i
Maximizing ROI in Information SystemsInvestment Decisions:
Babatunde Adelabu
CRUDi Implementation for TelecommunicationOrganizations
Dissertation presented as partial requirementfor obtaining the Master’s degree in InformationManagement
i
NOVA Information Management School
Instituto Superior de Estatística e Gestão de Informação
Universidade Nova de Lisboa
MAXIMIZING ROI IN INFORMATION SYSTEMS INVESTMENT
DECISIONS
by
Babatunde Adelabu
Dissertation presented as partial requirement for obtaining the Master’s degree in Information Management, with a specialization in Information Systems and Technologies Management
Co‐Advisor:Vitor Santos Co‐Advisor: Jorge Pereira
June, 2017
ii
ABSTRACT
This article set sights on aligning Business with Information Systems. The continuous alignment of
business and IT in a rapidly changing environment is a grand challenge for today's enterprises. It has
been a cause for concern by organizations or by managers who recognize the importance and benefits
that this alignment brings to organizations. The information systems should be seen as a blend of
people, processes and technology structured in order to be capable of achieving the business goals.
This article will present the ways which companies can make maximum returns on investment into
Information systems, assessing the comparative importance of each information system to business,
with a focused study on the Telecommunication industry. The main contributions of this work are the
CRUDi framework as a tool to improve alignment between business and IS strategies and the CRUDi
survey and its results qualifying the Telecommunication industry’s opinion regarding the relative
importance of processes and investments.
Keywords: CRUDi; framework; Information Systems; investment; management;
iii
SUBMISSION RESULTS FROM THIS THESIS
REFERENCE: Adelabu, B., Pereira, J., & Santos, V. (2017). Business and IS Alignment: Maximizing Return
On Investment in information Systems Investment Decisions. In CENTERIS - International Conference
on ENTERprise Information Systems (p. 6). Barcelona: Elsevier B.V.
iv
INDEX
1 Introduction .................................................................................................................. 1
1.1 Background ............................................................................................................ 1
1.2 Motivation ............................................................................................................. 1
1.3 Objectives .............................................................................................................. 2
2 Literature Review ......................................................................................................... 3
2.1 The Problems of Business/IS Alignment ................................................................ 3
2.2 Telecommunication Industry................................................................................. 4
2.3 Business/IS Alignment in Telecommunication Industry ........................................ 4
2.4 Business/IS Alignment Approaches (Models) ....................................................... 5
2.5 IT Investments and Maximizing Return of Investments........................................ 6
2.6 CRUDi Framework Approach ................................................................................. 7
3 Methodology ................................................................................................................ 9
4 Using CRUDi In Telecommunication Industry ............................................................ 11
4.1 Telecommunication’s Main Process (APQC) ....................................................... 11
4.2 CRUDi Matrix ....................................................................................................... 11
4.3 Calibrate .............................................................................................................. 13
5 Discussion ................................................................................................................... 18
6 Conclusion .................................................................................................................. 19
6.1 Synthesis of the developed work ........................................................................ 19
6.2 Limitations and future work ................................................................................ 19
7 References .................................................................................................................. 20
Annex ............................................................................................................................... 24
Annex 1 - Telecommunications Process Classification Framework ........................... 24
Annex 2 – Nominalized impact values ........................................................................ 26
Annex 3 – Calibration calculations ............................................................................. 27
Annex 4 – Survey answers .......................................................................................... 28
v
Table of figures
Figure 1: Research Model by Jorfi and Jorfi (2011) .................................................................... 3
Figure 2: Aggregate decision framework (Scheepers & Scheepers, 2008) ................................ 7
Figure 3: CRUDI Framework (Pereira et al., 2014) ..................................................................... 8
Figure 4: CRUDi cube (Pereira et al. 2012). .............................................................................. 10
Figure 5: Information Systems and their dependencies .......................................................... 14
Figure 6: Information Systems and their dependencies and values ........................................ 15
Figure 7: Information Systems and Interfaces ......................................................................... 16
1
1 INTRODUCTION
Information System (IS) / Business alignment is a preferred condition in which the relationship between
business and Information systems is improved to take full advantage of the business value of IS.
Information Systems have grown over the last two decades in many sectors and industries which have a
great impact on our lives, and are affecting many areas of decision-making and organizational
development. For the administration of any current business the predominant question is not whether
IS will be important to your business, but more precisely what do we have to do so we can profit from
the change that is being brought by the technology (EU, 2010). Technology is advancing many parts of
businesses and it produces several new business opportunities. Over the years information systems have
experienced unprecedented levels of change (Alaceva & Rusu, 2014) . This technology is not only
influencing the way in which we conduct business but it is also changing the way in which we conduct
our lives. Given that information technology and businesses are inseparable (Gates, 1999), Information
Technology helps a company to gain competitive advantage, operational excellence, improved decision
making, new products, services, and business models (Laudon & Laudon, 2003). Business-Information
System alignment has been proven to help organizations in a variety of ways, such as, by maximizing the
return on IS investment (Avison, Jones, Powell, & Wilson, 2004; Pereira; Martins; Gonçalves; Santos,
2014; Pereira, Martins, Santos, & Gonçalves, 2014).
1.1 BACKGROUND There could be difficulty for organizations which implement information systems and want to achieve a
high return on investment (ROI) (Pereira et al., 2014). The existence of alignment may enable a firm to
optimize IS investments and to achieve harmony with the business plans and strategies. This, in turn,
usually leads to increased profitability and competitive advantage (Avison et al., 2004). For better
decisions and investment priorities the CRUDi (C=Create, R=Read, U=Update, D=Delete, the “i” stands for
importance) framework will be applied in order to provide key indicators (Pereira et al.,2012). The CRUDi
framework offers a technique and a set of tools to deal with the comparative importance between the
categorization of the enterprise activities and the available Information System (Pereira et al., 2014). The
CRUDi framework is an expansion of the CRUD matrix, built based on each industry processes and
business entities (Lunsford & Collins, 2008; Moody, 1998; Pereira et al., 2014). With the CRUDi we will be
able to determine what is important to Telecommunication industries thereby helping to determine the
best investment decisions in IS.
