ICTOM 04 – The 4th International Co

ICTOM 04 – The 4th International Conference on Technology and Operations Management
591
BALANCED SCORECARD FOR ALIGNING IT STRATEGY WITH BUSINESS STRATEGY IN AN ENERGY COMPANY
Faisal Rachmadianto 1
1 School of Business Management ITB
[e-mail]
Abstract. In this paper, we look at the use of the Balanced Scorecard and how it can be used to align IT strategy with business strategy in an energy company called ABC. We can use Henderson and Venkatraman research on Strategic Alignment Model and link it with Balanced Scorecard defined by Kaplan and Norton and different variants such as IT scorecard. This paper presents a case study in analyzing alignment between information technology department and business at an energy company in Indonesia. The design of IT department BSC serving an energy company will be described and discussed. IT department is categorized as shared supporting group in this company. ABC Business Unit is one of biggest energy producer in Indonesia and IT department is playing an important role to achieve business strategy. We related Balanced Scorecard with their current strategies, objectives, targets and measurements on both the business and IT sides of the company to see if they have alignment between business and IT. The results of the case study analysis consist of a review against strategic alignment model and against a Balanced Scorecard. Future alignment research could take other method than balanced scorecard to analyze alignment between IT and business. In the future, it can also consider other energy company outside Indonesia so that it can cover a wider range of industry types, especially in energy industry
Keywords: Alignment, Balanced scorecard, Measurement models, IT management
Introduction
Survival not even success has become a major challenge in today's turbulent and competitive business environment. The basic foundation strategy that any type of business should follow is to align Information Technology (IT) with business strategies. A company should have clear business strategies and utilizes its IT system to accomplish company’s objectives. In addition, IT has become the crucial infrastructure of any company, the backbone for corporate information flow and the enabler or driver of business processes.
Many questions arise from business team regarding to business value generated by IT investments or expe/nses. That is the background that IT should measure its productivity to the business. The Balanced Scorecard (BSC) provides a methodology for measuring the value that IT achieved (Kaplan and Norton 1996, Maisel 1992).
Many contextual factors and forms part of the overall information system context influence the concept of value itself. Cronk and Fitzgerald (1997) states that “As the varying perspectives on value may moderate both the ‘actual value added to the organisation’ by the information system and ‘the value uncovered by the evaluation process’ they need to be included in appraisal techniques”. It recently kindled a heated debate on whether “IT matters” to companies anymore because of the difficulty in managing and getting value out of IT.
Practitioners and researches have long observed the importance of IT-business alignment (Chan, Copeland, & Barday, 1997; Croteau & Bergeron, 2001; Henderson & Venkatraman) IT team delivers system and services that vital to the company’s strategies and operations. At the output, executives can see contributions IT makes and IT customers are more likely to welcome and utilize IT resources.
Business value should not be seen as only a financial value although in the end run the final goal is certainly to generate revenue for the company. Business Value is the sum of the value provided to concerned parties, i.e. shareholders, customers/suppliers and employees. Balanced scorecard is one of the suitable framework to use because it looks at other perspectives than just the financial one. Nevertheless, it must be part of a process of evaluation to be successful
ICTOM 04 – The 4th International Conference on Technology and Operations Management
592
The company must outline clearly its vision, mission and strategy in building a BSC. These need to be communicated and passed on to the IT department in some way (Milis and Mercken 2003, Hu and Huang 2005). This is done by defining the IT strategy in alignment with the business strategy and bringing out which projects that will support the strategy.
In this article we look at the proposed design of the Balanced Scorecard and how it can be used to align business strategy and IT strategy. In particular, we have made a study of how the energy company ABC business unit uses their own scorecard method. We have related this to the Balanced Scorecard and compared how they have broken down strategies, objectives, targets and measurements on both the business and IT sides of the company to see if they have alignment between business and IT. We have analyzed the results of the case study in two parts firstly, a review against the Strategic Alignment Model and secondly, against a Balanced Scorecard as defined by Kaplan and Norton. We see how PT ABC has or has not accomplished alignment by the difficulty to breakdown IT strategies to lower levels and keeping them aligned with the business strategy.
