness

act

ivity

D

rives

futu

rebu

sine

ss a

ctiv

ity

Par

tner

with

busi

ness

incr

eatin

g va

lue

IT’s

Rol

e in

Str

ateg

ic

Bus

ines

s P

lann

ing

Not

invo

lved

Kri

teri

um

: P

artn

ersh

ip

Ena

bles

bus

ines

spr

oces

ses

D

rives

bus

ines

spr

oces

ses

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bles

or

driv

esbu

sine

ss s

trat

egy

IT

, bus

ines

s ad

apt

quic

kly

to c

hang

e

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red

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ks a

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dsIT

take

s al

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risks

, rec

eive

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rew

ards

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kes

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ith li

ttle

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art

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ing

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war

ds

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ks, r

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way

s sh

ared

M

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ers

are

give

n in

cent

ive

to

take

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ks

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agin

g th

e IT

-B

usin

ess

Rel

atio

n-sh

ip

IT-b

usin

ess

rela

tions

hip

isn’

t m

anag

ed

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aged

on

ad-

hoc

basi

s

Pro

cess

es e

xist

bu

t not

alw

ays

follo

wed

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cess

es e

xist

and

com

plie

d w

ith

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cess

es a

reco

ntin

uous

ly im

-pr

oved

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atio

nshi

p/T

rust

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leC

onfli

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istr

ust

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nsac

tiona

lre

latio

nshi

p IT

bec

omin

g a

valu

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ervi

ce

prov

ider

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-ter

m p

artn

er-

ship

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of

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ces

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pon-

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/Cha

mpi

ons

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ally

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eO

ften

have

a

seni

or IT

spo

n-so

r/ch

ampi

on

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nd b

usin

ess

spon

sor/

cham

pion

at

uni

t lev

el

Bus

ines

s sp

on-

sor/

cham

pion

at

corp

orat

e le

vel

CE

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the

busi

ness

spo

nsor

/ch

ampi

on

Bus

ines

s P

erce

ptio

nof

IT

∗In Anlehnung an [Luftman00].

219I. Bashiri et al., Strategic Alignment, Informatik im Fokus,DOI 10.1007/978-3-642-11438-0, C© Springer-Verlag Berlin Heidelberg 2010

220 A Anhang: Strategic Alignment Maturity Model

Krit

eriu

m:C

omm

unic

atio

n

CO

MM

UN

ICAT

ION

Leve

l 1Le

vel 2

Leve

l 3Le

vel 4

Leve

l 5

IT

man

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ent

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cks

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nd-

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ers

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usin

ess

to IT

only

; for

mal

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d-ho

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or u

se o

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as

nee

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d un

ders

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-

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age-

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ent

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mite

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ase

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Sta

ff

A Anhang: Strategic Alignment Maturity Model 221

Krit

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Krit

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Leve

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Level 1 -Ini al/Ad-hoc Processes

Communica ons: Business/IT lack understandingValue: Some technical measurementsGovernance: No formal process, cost center, reac ve priori esPartnership: Con�ict; IT is a cost of doing businessScope & Architecture: Tradi onal (e.g., accoun ng, email)Skills: IT takes risk, li le reward; technical training only

Level 2 -Commi ed Processes

Communica ons: Limited business/IT understanding Value: Measures func onal cost efficiencyGovernance: Tac cal at func onal level, occasionally responsivePartnership: IT emerging as an asset; process enablerScope & Architecture: Transac onal (e.g., ESS, DSS)Skills: Differs across func onal organiza ons

Level 3 -Established, Focused Processes

Com.: Good understanding; relaxed communica ons emergingVal.: Measures some cost effec veness; dashboard establishedGovernance: Relevant process across the organiza onPartn.: IT is as an asset; process driver; con�ict seen as crea veScope & Architecture: Integrated across the organiza onS.: Emerg. value service provider; balanced techn. & bus. hiring

Level 4 -Improved, Managed Processes

Communica ons: Bonding, uni�edValue: Measures cost effec veness; dashboard managedGovernance: Managed across the organiza onPartnership: IT enables/drives business strategyScope & Architecture: Integrated with partnersSkills: Shared risks and rewards

Level 5 -Op mized Processes

Communica ons: Informal, pervasiveValue: Measures extended to external partnersGovernance: Integrated across the �rm and partnersPartnership: IT-business adap ve and improvise togetherScope & Architecture: Evolve with partnersSkills: Educa on/careers/rewards across the organiza on


Communica ons: Business/IT lack understandingValue: Some technical measurementsGovernance: No formal process, cost center, reac ve priori esPartnership: Con�ict; IT is a cost of doing businessScope & Architecture: Tradi onal (e.g., accoun ng, email)Skills: IT takes risk, li le reward; technical training only


Communica ons: Business/IT lack understandingValue: Some technical measurementsGovernance: No formal process, cost center, reac ve priori esPartnership: Confliict; IT is a cost of doing businessScope & Architecture: Tradi onal (e.g., accoun ng, email)Skills: IT takes risk, li le reward; technical training only





Level 3 -Established, Focused Processes

Com.: Good understanding; relaxed communica ons emergingVal.: Measures some cost effec veness; dashboard establishedGovernance: Relevant process across the organiza onPartn.: IT is as an asset; process driver; conflict seen as crea veScope & Architecture: Integrated across the organiza onS.: Emerg. value service provider; balanced techn. & bus. hiring