1.2 MOTIVATION The problem of gaining high ROI in technological investments exists for almost all industries but it is more
critical for organizations with high technological dependence (Nolle, 2009). Getting a high ROI is more
important to technologically based organizations like Telecommunications or insurance companies than
a company based on Agriculture (Surka, 2013). If a business is in alignment with IS the organization will
be able to achieve high efficiency, offer services with better quality, avoid inefficient issues and avoid
unnecessary high costs(Avison et al., 2004; Buytendijk, Hatch, & Oestreich, 2009; Issa-Salwe, Ahmed,
Aloufi, & Kabir, 2010).
Finding a better way to align these technological issues is still a challenge. But in the last two decades
several proposals exist about how to achieve this approach and an example includes the strategy
proposed by Luftman (2000). More recently CRUDi framework proposal by Pereira et al (2012) has proven
to be an alternative that has the ability to consider the static relationship and dynamic relationships
between the systems and how they influence each other. CRUDi could be helpful in this, in trying to
understand which relationship is more important than others.
2
The CRUDi framework has been applied to one bank(Pereira et al., 2014) and one insurance
company(Pereira, Santos, et al., 2014), combining two case studies. The choice of this industry
(Telecommunication) was due to the reality that IS represents a vital and strategic part of the success of
the companies that fit into the referred industry (Surka, 2013). The previous work and the survey, about
the importance qualification of IS, permitted the confirmation of the difficulties of those companies in
reaching decisions about IS investments and in the definition of their priorities. Those are enough
motivations to believe that this work is a helpful and vital role concerning alternatives to solve those
problems (Pereira, Martins, Gonçalves, Santos, 2014; Pereira et al., 2014; Pereira, 2012).
Alignment may enable a firm to maximize the executed IS investments and to achieve harmony with the
business strategies and plans. This, in turn, usually leads to increased profitability and competitive
advantage (J. Henderson, Venkatraman, & Oldach, 1996). In addition, we also consider that alignment
can be a strategic key point to achieve a higher business ROI (Byrd, Lewis, & Bryan, 2006; Scheepers &
Scheepers, 2008; Tam, 1998)
As referred in section 1, the alignment of IS with the business goals of an organization is a current topic
of great importance. This aim of this study was to analyze the current problems and the main difficulties
encountered by IS managers and business managers, featuring different players and how they relate.
Measuring the importance of a particular application or IS for the different business units of the company
is normally a very difficult task (Scheepers and Scheepers 2008). This research intends to expand on the
already proposed CRUDi framework and tools to better support the decision and make it faster, helping
managers in their daily activity and in IS strategic planning, aligned with the business strategy. By taking
this into consideration, there are questions that CIOs (Chief Information Officers) have to answer which
cause many discussions with business managers(Pereira et al., 2014). These set of questions were drawn
in order to formally detail the identified problems and needs:
1. What is the relative importance of each system or application to the company’s business?
2. What should be the system or application with the biggest budget allocation?
3. What projects are to be executed considering the budget? (Limitations)
1.3 OBJECTIVES The main objective of this study was to find out if the use of CRUDi would help Telecommunication
companies to take the right decisions in IS investments. The use of an adequate framework to improve
the decision process regarding investments in IS is very relevant, allowing for faster and better decision
making regarding the project candidates and the available investment capacity(Pereira et al., 2014).
Applying the CRUDi framework to the Telecommunication industry will also help to further the validity
of the framework. To do this the researcher studied:
• The Telecommunication industry
• IT-Business alignment problem with a special focus in CRUDi approach
• A theoretical framework approach to apply CRUDi to Telecommunication industry – an example
is the APQC (American Productivity and Quality Center) process classification framework (PCF)
Telecommunications list
• A model that could be used by the Telecommunication companies.
3
2 LITERATURE REVIEW
In this section, we will summarize a review of the main literature and present the problems of achieving
business/IS alignment and the factors of success, the telecommunications sector, Business/IS alignment
in Telecoms sector, fundamentals regarding the alignment of IS and their importance, maximizing return
on investments, and finally the CRUDi framework.
2.1 THE PROBLEMS OF BUSINESS/IS ALIGNMENT In this section we will talk about the challenges and also, factors of achieving Business/IS alignment.
Alaceva and Rusu (2015), talk about 19 barriers in achieving Business/IT alignment focusing on the social
dimension. Social dimension means the interaction between IT staffs and Business related staff. “There
are still many organizations that face difficulties in achieving business/IT alignment. Prior research has
focused on the positive impact of alignment on overall business performance, while the barriers in
achieving business/IT alignment were largely unexplored” (Alaceva & Rusu, 2015). The key discoveries
revealed that when there is low understanding of a colleague’s environment; poor communication;
unclear specifications; and lack of mutual commitment and support it hinders the realization of alignment
between business and IT domains on the social dimension.
In an effort to verify certain factors that affect alignment Jorfi and Jorfi (2011), put forward a model that
contained three elements, IT flexibility (i.e. Software modularity, Hardware compatibility, Network
connectivity, IT skills adaptableness); IT capability; communication effectiveness (Skill Motivation
Knowledge) as having a direct relationship with IT/Business Alignment. This relationship is moderated by
a fourth factor strategic information systems planning (SISP).
Figure 1: Research Model by Jorfi and Jorfi (2011)
Due to the importance of Business/IS alignment, Teo & Ang (1999) examined the critical success factors
(CSF) to achieve this alignment. “Critical success factors are defined as the handful of key areas where an
organization must perform well on a consistent basis to achieve its mission” (L. P. Gates, 2010). The
alignment factors are important for SISP to be merged with Business plans. The factors range from, top
4
management’s commitment and knowledge of IT to IS departments response to user needs. These
factors are twelve in number (Teo & Ang, 1999)
2.2 TELECOMMUNICATION INDUSTRY The Telecommunications industry covers a wide range of areas including cabling, wireless, switching,
transmission, fiber optics etc. The telecommunications industry touches almost all technology related
arears (Plunkett Research, 2016). Telecommunications is a huge industry, encompassing companies that
produce hardware, produce software, and deliver services. Many years ago the telecommunications
industry was of total monopoly, with users and subscribers subject to whatever prices and standards
were given to them (Hui, 2012) by the telecom company. With new companies entering this sector
Majumdar et al. (2007) investigated the reasons of investment done by sitting monopolistic companies
and new entrants being the reason for the investments they discovered that older telecom organizations
who are in business already continued to invest in technologies such as broadband and fiber optics to
stay ahead of new entrants. Paleologos and Polemis (2013) investigated the propelling force for
investments to be directly related to regulations set by countries for telecom companies.