ABC Indonesia Business Unit is a business unit from global energy corporation that operate diverse energy sources from oil, gas and renewable energy in Indonesia. To adhere production sharing contract between Government of Indonesia and contractor, ABC need to report all work program and budget to government body called SKK Migas. This also make additional alignment strategy for IT team in ABC besides alignment between IT and business but also alignment between IT and government body.
Many companies adopt the Balanced Scorecard but for it to gain success from an IT point of view there should be an alignment with the IT. The Balanced Scorecard for IT should be created and need to be broken down to business unit or lower level. Figure 1 show measures that is defined at each level.
Figure 1. Alignment of IT with Business BSC
In this way, the whole enterprise can pull together in the same direction to achieve its business purpose. We focus on how ABC has implemented its business and IT strategy and the scorecards they have defined to follow and to propose balanced scorecard that will make better alignment.
Research Approach
We have conducted a literature review and critical analysis of the BSC and different methods used in combination with it. We have made a case study, analyzing how fine the business and IT align by linking and examining their individual balanced scorecards.
Due to information protection at company, we took ABC as company name. The author of this paper is employed by and works “inside” ABC Company. The reasons for choosing the ABC were because they had implemented scorecards on both the business and IT and never been assessed alignment between the two.
ICTOM 04 – The 4th International Conference on Technology and Operations Management
593
The research methodology is fundamentally explanatory case study (Walsham 1995). All information regarding ABC Company were composed by reading different types of documents available through the author who is working at the company.
Analysis and evaluation between data sources were assisted by the widespread context access which let us reconfirm problems. This both strengthens validity and reduces prejudices. Workshops were used to confirm findings and enhance our understanding of certain problems
Theoretical framework
Business Value of Information System
There is no commonly agreed business value definition according to Grembergen in 2001. Cronk and Fitzgerald (1999) define “IS Business Value” as “the sustainable value added to the business by IS, either collectively or by individual system, considered from an organizational perspective, relative to the resource expenditure required”. Lundberg (2004) defines business value as consisting of two different types, value in the business itself and value in the form of reduced IT costs and can be calculated as the sum of four components: The cost savings after the introduction of an IT solution, Increased revenue after the introduction of an IT solution, Increases in key quality indicators used in the business, Difference in cost of IT since the change.
Business Value should be the difference in the value of the business after a change that has been made to that business. (Future Value - Current Value). This can be due to any type of change not necessarily IT. Another definition of the evaluation process given by Willcocks (1992) “is about establishing by quantitative and/or qualitative means the worth of IS to the organisation bringing into play notions of cost benefit, risk and value”. According to Cronk & Fitzgerald (1999) to understand “IS Business Value” one must first define the meaning of the term, which they do as: Value + Value for Money. They define the dimensions of Value as System, User and Business dependent. This is in line with Norton and Kaplan’s thinking with the Balanced Scorecard that there must be other dimensions than just financial ones.
Strategic Alignment
Lack of alignment between business and IT strategies of organizations is the main cause of the failure to realize value from any IT investments explained by Henderson and Venkatraman (1999). This strategic fit is inherently dynamic and strategic alignment is not an event but a process.
