How to Use Information Technology Effectively to Achieve Business Objectives - Enterprise Information Systems Design, Implementation and Management: Organizational Applications - page 25

Figure 3. SWOT and Hoshin Kanri matrix

and in coherence with the adopted systems is the
Business Architecture and the Thomas L. Wheelen
an J.David Hunger model. The Enterprise Archi-
tecture and the model of strategic management
proposed by Thomas L. Wheelen and J.David
Hunger allow representing clearly all relationships
between the business strategy, the information, the
applications, the technology and the processes.

tionship 1 represents the crossing between all
the enterprise Strategic Projects and the elements
identified in the SWOT (Strengths, Weaknesses,
Opportunities and Threats) . That is, it shows in
what way each strategic project increases the
strengths and the opportunities or faces the weak-
nesses and the threats.
The relationship 2 represents the alignment,
the relationship between the Strategic Projects
with the Strategic Options of the enterprise. This
means that the Strategic Projects set up are going
to substantiate the Strategic Options.
Relationship 3 represents the crossing between
the analysis of the enterprise (Strengths and
Weaknesses) with the Strategic Options. That is
in what way the Options take into consideration
the specific characteristics of the enterprise.
Relationship 4 crosses the analysis of the ex-
ternal environment (Opportunities and Threats)
with the Strategic Options. That is, in what way
the Options take into consideration the elements
considered as relevant within the context where
the enterprise develops its activity.
Based on the Options and Strategic Objectives
it is possible to define and quantify the Strategic
Objectives of the Enterprise for a pre-established
period.

enterprise strAtegY

The enterprise strategy is started by the analysis
of the strengths and the enterprise weaknesses
as well as the threats and opportunities resulting
from a SWOT analysis. Then the strategic op-
tions of the enterprise must be set up as well as
the strategic projects that will materialise those
same options. For all projects the actions to be
implemented must be described in detail as well
as the relevant timetable and people in charge.
All elements of the SWOT analysis are repre-
sented in the Hoshin Kanri matrix, which is a tool
that uses the concept of the Plan-Do-Check-Act
cycle to create objectives, connecting them to
targets and allowing the control of their progress.
The information is represented in the Hoshin
Kanri matrix as follows (Figure 3): The rela-