2.3 BUSINESS/IS ALIGNMENT IN TELECOMMUNICATION INDUSTRY In the telecommunications industry the model of delivering “good enough” facilities and locking
customers into subscriptions is under pressure(MCE, 2015) – telecom companies ought to now draw
customer segments through appropriate and distinctive value propositions. Simultaneously, operating
costs have to be gotten under control and many telecoms are planning effective improvements
(Investopedia, 2015). Either of these pressures on its own requires change that telecommunication
people are not used to. Achieving both (i.e. attracting new customers and controlling operating costs)
requires major Leadership changes and proper alignment procedures.
Chivandi et al (2014) explored the relationship between business strategy and Information Systems
strategy in oder to find strategic alignment methods that Telecommunication companies in Zimbabwe
can apply to achieve competitive advantage. They observed the four telecommunication companies in
Zimbabwe and their results were classified into three perspectives: The business- IT scope perspective,
business-IT competence perspective, and business-IT governance perspective. In the business-IT scope
perspective which comprises the scope of the business (core business of the firm, products and services)
and the scope of IT (information application and technologies), it was discovered that the IT scope does
not support the business scope. From the perspective of business-IT competencies, the authors found
that the IT competencies were not consistent with the competencies of the business to gain competitive
advantage over their competitors. From the perspective of business-IT governance where business
governance is a wide framework of systems and rules by which a firm is directed. IT governance can be
defined as IT management being able to control the design and application of IT strategy to guarantee
the merging of business and IT through frameworks like COBIT (Control Objectives for Information and
Related Technologies) and ITIL (Information Technology Infrastructure Library) (ITGI, 2008) but the
research showed that the companies did not employ any IT guidance framework which can assist them
to establish an IT governance program in their organizations and ensure consistency.
Organizations who are highly technologically dependent like Telecom companies want to achieve
harmony and one way to achieve that is by developing an Enterprise Architecture (Malta & Sousa, 2010).
Enterprise Architecture (EA) and IT controlling are the recommendations of Feher and Kristof (2014) to
achieve alignment of business and Information Systems. Enterprise Architecture is a practice that tries to
describe and control an organization's structure, processes, systems and technology in an integrated way
(Lankhorst, 2013). Feher and Kristof defined IT controlling as a control of IT related operations and its
5
aim is to guarantee efficiency of IT operations along with providing and compliance to deadlines in
information processing. The authors recommended putting EA into IT controlling as a complementary
management practice and by doing so business facing services become transparent, business unit costs
can be optimized through automation of tasks and the organization can achieve the desired alignment
between IT and business processes.
2.4 BUSINESS/IS ALIGNMENT APPROACHES (MODELS) Several methods were put forward to deal with the alignment question from modeling to measurement.
One of the first models was Strategic Alignment Model (SAM) proposed by Henderson and Venkatraman
(1991, 1993). The strategic alignment model (SAM) views alignment as a dynamic match among four
domains – business strategy, IS strategy, organizational infrastructure and processes, and IS
infrastructure and processes. The strategic alignment between business and IS is very significant and is a
constant process centered on change and on the need for adaptation.
In the late 1980s, Lederer and Sethi (1988) proposed the ISSP model, based on a top-down approach. The
ISSP and IT alignment process associated with the overall business strategy of an organization is generally
viewed as a top issue for the administration and are dominated in the IT literature by a rational top-down
approach. The method used in ISSP typically begins by clarifying the business strategy and ends with the
definition of an appropriate IT project design plan to implement it (Lederer and Sethi 1996).
The Luftman, (2000) model added 12 components that defined the alignment between business and IT
to the SAM model. The 12 components are categorized into four areas that contain themes such as
business goals, distinctive competencies, business governance, administrative structure, processes, skills,
technology goals, systemic skills, IT governance, IT architecture, IT processes and IT skills.
Singh and Woo (2009) introduced the three goals frame- work (strategic, assigned and interpreted) for
business–IT alignment. They contributed to a multi-disciplinary perspective of business–IT alignment by
advancing a goal-oriented framework that bridges MIS, requirements engineering (RE) and strategic
management literature.
A considerable number of IT/Business Alignment models have been suggested to help organizations in
achieving, and maintaining alignment as seen in Table 1. These models concentrate on various
components (i.e. views/features of alignment) and give emphasis to several points of view of the
alignment (i.e. how alignment is perceived by practitioners).
Table 1: Sample of research on conceptual alignment and models (Tan & Gallupe, 2006).
Author Year Model Issues addressed
Lederer and Sethi 1988 ISSP(Information Systems Strategic Planning)
ISSP. Top-down
Henderson and Sifonis 1988 ISSP Top-down
Henderson and Venketraman
1991 SAM The SAM. Acknowledges influence of the involvement of top executives on the quality of strategic choice
MacDonald 1991 Extends SAM Takes into account both internal and external factors
Cash, McFarlan, and McKenney
1992 Extends ISSP Top management involvement
Kovacevic and Majluf 1993 Extends ISSP Six stages
6
Lederer and Salmela 1996 Extends ISSP Anderson consulting ‘Method/1’
Zviran 2002 ISSPSS(information systems strategic planning support system) Study
Description of ISSPSS and implementation
Henderson, Venkataraman, and Choikim
2004 Extends SAM Views alignment as a ‘process of continuous adaption and change’
Moura, Sauvé, and Bartolini 2007 BDIM Methodology: Business-driven Information management
Singh and Woo 2009 3 G framework Framework: Business–IT alignment
Chan et al (2006) proposed a theoretical model that took into account 5 enablers; shared domain
knowledge, IS success, planning sophistication, organizational size, environmental uncertainty. These five
enablers were proven to aid alignment which in turn results to organizational success. Charoensuk et al
(2014) further expanded on this model by examining the model and set a constraint one part at a time,
they found that “organization size” moderated two paths: the relationship between “planning
sophistication” and “environmental uncertainty”; and the relationship between “environmental
uncertainty” and “Business-IT Alignment”.