When business can utilize IT functionality on a continous basis then it can acquire competitive advantage. Lederer and Salmela (1996) stated that if the implemented project fit the business objectives, it is said to be an alignment between the two. Alignment is the degree to which the information technology plan follow the business plan, King (1978). Alignment can be seen as the degree to which tthe planning process resulted in strategic

Hasil (Bahasa Indonesia) 1:

ICTOM 04 – 4 konferensi internasional teknologi dan manajemen operasi591BALANCED SCORECARD UNTUK MENYELARASKAN STRATEGI DENGAN STRATEGI BISNIS PERUSAHAAN ENERGIFaisal Rachmadianto 11 sekolah bisnis manajemen [e-mail]. Dalam tulisan ini, kita melihat penggunaan Balanced Scorecard dan bagaimana hal itu dapat digunakan untuk menyelaraskan strategi dengan strategi bisnis perusahaan energi yang disebut ABC. Kita dapat menggunakan Henderson dan Venkatraman penelitian pada Model Alignment strategis dan menghubungkannya dengan Balanced Scorecard didefinisikan oleh Kaplan dan Norton dan berbagai varian seperti IT scorecard. Makalah ini menyajikan studi kasus dalam menganalisis kesejajaran antara Departemen teknologi informasi dan bisnis di sebuah perusahaan energi di Indonesia. Desain departemen TI BSC melayani perusahaan energi akan dijelaskan dan didiskusikan. Departemen TI dikategorikan sebagai bersama kelompok pendukung di perusahaan ini. Unit bisnis ABC adalah salah satu produsen energi terbesar di Indonesia dan departemen TI memainkan peran penting untuk mencapai strategi bisnis. Kami terkait Balanced Scorecard dengan mereka saat ini strategi, tujuan, sasaran, dan pengukuran pada kedua sisi bisnis dan IT perusahaan untuk melihat apakah mereka memiliki kesejajaran antara bisnis dan TI. Hasil studi kasus analisis terdiri dari peninjauan terhadap model alignment strategis dan terhadap Balanced Scorecard. Masa depan kesejajaran penelitian bisa mengambil metode lain daripada balanced scorecard untuk menganalisis kesejajaran antara itu dan bisnis. Di masa depan, itu juga dapat mempertimbangkan perusahaan energi lain di luar Indonesia sehingga dapat menutupi yang lebih luas berbagai jenis industri, terutama dalam industri energiKata kunci: Kesejajaran, Balanced scorecard, pengukuran model, manajemen TIPengenalanKelangsungan hidup bahkan tidak sukses telah menjadi tantangan utama dalam lingkungan bisnis yang kompetitif dan bergolak. Strategi fondasi dasar bahwa jenis bisnis harus mengikuti adalah untuk menyelaraskan teknologi informasi (TI) dengan strategi bisnis. Sebuah perusahaan harus memiliki strategi bisnis yang jelas dan menggunakan sistem ini untuk mencapai tujuan perusahaan. Selain itu, telah menjadi infrastruktur penting setiap perusahaan, tulang punggung untuk arus informasi perusahaan dan enabler atau driver dari proses bisnis.Banyak pertanyaan yang timbul dari tim bisnis mengenai nilai bisnis yang dihasilkan oleh investasi IT atau dan pen nses. Ini adalah latar belakang bahwa itu harus mengukur produktivitas bisnis. Balanced Scorecard (BSC) menyediakan metodologi untuk mengukur nilai bahwa itu dicapai (Kaplan dan Norton 1996, Maisel 1992).Banyak faktor-faktor kontekstual dan merupakan bagian dari konteks sistem informasi secara keseluruhan pengaruh konsep nilai itu sendiri. Cronk dan Fitzgerald Serikat (1997) bahwa "sebagai berbagai perspektif pada nilai mungkin moderat kedua 'sebenarnya nilai tambah kepada organisasi' oleh sistem informasi dan 'nilai ditemukan oleh proses evaluasi' mereka perlu dimasukkan dalam penilaian teknik". Itu baru saja bangkitlah perdebatan sengit pada apakah "IT matters" to perusahaan lagi karena kesulitan dalam mengelola dan mendapatkan nilai dari itu.Practitioners and researches have long observed the importance of IT-business alignment (Chan, Copeland, & Barday, 1997; Croteau & Bergeron, 2001; Henderson & Venkatraman) IT team delivers system and services that vital to the company’s strategies and operations. At the output, executives can see contributions IT makes and IT customers are more likely to welcome and utilize IT resources.Business value should not be seen as only a financial value although in the end run the final goal is certainly to generate revenue for the company. Business Value is the sum of the value provided to concerned parties, i.e. shareholders, customers/suppliers and employees. Balanced scorecard is one of the suitable framework to use because it looks at other perspectives than just the financial one. Nevertheless, it must be part of a process of evaluation to be successfulICTOM 04 – The 4th International Conference on Technology and Operations Management592The company must outline clearly its vision, mission and strategy in building a BSC. These need to be communicated and passed on to the IT department in some way (Milis and Mercken 2003, Hu and Huang 2005). This is done by defining the IT strategy in alignment with the business strategy and bringing out which projects that will support the strategy.In this article we look at the proposed