Information Technology Reference
In-Depth Information
Finally, the planning context is composed of all the variables that stand for the
different features of the organization and its context such as variables of external
conditions and environmental impacts such as the economic scenario or the orga-
nizational structure. Context is a fundamental key aspect that was often ignored in
research (Bechor et al. 2010 ).
Through the use of multiple variables from these three dimensions, the study of
SISP becomes multifaceted and more equipped to describing reality, particularly in
a world of swift change and evolution. In fact, researchers often point out that SISP
has the capacity to adapt throughout time. It has the ability to address any changes
in terms of environment and technology. It can be constantly improved through the
process of learning overtime, and thus constantly adjust to the wider frame of
organizational strategy (Grover and Segars 2005 ).
The swift evolution of the Internet and IT in general has propelled SISP to
incorporate several dimensions in its process. SISP moves beyond the elementary
aspects of the business strategy and the IT resources of an organization. It presents a
much broader equation by considering also the culture, the skill set, the expertise,
and the context of an organization. The combination of all these aspects is fun-
damental to a more complete SISP. Due to the engagement of SISP in all aspects of
a company, some have argued that people would bene
t from seeing SISP as a
learning routine instead of solely regarding it as a solution to a problem (Abu Bakar
et al. 2009 ).
As IT becomes progressively more important to organizations, SISP assumes a
central role. Companies resort to SISP to ensure that they are leveraging their IS
resources to the maximum. The competitiveness and rapid transformation of the IT
sector is thought to enhance the perils of poor planning. In that context, the
engagement of senior management in SISP conduces to a better alignment between
the business plan and the IS plan (Fergerson 2012 ).
SISP is regarded as a powerful management instrument and often considered
the
best mechanism for assuring that IT activities are congruent with those of the rest of
the organization and its evolving needs
(Bechor et al. 2010 ). When approached as a
learning activity, SISP becomes a guide for understanding the company in its
entirety. IS planning is more than an outcome of SISP, it is far from being the ultimate
document, rather it is important that the organization considers it a guide that will
prospectively assist in the drawing of the next plans (Abu Bakar et al. 2009 ).
SISP success can be determined through
five possible outcomes: alignment,
analysis, cooperation, improvement in capabilities, and contribution.
Alignment promotes a close link between IS strategy and business strategy. This
outcome implies that top management strategies are synchronized with IS strategy
and tools, and thus, there is a positive incentive for top management to support and
invest in SISP.
Analysis consists of the effort to comprehend the organization
'
s internal routines
for technology, process, and procedures. If this process is facilitated it becomes
easier to understand the organization
s internal processes and architectures, and
how it is possible to use IT tools to integrate the organization
'
'
is information systems
and their management in those processes.
 
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