The ability of organization to keep up with incessant and sudden change is an important quality of
modern enterprises and will become a requirement for survival (Dove, 1999). Applied business processes
and information systems have to be always improved. In order to deal with this major challenge of
continuous alignment of business and IT in a changing environment, Hinkelmann et al (2016) proposed
an approach which uses model-based engineering. Also, a metamodeling approach for next generation
information systems is proposed, which builds on the knowledge engineering for business process
management (Karagiannis & Woitsch, 2010).
2.5 IT INVESTMENTS AND MAXIMIZING RETURN OF INVESTMENTS Lederer and Mendelow (1989) noted that if IT investment is intended to support the firm's goals,
objectives and activities, efficiently and effectively, coordination of IS and business strategy is essential.
Byrd et al (2006) researched the effect of alignment on IT investments and found out that the real value
of strategic alignment is in using the firms IT investment to its maximum. The firm can increase profits
without investing more in IT but by better aligning IT and business strategies.
Sheepers and Sheepers (2008) wrote a paper that describes a decision framework for considering
investments in information technologies that impact multiple business processes in the organization. The
decision framework can support managers to analyze the overall business value returns arising from the
‘ripple effect’ of an IT investment on core and ancillary business processes (Ferrel, 2005). The proposed
decision framework suggests that managers should carefully consider which core and secondary business
processes should be targeted to achieve a vertical (which relates primarily to the range of core
organizational processes) ripple effect. Managers should also anticipate what horizontal (this spreads as
the technology use continues) ripple effect the implementation of the technology could have over time
on all these processes. By carefully planning and anticipating along both these dimensions, investment
return time lags may be reduced, and opportunities to derive business value could be increased. Figure
2 depicts the decision framework (Scheepers & Scheepers, 2008).
7
Figure 2: Aggregate decision framework (Scheepers & Scheepers, 2008)
2.6 CRUDI FRAMEWORK APPROACH CRUD is a technique used to model data and processes, and how they interact with creating, reading,
updating and deleting of the respective data and processes (Khan & Hoque, 2012). The CRUDi framework,
which was proposed by Preira et al (2012) on the other hand aims on creating a new methodology and
supporting tools to characterize the relative importance of each IS within the organizations. This
characterization will take into consideration the importance of each system and application within the
organization, including the interdependencies between systems. The analysis of these interdependencies
is central to the evaluation of investment priorities in line with business priorities, working as a constantly
updated tool with dynamic information that evolves according to business strategy in the ongoing
company (Pereira et al., 2012). To this set of methodology and support tools we call the CRUDi framework
(Figure 3) and it is implemented in six steps, namely:
1. Importance Survey – to collect the relative importance of each process to each business manager
within the organization;
2. CRUD Matrix – built based in each industry processes and business entities; 3. CRUDI Matrix (A) – built
by combining the results from the two previous steps;
4. Calculate Dependencies – recalculation of each pair process/entity importance, based in dependencies
and distances;
5. CRUDI Matrix (B) – based in step 4, translating processes to the corresponding Information Systems
that support them;
6. Impact on ROI – simulation of ROI impact based in the CRUDI Matrix (B), for each Information System
investment, generating KPI’s information to evaluation.
8
These six steps will be explained in more detail in the next section.
Figure 3: CRUDI Framework (Pereira et al., 2014)
9
3 METHODOLOGY
The methodology used was the design science which was used by Pereira (2014). The choice is because
majority of the articles mentioned in Section 2 used this methodology and its suitable for this research.
Hevner et al. (2004) stated that, the design-science methodology is built on the engineering area and
assumes itself as a problem-solving concept that works towards creating innovations that define the
ideas, practices, technical capabilities, and products by way of analysis, design, implementation,
management, and use of information systems. The IT artifacts resulting from the application of the
design-science methodology are commonly known as constructs, models, methods and, implemented
and prototype systems thus representing ‘concrete prescriptions’ that affect the IT researchers’ ability to
understand and analyze the use of IS inside organizations (Nunamaker, Chen, & Purdin, 1990).
In order to use the design-science methodology, Pereira et al. (2012) made numerous interviews and
workshops to gather information, develop and build theories. This added significant facts to the
knowledge base for the authors, with the aim of defining a new framework composed by new methods
and tools, allowing the solution of the identified problem and restrictions (Hevner, March, Park, & Ram,
2004). From those discussions with different CIOs and business managers in various organizations,
several needs and viewpoints were registered linking the decision process in investments, mainly
regarding risk and importance of each IS to the organization. This was made according to Finkelstein
(2011), who recommends to consider several perspectives when collecting business knowledge and
experience from managers.
Pereira et al (2014), stated that from the workshops and discussions taken with CIOs, business managers
and practitioners, they voiced the need to map all the business processes and information entities in a
matrix form, like a CRUD matrix. This way, organizations can map all the IS needs and their level of
coverage over processes, identifying the gaps that motivate future improvement and investments.
Additionally, the need for a new qualification variable or dimension regarding the relative importance of
each business process to organizations was identified. This additional variable is the essence of the CRUDi
cube which is part of the new proposed artifact named the CRUDi framework. In order to build the CRUDi
cube, we need to map the business processes and business entities specific to the organization or
industry (APQC processes definition for the Telecommunication industry), adding their relative
importance based on a survey directed to business managers and board members (APQC and IBM 2010).