design of the Balanced Scorecard and how it can be used to align business strategy and IT strategy. In particular, we have made a study of how the energy company ABC business unit uses their own scorecard method. We have related this to the Balanced Scorecard and compared how they have broken down strategies, objectives, targets and measurements on both the business and IT sides of the company to see if they have alignment between business and IT. We have analyzed the results of the case study in two parts firstly, a review against the Strategic Alignment Model and secondly, against a Balanced Scorecard as defined by Kaplan and Norton. We see how PT ABC has or has not accomplished alignment by the difficulty to breakdown IT strategies to lower levels and keeping them aligned with the business strategy.ABC Indonesia Business Unit is a business unit from global energy corporation that operate diverse energy sources from oil, gas and renewable energy in Indonesia. To adhere production sharing contract between Government of Indonesia and contractor, ABC need to report all work program and budget to government body called SKK Migas. This also make additional alignment strategy for IT team in ABC besides alignment between IT and business but also alignment between IT and government body.Many companies adopt the Balanced Scorecard but for it to gain success from an IT point of view there should be an alignment with the IT. The Balanced Scorecard for IT should be created and need to be broken down to business unit or lower level. Figure 1 show measures that is defined at each level.Figure 1. Alignment of IT with Business BSC
In this way, the whole enterprise can pull together in the same direction to achieve its business purpose. We focus on how ABC has implemented its business and IT strategy and the scorecards they have defined to follow and to propose balanced scorecard that will make better alignment.
Research Approach
We have conducted a literature review and critical analysis of the BSC and different methods used in combination with it. We have made a case study, analyzing how fine the business and IT align by linking and examining their individual balanced scorecards.
Due to information protection at company, we took ABC as company name. The author of this paper is employed by and works “inside” ABC Company. The reasons for choosing the ABC were because they had implemented scorecards on both the business and IT and never been assessed alignment between the two.
ICTOM 04 – The 4th International Conference on Technology and Operations Management
593
The research methodology is fundamentally explanatory case study (Walsham 1995). All information regarding ABC Company were composed by reading different types of documents available through the author who is working at the company.
Analysis and evaluation between data sources were assisted by the widespread context access which let us reconfirm problems. This both strengthens validity and reduces prejudices. Workshops were used to confirm findings and enhance our understanding of certain problems
Theoretical framework
Business Value of Information System
There is no commonly agreed business value definition according to Grembergen in 2001. Cronk and Fitzgerald (1999) define “IS Business Value” as “the sustainable value added to the business by IS, either collectively or by individual system, considered from an organizational perspective, relative to the resource expenditure required”. Lundberg (2004) defines business value as consisting of two different types, value in the business itself and value in the form of reduced IT costs and can be calculated as the sum of four components: The cost savings after the introduction of an IT solution, Increased revenue after the introduction of an IT solution, Increases in key quality indicators used in the business, Difference in cost of IT since the change.
Business Value should be the difference in the value of the business after a change that has been made to that business. (Future Value - Current Value). This can be due to any type of change not necessarily IT. Another definition of the evaluation process given by Willcocks (1992) “is about establishing by quantitative and/or qualitative means the worth of IS to the organisation bringing into play notions of cost benefit, risk and value”. According to Cronk & Fitzgerald (1999) to understand “IS Business Value” one must first define the meaning of the term, which they do as: Value + Value for Money. They define the dimensions of Value as System, User and Business dependent. This is in line with Norton and Kaplan’s thinking with the Balanced Scorecard that there must be other dimensions than just financial ones.
Strategic Alignment
Lack of alignment between business and IT strategies of organizations is the main cause of the failure to realize value from any IT investments explained by Henderson and Venkatraman (1999). This strategic fit is inherently dynamic and strategic alignment is not an event but a process.