Level 4 -Improved, Managed Processes

Bonding, unifiedValue: Measures cost effec veness; dashboard managedGovernance: Managed across the organiza onPartnership: IT enables/drives business strategyScope & Architecture: Integrated with partnersSkills: Shared risks and rewards


Communica ons: Informal, pervasiveValue: Measures extended to external partnersGovernance: Integrated across the �rm and partnersPartnership: IT-business adap ve and improvise togetherScope & Architecture: Evolve with partnersSkills: Educa on/careers/rewards across the organiza on


Communica ons:

Communica ons:

Informal, pervasiveValue: Measures extended to external partnersGovernance: Integrated across the firm and partnersPartnership: IT-business adap ve and improvise togetherScope & Architecture: Evolve with partnersSkills: Educa on/careers/rewards across the organiza on

Abb. A1: SAMM Maturity Level

Literaturverzeichnis

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Adoplhs, Kai: “Wettbewerbsvorteile im Electronic Retai-ling”, Gabler, S. 53–54, 2004

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Index

Ablaufplan, 144Alignment Paradoxon, 74Applikationsarchitektur,

114Arbeitsplan, 145

Balanced Scorecard, 19BICC, 153, 170, 205, 215BI-Competence Center,

153, 176BI-Governance, 149, 161,

205BI-Lifecycle, 171BI-Programm, 204BI-Programm Manager, 181BI-Prozessmonitoring, 175BI-Strategie, 149, 162BI-Strategieentwicklung,

163BI-Strategieformulierung,

167BI-strategische Analyse,

164BI-Systeme, 148BI-Zielbildung, 164

BusinessAnalyst/Architect, 181

Business Cases, 100Business Information

Warehouse, 148Business Intelligence, 147Business System Planning,

32Business Value, 43, 73Business-IT Alignment, 36

Capability Maturity Model,65

Checkliste fur Erfolgsfak-toren, 93

CMM, 65Communications, 67Competency, 68Competitive Potential

Alignment, 62Customer Relationship

Management, 149

Data Steward, 181Data Warehouse, 148Defender, 48

248 Index

Demand- und Portfolio-Management, 92

Demand-Management, 97

Einflussfaktoren, 90Ereignisgesteuerten

Prozesskette, 114Erfolgsfaktoren, 48, 91, 212

Five Ps For Strategy, 13Functional Integration, 59Funktionsbereichsstrategie,

20

Geschaftsbereichsstrategie,20

Geschaftsprozess-modellierung, 114

Governancephase, 121

Information CapitalReadiness, 101

Innovationsmanagement,130

Investitionsrahmens, 94Ist-Analyse, 113IT-Business Alignment

Cycle, 79IT-Card, 82, 122, 132, 214IT-Controlling, 131IT-Governance, 127, 151IT-Performance Measure-

ment, 131

IT-Projektplanung, 130IT-Strategie, 21, 31, 62, 89IT-Strategiedefinitionen, 22IT-Zielbildung, 26IT-Zustandigkeiten, 129

Kapazitatsplan, 145Kennzahl, 133Kennzahlen-Steckbrief, 135Kennzahlensystem, 133Kosten-/ Nutzenplan, 145KPI, 125KPI-Cockpit, 141KPI-Steuerung, 132

Misalignment, 31Modellierungsphase, 109

Nutzwertanalyse, 106

Online-Analytical-Processing, 149

Operational Alignment, 40,217

Partnership, 67Portfolio Management, 99Praferenzmatrix, 107Projektcontrolling, 144Projektmanagement, 142Projektstrukturplan, 144

Rollenverteilung, 128

Index 249

SAM, 33, 55, 73SAMM, 33, 64, 116Scope and Architecture, 68Service Cost Framework,

99Service Level Agreement,

98Service Level Management,

99Skills, 69Soll-Konzeption, 116Steuerungsprozesse, 130Strategic Alignment, 32Strategic Alignment

Maturity Assessment,116

Strategic AlignmentMaturity Model, 64

Strategic Alignment Model,55

Strategic Alignment,Definition, 30

Strategic Alignment,Historie, 32

Strategic BI-Alignment, 160Strategic Fit, 59Strategie, Beabsichtigte, 14Strategie, Bewusste, 14Strategie, Realisierte, 14Strategie, Unrealisierte, 14Strategieformulierung, 18Strategieimplementierung,

18

Strategie-Prozess-Synchronisation,78

Strategische Analyse, 17Strategische Wahl, 18Strategy Execution, 60SWOT-Analyse, 19, 87Systemlandschaft, 114

Technischer Berater, 181Technology Transforma-

tion, 61Terminplan, 145

Umweltanalyse, 17Unternehmensanalyse, 17Unternehmensstrategie, 7,

60Unternehmensstrategie,

Grundfragen, 15

Value Measurements, 68Vermittlungsstelle, 98Volkswagen AG, 201

Wertreiberbaum, 119Wertschopfungskette, 43,

114Wettbewerbsvorteile,

Strategic Alignment, 44Wirtschaftlichkeitsanalyse,

86

Zielbildung, 17

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