The CRUDi framework provides a method and a set of tools to address the relative importance
classification of the enterprise activities and the available IS. The adoption of the proposed framework
implies facing some difficulties. The first difficulty will be the definition of the CRUDi cube to the first level
of abstraction with business managers in organizations, thus adding the relative importance of each
business process with each business entity. To achieve this goal, the relative importance of each business
process from the organization’s business managers and CEOs must be gathered. We would have the
typical list from each business sector with the business processes characterization, as referred by APQC,
as a starting point (APQC, 2010). The adoption of the APQC (APQC & IBM, 2010) list was validated with
the interviewed managers and considered a good practice. The second difficulty, which is more complex
than the first, will be to repeat the previous procedure iteratively, obtaining the same information but
now with a greater level of detail going into each sub-process. When the previous two objectives are
achieved, we can then obtain the clusters of entity-process pairs necessary for the classification of IS and
enterprise applications. At this point, it will be possible to evaluate the existing indicators and correlate
the relative importance of each IS with each sub-system. With this new data complemented by the
creation of new indicators for decision support (scoring model), IS managers and business managers can
10
now have a consistent and coherent view on the relative importance of each investment in IS to achieve
the business objectives. The CRUDi framework (Figure 2) was be implemented in six steps (Pereira et al.
2012):
(1) CRUDi survey – has three parts. One (A) to introduce and explain its purpose with no questions, one
(B) with the overall framework and the initial set of questions to validate the existence of a problem, and
a final one (C) with the questions regarding relative importance qualification for business processes,
based on the APQC list (second level) for the selected industry. This survey was proposed in Pereira et al.
(2012).
2)CRUD matrix – built based on each industry processes and business entities (Lunsford & Collins, 2008;
Moody, 1998; Veryard, 1996). C = Create, R = Read, U = Update and D = Delete.
(3) CRUDi cube (A) – built by combining the results from the two previous steps (1+2). Figure 3 rep-
resents the two dimensions (business processes and information entities) of the CRUD matrix, added by
the third dimension of ‘importance’, creating the CRUDi cube.
Figure 4: CRUDi cube (Pereira et al. 2012).
(4) Calculate dependencies – recalculation of each pair process/entity importance, based on
dependencies and distances. This is an important step to adjust the dependencies of some processes and
entities in some others, which may cause ‘invisible’ impacts and increase their importance considerably
(Pereira et al., 2012). This step may alter the value of relative importance of each pair process/entity
based on the dependencies that it may have/cause on others;
(5) CRUDi cube (B) – based on Step 4, translating processes to the corresponding IS that support them.
(6) Impact on ROI – simulation of ROI impact based on the CRUDi cube (B), for each IS investment,
generating KPI information for evaluation. It’s expected the relation between business processes and
their support applications, with each having their KPIs to observe performance, will be noticed in this
step. It is easily understandable that a specific lower level component (infrastructure, application or even
sub-process) can cause enormous impact on several others above (Pereira et al., 2012).
11
4 Using CRUDi In Telecommunication Industry
4.1 TELECOMMUNICATION’S MAIN PROCESS (APQC) The APQC Process Classification Framework (PCF) serves as a high-level, industry-neutral enterprise
process model that allows organizations to see their business processes from a cross-industry viewpoint.
In oder to view and understand this processes for Telecommunication industry a high level examination
of the processes will be done, particularly the first and second level. The first level processes are defined
as a Category denoted by whole numbers while the second level is defined as a Process Group denoted
by one decimal numbering. This list is attached in Annex 1 extracted from Telecommunications Process
Classification Framework (APQC & IBM, 2008).
4.2 CRUDI MATRIX Based on the table developed in the sub-section above a CRUD Matrix will be developed by crossing the
processes (first and second level) against the Informational entities. Whereas the Informational Entity is
defined as to any person, place, thing or business aspect. The 13th process is merged with the 1st process,
this is because the sub-processes involve planning for how the service delivery as related to the
technological infrastructure will be achieved.
Table 2: CRUD Matrix – Process X Informational Entities
Plan
nin
g
Pro
du
cts &
Services
Techn
olo
gy
Reso
urce
Sales & M
arketing
Sup
plier
Raw
Materials
Cu
stom
er Ord
er
Cu
stom
er
Cu
stom
er Service
Emp
loyee
Emp
loyee Train
ing
Payro
ll
IT Po
rtfolio
Bu
dget
Cu
stom
er Invo
ice
Acco
un
ts
Assets &
Facilities
Regu
lation
s/Co
mp
liance
Investo
rs
Kn
ow
ledge B
ase
Pro
cess Rep
osito
ry
Pro
cesse
s
1. 1.1 C
1.2 C
1.3 CU
1.4 U
1.5 C
1.6 C
1.7 C
1.8 C
13 13.1 CRU
13.2 CU U
13.3 R
13.4 R
13.5 RU
13.6 U C U
2. 2.1 C CU
2.2 CU
2.3 CRU R
2.4 CRU U
3 3.1 R C U
3.2 RU U CRU
3.3 C R C C
3.4 CR CD CRU
4. 4.1 RU CR C U C
Planning
Products
and Services
Sales and Marketing
12
Plan
nin
g
Pro
du
cts &
Services
Techn
olo
gy
Reso
urce
Sales & M
arketing
Sup
plier
Raw
Materials
Cu
stom
er Ord
er
Cu
stom
er
Cu
stom
er Service
Emp
loyee
Emp
loyee Train
ing
Payro
ll
IT Po
rtfolio
Bu
dget
Cu
stom
er Invo
ice
Acco
un
ts
Assets &
Facilities
Regu
lation
s/Co
mp
liance
Investo
rs
Kn
ow
ledge B
ase
Pro
cess Rep
osito
ry
4.2 C C
4.3 CU R
4.4 RU U CRU
C CRU
C
4.5 RU
4.6 RU
4.7 RU
4.8 U
4.9 RU
5. 5.1 CU
5.2 CR CRU
5.3 U RU
5.4 R CRU
6. 6.1 CRU
CU
6.2 CRU
6.3 CRU
6.4 U CU
6.5 RU
6.6 RU
6.7 RU RU
6.8
6.9 U
7. 7.1 CU C
7.2 U CRU
7.3 U C
7.4 U
7.5 RU U C
7.6 RU U
7.7 C U
7.8 C U
8. 8.1 C C
8.2 U C U
8.3 RU
U
8.4 U RUD
8.5 C
8.6 U
8.7 U
Service Delivery
Customer
Service
Human
Resources
Information
Technology
Finance
13
Plan
nin
g
Pro
du
cts &
Services
Techn
olo
gy
Reso
urce
Sales & M
arketing
Sup
plier
Raw
Materials
Cu
stom
er Ord
er
Cu
stom
er
Cu
stom
er Service
Emp
loyee
Emp
loyee Train
ing
Payro
ll
IT Po
rtfolio
Bu
dget
Cu
stom
er Invo
ice
Acco
un
ts
Assets &
Facilities
Regu
lation
s/Co
mp
liance
Investo
rs
Kn
ow
ledge B
ase
Pro
cess Rep
osito
ry
8.8 R
8.9 R U
8.10 U U U
8.11 RU
8.12 R
9. 9.1 CU
9.2 U
9.3 U
9.4 D
9.5 U
10 10.1 C
10.2 R
10.3 U
10.4 R
10.5 U
10.6 U
11 11.1 CRU
11.2 U R
11.3 RU R
11.4 R
11.5 R
12 12.1 C
12.2 U
12.3 C
12.4 U
4.3 CALIBRATE To achieve calibration, a definition for the influence and dependencies between the Information Systems
must be defined. This interdependency can be determined by creating a diagram represented in figure 5
which can be likened to a Neural Network where all nodes, or in our case Information Systems are
connected together in unison to solve a specific problem or process series of processes (Gupta & Singh,
2011).