When business can utilize IT functionality on a continous basis then it can acquire competitive advantage. Lederer and Salmela (1996) stated that if the implemented project fit the business objectives, it is said to be an alignment between the two. Alignment is the degree to which the information technology plan follow the business plan, King (1978). Alignment can be seen as the degree to which tthe planning process resulted in strategic

Hasil (Bahasa Indonesia) 2:

ICTOM 04 - Konferensi Internasional ke-4 tentang Teknologi dan Manajemen Operasi
591
BALANCED SCORECARD UNTUK menyelaraskannya STRATEGI DENGAN STRATEGI BISNIS DALAM ENERGI PERUSAHAAN
Faisal Rachmadianto 1
1 Sekolah Bisnis Manajemen ITB
[e-mail]~~V
Abstrak. Dalam tulisan ini, kita melihat penggunaan Balanced Scorecard dan bagaimana hal itu dapat digunakan untuk menyelaraskan strategi TI dengan strategi bisnis di sebuah perusahaan energi yang disebut ABC. Kita dapat menggunakan Henderson dan Venkatraman penelitian tentang Strategic Alignment Model dan menghubungkannya dengan Balanced Scorecard didefinisikan oleh Kaplan dan Norton dan varian yang berbeda seperti IT scorecard. Makalah ini menyajikan studi kasus dalam menganalisis keselarasan antara departemen teknologi informasi dan bisnis di sebuah perusahaan energi di Indonesia. Desain departemen TI BSC menyajikan sebuah perusahaan energi akan diuraikan dan dibahas. Departemen TI dikategorikan sebagai bersama mendukung kelompok dalam perusahaan ini. ABC Unit Bisnis adalah salah satu produsen energi terbesar di Indonesia dan departemen TI memainkan peran penting untuk mencapai strategi bisnis. Kami berhubungan Balanced Scorecard dengan mereka saat ini strategi, tujuan, sasaran dan pengukuran pada kedua bisnis dan sisi IT perusahaan untuk melihat apakah mereka memiliki keselarasan antara bisnis dan TI. Hasil analisis studi kasus terdiri dari review terhadap model penyelarasan strategis dan terhadap Balanced Scorecard. Penelitian keselarasan masa depan bisa mengambil metode selain balanced scorecard untuk menganalisis keselarasan antara TI dan bisnis. Di masa depan, juga dapat mempertimbangkan perusahaan energi lain di luar Indonesia sehingga dapat mencakup lebih luas jenis industri, terutama di industri energi
Kata kunci: Alignment, Balanced Scorecard, model Pengukuran, manajemen TI
Pendahuluan
Hidup bahkan tidak sukses telah menjadi besar tantangan dalam lingkungan bisnis turbulen dan kompetitif saat ini. Strategi landasan dasar bahwa setiap jenis usaha harus mengikuti adalah untuk menyelaraskan Teknologi Informasi (TI) dengan strategi bisnis. Sebuah perusahaan harus memiliki strategi bisnis yang jelas dan menggunakan sistem IT untuk mencapai tujuan perusahaan. Selain itu, TI telah menjadi infrastruktur penting dari setiap perusahaan, tulang punggung untuk aliran informasi perusahaan dan enabler atau sopir proses bisnis.
Banyak pertanyaan muncul dari tim bisnis mengenai nilai bisnis yang dihasilkan oleh investasi IT atau expe / Susenas. Itulah latar belakang yang harus IT mengukur produktivitas untuk bisnis. Balanced Scorecard (BSC) menyediakan suatu metodologi untuk mengukur nilai yang dicapai IT (Kaplan dan Norton 1996, Maisel 1992).
Banyak faktor kontekstual dan merupakan bagian dari keseluruhan sistem informasi pengaruh konteks konsep nilai itu sendiri. Cronk dan Fitzgerald (1997) menyatakan bahwa "Sebagai perspektif yang berbeda-beda pada nilai mungkin moderat baik 'nilai sebenarnya ditambahkan ke organisasi' oleh sistem informasi dan 'nilai ditemukan oleh proses evaluasi' mereka perlu dimasukkan dalam teknik penilaian" . Baru-baru ini menyalakan perdebatan sengit tentang apakah "IT penting" untuk perusahaan lagi karena kesulitan dalam mengelola dan mendapatkan nilai dari TI.
Praktisi dan penelitian telah lama mengamati pentingnya IT-bisnis keselarasan (Chan, Copeland, & Barday 1997 ; Croteau & Bergeron, 2001; Henderson & Venkatraman) tim IT memberikan sistem dan layanan yang penting untuk strategi dan operasi perusahaan. Pada output, eksekutif dapat melihat kontribusi TI membuat dan IT pelanggan lebih mungkin untuk menyambut dan memanfaatkan sumber daya TI.
