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ict when putting in
practice the strategic IS plans. All parties are, hence, encouraged to compromise in
a general agreement, namely when it comes to de
Cooperation is vital to decrease the possibility of con
ning what are the priorities in
terms of development.
Improvement in capabilities refers to the desired outcome of the IS planning,
which is its perfection over time and a clear enhancement of its ability to provide
the necessary support to the organization, also through a process of learning over
time. Ultimately, it is the potential contained in the SISP to the overall betterment of
the organizational adaptation process.
Finally, in terms of contribution, what is expected from the system planning is
its active participation in the effectiveness of the organization in general. SISP
s
´
repercussions should be felt throughout the different elements of the organization
'
s
effectiveness, such as pro
tability and decision making (Grover and Segars 2005 ).
The effort that SISP involves requires its bene
its to be extended to several areas
of organizational value. Nonetheless,
there are insuf
cient metrics to help in
determining the success of SISP and assessing its bene
its That are considerable
gains in SISP that remain intangible (Segars and Grover 1998 ). Although there have
been several attempts to quantify the impact that SISP has,
limited theoretical or
practical justi
cation is provided for the content of SISP effectiveness measure
(Segars and Grover 1998 ).
SISP is adopted by private sector entities as well as by public sector institutions
that are faced with the mounting intricacy of their IT structures and that are pres-
sured by their users
'
demand of high-quality service (Abu Bakar et al. 2009 )
(Fig. 7.8 ).
Fig. 7.8 A model for SISP success (adapted from Newkirk and Lederer 2007 )
 
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