Property
Environmental
Health and Safety
External
Relationships
Knowledge
Management
14
Figure 5: Information Systems and their dependencies
The importance of each information System is improved by its influence on other systems. Therefore, a
system on which other systems hinge on to operate entirely or partially, is a system which, besides its
own importance (in this work referred to as "intrinsic") has an additional importance (in this work
referred to as "calibrated"). On the other hand, a system that has dependence on other systems to
operate, either being a strong or weak dependence, is a system with a calibrated importance value lower
than its intrinsic importance. The reason for calibration is because, when a system is important to the
other systems it means that its importance grows.
In Figure 6 the values on the Information Systems represent the intrinsic values. These values represent
the importance assigned by people who I interviewed in surveys conducted. The interface importance
was also determined through the same process.
15
Figure 6: Information Systems and their dependencies and values
In order to collect the value of importance for each interface, a scale between 0 and 5 was considered to
qualify the importance of each interface between information systems, based on the influence and
dependence between them:
0- No influence.
1- Little influence (only some secondary functions from B require information from A).
2- Average Influence (most secondary functions from B require A).
3- Great Influence (some primary functions from B require information from A).
4- Critical Influence (most functions from B require information from A).
5- Total Dependence (B only works if A works).
The relative importance value "Intrinsic" for each IS applies at the initial time (t = 0).
According to Figure 7, “IS.X” labels the information system importance “X” and “IT.Y” identifies the
importance for interface number “Y”. Every information system will be affected and influenced by its
inputs from interfaces that will reduce its final value (calibrated) for importance (in t=1). The maximum
impact from all interfaces (inputs) in each information system can reduce its “intrinsic” value of relative
importance by 80% (Pereira, 2014) . This way, every information system can keep a calibrated lasting
importance value even if it has a low intrinsic importance and a great dependence from other information
systems. Similarly, each information system will affect others with its outputs (interfaces) but without
maximum limits. To calculate the impacts due to interfaces between different IS and to calibrate the
values of relative importance for each IS in t = 1, we will recalculate and calibrate the relative importance
value of each IS as below
16
Figure 7: Information Systems and Interfaces
Planning = IS.1 – 0.8 x IS.1 x (IS.10 x IT.15) / (1 x 5) + IS.1 x IT.1 + IS.1 x IT.3 + IS.1 x IT.16
Therefore, Planning = 3.25 – 0.8 x 3.25 x (4.25 x 0.4) / (5) + 3.25 x 0.45 + 3.25 x 0.35+ 3.25 x 0.2 = 5.62
Products = IS.2 – 0.8 x IS.2 x ( IS.1 x IT.1) / (1 x 5) + IS.2 x IT.2 + IS.2 x IT.14
Products = 3.5 – 0.8 x 3.5 x (3.25 x 0.45) / (5) + 3.5 x 0.35 + 3.5 x 0.35 = 5.14
Sales and Marketing = IS.3 – 0.8 x IS.3 x (IS.2 x IT.2 + IS.4 x IT.17) / (2 x 5) + IS.3 x IT.4 + IS.3 x IT.5
Sales and Marketing = 3.25 -0.8 x 3.25 x (3.5 x 0.35 + 4.0 x 0.45) / (2 x 5) + 3.25 x 0.35 + 3.25 x 0.35 = 4.74
All values of the interface influence (IT.Y) have been normalized by dividing by 10. The nominalized values
and the calculations for other information systems can be found in Annex 2 and 3
The table below shows the calibrated values of relative importance for each IS from the highest value to
the lowest.
Table 3: IS (calibrated) Importance for the Telecommunications Industry
Information System Importance Calibrated Importance
Information
Technology 4.75 9.14
Customer Service 4 6.15
Human Resources 4.5 6
Planning 3.25 5.62
17
Products and Services 3.5 5.14
Service Delivery 4.25 5.06
Sales and Marketing 3.25 4.74
Property 3.25 4.2
Finance and Accounts 3.75 3.94
Knowledge
Management 3.5 3.02
This table will be discussed in the following section.
18
5 Discussion
Using the methodology defined in section 3 this section contains analysis and discussion of the Chapter
4 contents.
With the aim of getting the best results, the survey (part A, B, and C) was presented to experts from three
major telecommunications companies in Portugal for them to fill out. From the results of the part B
survey we determined that (100% of all respondents) IT and IS investments are crucial to the business
development and growth of the company. We can also conclude (100%) that the investments in IT and
IS set the company to a competitive advantage to their competitors. Finally, we can also draw a
conclusion that to some extent (75%) IT plays a role in the definition of business strategy.
The third survey (Part C), following (Igbaria & Tan, 1997) a 5-point Likert scale was used to describe the
importance values. The key conclusions identified for the sub-processes were
• 7.7 Deliver and support information technology services – average 4.5
• 5.2 Plan and manage customer service operations – 4.25
• 7.5 Develop and maintain information technology solutions – 4.25
The complete table of the survey results is in Annex 4.