Nilai Bisnis tidak harus dilihat sebagai hanya nilai keuangan meskipun pada akhirnya menjalankan tujuan akhir tentu untuk menghasilkan pendapatan bagi perusahaan . Nilai bisnis adalah jumlah dari nilai yang diberikan kepada pihak terkait, yaitu pemegang saham, pelanggan / pemasok dan karyawan. Balanced scorecard adalah salah satu kerangka kerja yang cocok digunakan karena melihat perspektif lain dari hanya satu keuangan. Namun demikian, harus menjadi bagian dari proses evaluasi untuk menjadi sukses
ICTOM 04 - Konferensi Internasional ke-4 tentang Teknologi dan Manajemen Operasi
592
Perusahaan harus menguraikan dengan jelas visi, misi dan strategi dalam membangun BSC. Ini perlu dikomunikasikan dan diteruskan ke departemen TI dalam beberapa cara (Milis dan Mercken 2003, Hu dan Huang 2005). Hal ini dilakukan dengan mendefinisikan strategi TI sejalan dengan strategi bisnis dan membawa keluar yang proyek-proyek yang akan mendukung strategi.
Pada artikel ini kita melihat desain yang diusulkan dari Balanced Scorecard dan bagaimana hal itu dapat digunakan untuk menyelaraskan strategi bisnis dan TI strategi. Secara khusus, kami telah membuat studi tentang bagaimana unit bisnis ABC perusahaan energi menggunakan metode scorecard mereka sendiri. Kami telah berhubungan ini untuk Balanced Scorecard dan dibandingkan bagaimana mereka telah rusak strategi, tujuan, sasaran dan pengukuran pada kedua bisnis dan sisi IT perusahaan untuk melihat apakah mereka memiliki keselarasan antara bisnis dan TI. Kami telah menganalisis hasil dari studi kasus dalam dua bagian pertama, review terhadap Strategic Alignment Model dan kedua, terhadap Balanced Scorecard seperti yang didefinisikan oleh Kaplan dan Norton. Kita melihat bagaimana PT ABC telah atau belum dicapai keselarasan dengan kesulitan untuk strategi pemecahan IT untuk tingkat yang lebih rendah dan menjaga mereka selaras dengan strategi bisnis.
ABC Unit Bisnis Indonesia merupakan unit usaha dari perusahaan energi global yang beroperasi sumber energi yang beragam dari minyak, gas dan energi terbarukan di Indonesia. Untuk mematuhi kontrak bagi hasil antara Pemerintah Indonesia dan kontraktor, ABC harus melaporkan semua program kerja dan anggaran untuk badan pemerintah yang disebut SKK Migas. Ini juga membuat strategi keselarasan tambahan untuk tim IT di ABC selain keselarasan antara TI dan bisnis tetapi juga keselarasan antara TI dan badan pemerintah.
Banyak perusahaan mengadopsi Balanced Scorecard tapi untuk itu untuk mendapatkan kesuksesan dari sudut pandang TI harus ada keselarasan dengan TI. Balanced Scorecard untuk IT harus dibuat dan harus dipecah ke unit bisnis atau tingkat yang lebih rendah. Gambar 1 menunjukkan langkah-langkah yang didefinisikan pada setiap tingkat.
Gambar 1. Penyelarasan IT dengan Bisnis BSC
Dengan cara ini, seluruh perusahaan dapat bekerja sama dalam arah yang sama untuk mencapai tujuan bisnisnya. Kami fokus pada bagaimana ABC telah menerapkan strategi bisnis dan TI dan Scorecard mereka telah ditetapkan untuk mengikuti dan untuk mengusulkan balanced scorecard yang akan membuat lebih baik keselarasan.
Pendekatan Penelitian
kami telah melakukan tinjauan literatur dan analisis kritis dari BSC dan metode yang berbeda yang digunakan dalam kombinasi dengan itu. Kami telah membuat studi kasus, menganalisis bagaimana bisnis baik dan TI menyelaraskan dengan menghubungkan dan memeriksa Scorecard seimbang masing-masing.
Karena perlindungan informasi di perusahaan, kami mengambil ABC sebagai nama perusahaan. Penulis makalah ini digunakan oleh dan bekerja "di dalam" ABC Perusahaan. Alasan untuk memilih ABC yang karena mereka telah menerapkan Scorecard pada kedua bisnis dan TI dan pernah dinilai keselarasan antara keduanya.
ICTOM 04 - Konferensi Internasional yang ke-4 di Teknologi dan Manajemen Operasi
593
Metodologi penelitian adalah fundamental studi kasus jelas (Walsham 1995). Semua informasi mengenai ABC Perusahaan disusun dengan membaca berbagai jenis dokumen yang tersedia melalui penulis yang bekerja di perusahaan.
Analisis dan evaluasi antara sumber data dibantu oleh akses konteks luas yang memungkinkan kita menegaskan kembali masalah. Ini baik memperkuat validitas dan mengurangi prasangka. Lokakarya digunakan untuk mengkonfirmasi temuan dan meningkatkan pemahaman kita tentang masalah-masalah tertentu
Teoritis Kerangka
Nilai Bisnis Sistem Informasi
Ada definisi nilai bisnis tidak ada yang disepakati sesuai dengan Grembergen pada tahun 2001. Cronk dan Fitzgerald (1999) mendefinisikan "IS Bisnis Nilai" sebagai "berkelanjutan nilai tambah bagi bisnis dengan IS, baik secara kolektif atau dengan sistem individual, dipertimbangkan dari perspektif organisasi, relatif terhadap pengeluaran sumber daya yang diperlukan ". Lundberg (2004) mendefinisikan nilai bisnis sebagai terdiri dari dua jenis, nilai dalam bisnis itu sendiri dan nilai dalam bentuk pengurangan biaya TI dan dapat dihitung sebagai jumlah dari empat komponen: Penghematan biaya setelah pengenalan solusi TI, peningkatan pendapatan setelah pengenalan solusi TI, Peningkatan indikator kualitas utama yang digunakan dalam bisnis, Selisih biaya TI sejak perubahan.
Nilai Bisnis harus menjadi perbedaan dalam nilai bisnis setelah perubahan yang telah dibuat untuk itu bisnis. (Nilai Masa Depan - Nilai sekarang). Hal ini dapat disebabkan oleh jenis perubahan belum tentu IT. Definisi lain dari proses evaluasi yang diberikan oleh Willcocks (1992) "adalah tentang membangun oleh kuantitatif dan / atau kualitatif berarti senilai IS untuk organisasi membawa ke dalam bermain pengertian tentang biaya manfaat, risiko dan nilai". Menurut Cronk & Fitzgerald (1999) untuk memahami "IS Bisnis Nilai" yang pertama harus mendefinisikan arti dari istilah, yang mereka lakukan sebagai: Nilai + nilai untuk uang. Mereka mendefinisikan dimensi Nilai sebagai Sistem, Pengguna dan tergantung Bisnis. Hal ini sejalan dengan Norton dan Kaplan berpikir dengan Balanced Scorecard bahwa harus ada dimensi lain dari sekedar yang keuangan.
Penyelarasan Strategis
Kurangnya keselarasan antara bisnis dan strategi TI organisasi adalah penyebab utama kegagalan untuk menyadari nilai dari setiap investasi TI dijelaskan oleh Henderson dan Venkatraman (1999). Fit strategis ini secara inheren dinamis dan keselarasan strategis bukanlah suatu acara tetapi sebuah proses.
Ketika bisnis dapat memanfaatkan TI fungsi secara terus menerus maka dapat memperoleh keunggulan kompetitif. Lederer dan Salmela (1996) menyatakan bahwa jika proyek dilaksanakan sesuai dengan tujuan bisnis, dikatakan menjadi keselarasan antara keduanya. Keselarasan adalah sejauh mana rencana teknologi informasi mengikuti rencana bisnis, Raja (1978). Keselarasan dapat dilihat sebagai sejauh mana tthe proses perencanaan mengakibatkan strategis