With the analyses of these results it can be infers that delivering and supporting information technology,
which per the APQC list is a support process gives the notion that a telecommunications company should
have a very durable management process for IT infrastructure and its delivery. The most important
management process is customer service management. These top performers can easily be understood
because it’s a Telecommunications industry whose backbone is technology and the customers they
provide products or services for.
If we take into consideration the main processes, the operating and supporting processes of the APQC
list of telecommunications industry (APQC & IBM, 2008), we can note that the top four processes from
the survey answers are
• 7.0 Manage Information Technology – average importance 4.75
• 6.0 Develop and Manage Human Capital – average importance 4.5
• 4.0 Deliver Products and Services – average importance 4.25
• 5.0 Manage Customer Service – average importance 4
The importance values assigned to the Information Systems in Figure 5 were also gotten through
discussions with IT professionals and based on our calculations in the calibration section we can conclude
once again that Information Technology has a very high influence on all other systems in a
telecommunications organization. Once again Customer service is the next in line for systems with high
influence on others.
19
6 CONCLUSION
6.1 SYNTHESIS OF THE DEVELOPED WORK The alignment between business and Information systems has increased in popularity. Organizations
don’t just want to implement technology they want to implement it in a way that brings high return on
investments for them. They want an implementation of technology to be in synergy with the business.
As technology is becoming very important also the IS which will bring about capable management is also
becoming important.
Implementing the right IS or investing in the right IS becomes a very significant question. This thesis uses
the CRUDi framework which is a combination of the CRUD matrix and an additional dimension, “I” for
importance. CRUDi gives organizations a way to identify a viable framework for investments decisions
and if implemented can be used to identify the system in a telecommunication company which
resources/investments can be assigned to. This work has proven that CRUDi can be used to identify
information technology as the system to have a high ROI in the Telecommunications industry.
From the discussion (section 5) it is very clear that Telecommunication companies that invest in their
Information Technology and Customer Service will be able to maximize their ROI.
6.2 LIMITATIONS AND FUTURE WORK As a major limitation to validating the framework, getting more people to fill out the surveys was a major
challenge especially getting those in higher positions like the CIO’s or CEO’s.
In future work the final step of KPI (key performance indicator) simulation in the CRUDi framework (figure
3) could be tested and validated. This study should be repeated in the same industry in a few years to
see if anything has changed. This research needs to be performed on other sectors like Pharmaceutical
and Aviation. More work can also be performed to cover the limitations listed above.
20
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ANNEX
ANNEX 1 - TELECOMMUNICATIONS PROCESS CLASSIFICATION FRAMEWORK 1. Develop Vision and Strategy 1.1 Define the business concept and long-term vision
1.2 Develop business strategy
1.3 Manage strategic initiatives
1.4 Perform strategic planning
1.5 Perform strategic management
1.6 Develop business
1.7 Manage enterprise architecture
1.8 Manage group enterprise 2. Develop and Manage Products and Services
2.1 Manage product and service portfolio
2.2 Develop products and services
2.3 Service capability delivery
2.4 Resource capability delivery 3. Market and Sell Products and Services
3.1 Understand markets, customers and capabilities
3.2 Develop marketing strategy
3.3 Develop sales strategy
3.4 Market and manage offer 4. Deliver Products and Services
4.1 Plan for and acquire necessary resources (Supply Chain Planning)
4.2 Procure materials and services
4.3 Produce/Manufacture/Deliver product
4.4 Deliver service to customer
4.5 Manage logistics and warehousing
4.6 Manage service, support operation and readiness
4.7 Manage resource, support operation and readiness
4.8 Develop and manage supply chain
4.9 Manage supplier/partner relationship 5. Manage Customer Service
5.1 Develop customer care/customer service strategy
5.2 Plan and manage customer service operations
5.3 Assure service
5.4 Measure and evaluate customer service operations
6. Develop and Manage Human Capital
6.1 Develop and manage human resources (HR) planning, policies, and strategies
6.2 Recruit, source, and select employees
6.3 Develop and counsel employees
6.4 Reward and retain employees
6.5 Re-deploy and retire employees
6.6 Manage employee information
6.7 Manage employee and labor relations
6.8 Manage occupational health and safety
6.9 Perform workforce administration 7. Manage Information Technology
7.1 Manage the business of information technology
7.2 Develop and manage IT customer relationships
7.3 Manage business resiliency and risk
7.4 Manage enterprise information
7.5 Develop and maintain information technology solutions
7.6 Deploy information technology solutions
7.7 Deliver and support information technology services
7.8 Manage IT knowledge
8. Manage Financial Resources
8.1 Perform planning and management accounting
8.2 Perform revenue accounting
8.3 Perform general accounting and reporting
25
8.4 Manage fixed asset project accounting
8.5 Process payroll
8.6 Process accounts payable and expense reimbursements
8.7 Manage treasury operations
8.8 Manage internal controls
8.9 Manage taxes
8.10 Perform financial management
8.11 Manage assets
8.12 Manage procurement
9 Acquire, Construct, and Manage Property
9.1 Design and construct/acquire non-productive assets
9.2 Maintain non-productive assets
9.3 Obtain, install and plan maintenance for productive assets
9.4 Dispose of productive and non-productive assets
9.5 Manage physical risk
10 Manage Environmental Health and Safety (EHS)
10.1 Determine health, safety, and environment impacts
10.2 Develop and execute health, safety, and environmental program
10.3 Train and educate employees
10.4 Monitor and manage health, safety, and environmental management program
10.5 Ensure compliance with regulations
10.6 Manage remediation efforts
11 Manage External Relationships
11.1 Build investor relationships
11.2 Manage government and industry relationships
11.3 Manage relations with board of directors
11.4 Manage legal and ethical issues
11.5 Manage public relations program
12 Manage Knowledge, Improvement, and Change
12.1 Create and manage organizational performance strategy
12.2 Benchmark performance
12.3 Develop enterprise-wide knowledge management (KM) capability
12.4 Manage change
13 Manage and Plan Network
13.1 Perform strategy and logical planning
13.2 Plan network structure
13.3 Carry out operational planning
13.4 Plan and monitor of projects
13.5 Carry out network testing and buildup
13.6 Perform start-up network operation
26
ANNEX 2 – NOMINALIZED IMPACT VALUES
IT From IS To IS Value (Impact) Nominalized
IT.1 Planning Products 4.5 0.45
IT.2 Products Sales and Marketing 3.5 0.35
IT.3 Planning Information Technology 3.5 0.35
IT.4 Sales and Marketing Customer Service 3.5 0.35
IT.5 Customer Service Information Technology 3.5 0.35
IT.6 Information Technology Customer Service 4.5 0.45
IT.7 Information Technology Service Delivery 3.5 0.35
IT.8 Finance and Accounts Information Technology 2 0.2
IT.9 Information Technology Knowledge Management 3 0.3
IT.10 Property Finance and Accounts 2.5 0.25
IT.11 Property Knowledge Management 1.5 0.15
IT.12 Human Resources Finance and Accounts 2.5 0.25
IT.13 Human Resources Service Delivery 2.5 0.25
IT.14 Products Service Delivery 3.5 0.35
IT.15 Service Delivery Planning 4 0.4
IT.16 Planning Knowledge Management 2 0.2
IT.17 Customer Service Sales and Marketing 4.5 0.45
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ANNEX 3 – CALIBRATION CALCULATIONS Planning
3.25 – 0.8 x 3.25 x (4.25 x 0.4) / (5) + 3.25 x 0.45 + 3.25 x 0.35+ 3.25 x 0.2 = 5.61
Products
3.5 – 0.8 x 3.5 x (3.25 x 0.45) / (5) + 3.5 x 0.35 + 3.5 x 0.35
3.5 – 0.8 x 3.5 x 1.46 / (5) + 3.5 x 0.35 + 3.5 x 0.35
3.5 – 0.82 + 1.23 +1.23 = 5.14
Sales and marketing
3.25 -0.8 x 3.25 x ( 3.5 x 0.35 + 4.0 x 0.45 ) / (2 x 5) + 3.25 x 0.35 + 3.25 x 0.35 = 4.74
Customer service
4.0 – 0.8 x 4.0 x (3.25 x 0.35+ 4.75 x 0.45) / (10) + 4.0 x 0.45 + 4.0 x 0.35 = 6.15
Information Technology
4.75 – 0.8 x 4.75 x (4.0 x 0.35 + 3.25 x 0.35 + 3.75 x 0.2) / (15) + 4.75 x 0.45 + 4.75 x 0.3 + 4.75 x 0.35 =
9.14
Finance and accounts
3.75 – 0.8 x 3.75 x (4.5 x 0.25 + 3.0 x 0.25) / (10) + 3.75 x 0.2 = 3.94
Property
3.0 + 3.0 x 0.25 + 3.0 + 0.15 = 4.2
Knowledge management
3.5 – 0.8 x 3.5 x ( 3.25 x 0.2 + 4.75 x 0.3 + 3.0 x 0.15) / (15) = 3.02
Human Resources
4 + 4 x 0.25 + 4 x 0.25 = 6
Service delivery
4.25 – 0.8 x 4.25 x (3.5 x 0.35 + 3.25 x 0.35 + 4.75 x 0.35 + 4.0 x 0.25) / 20 + 4.25 x 0.4 = 5.06
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ANNEX 4 – SURVEY ANSWERS
Survey Question Average
Is IT/IS investment crucial to business development and growth of the Company? Yes
Is the investment in IT/IS set your company at the competitive edge with
competitors?
Yes
In your view, to what extent does IT play a role in the definition of the Business
strategy?
To some extent
Develop Vision and Strategy 3.25
Develop and Manage Products and Services 3.5
Market and Sell Products and Services 3.25
Deliver Products and Services 4.25
Manage Customer Service 4
Develop and Manage Human Capital 4.5
Manage Information Technology 4.75
Manage Financial Resources 3.75
Acquire, Construct, and Manage Property 3.25
Manage Environmental Health and Safety (EHS) 3.75
Manage External Relationships 3.25
Manage Knowledge, Improvement, and Change 3.5
Manage and Plan Network 3.25
1.1 Define the business concept and long-term vision (10014) 3
1.2 Develop business strategy (10015) 3.25
1.3 Manage strategic initiatives (10016) 3.5
1.4 Perform strategic planning (13293) 3.25
1.5 Perform strategic management (13294) 3.5
1.6 Develop business (13295) 3.75
1.7 Manage enterprise architecture (13296) 3.25
1.8 Manage group enterprise (13297) 3.25
2.1 Manage product and service portfolio (10061) 3.5
2.2 Develop products and services (10062) 3.75
2.3 Service capability delivery (13377) 4.25
2.4 Resource capability delivery (13378) 4.25
3.1 Understand markets, customers and capabilities (10101) 3.75
3.2 Develop marketing strategy (10102) 3.5
3.3 Develop sales strategy (10103) 3.25
3.4 Market and manage offer (13424) 3.25
4.1 Plan for and acquire necessary resources (Supply Chain Planning) (10215) 3.75
4.2 Procure materials and services (10216) 3.25
4.3 Produce/Manufacture/Deliver product (10217) 4
4.4 Deliver service to customer (10218) 4.25
4.5 Manage logistics and warehousing (10219) 3.75
4.6 Manage service, support operation and readiness (13856) 3.75
4.7 Manage resource, support operation and readiness (13857) 3.75
4.8 Develop and manage supply chain (13858) 3.25
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4.9 Manage supplier/partner relationship (13859) 3
5.1 Develop customer care/customer service strategy (10378) 4
5.2 Plan and manage customer service operations (10379) 4.25
5.3 Assure service (13553) 4.25
5.4 Measure and evaluate customer service operations (10380) 3.75
6.1 Develop and manage human resources (HR) planning, policies, and strategies
(10409)
4
6.2 Recruit, source, and select employees (10410) 4
6.3 Develop and counsel employees (10411) 3.75
6.4 Reward and retain employees (10412) 4.25
6.5 Re-deploy and retire employees (10413) 3.25
6.6 Manage employee information (10414) 3
6.7 Manage employee and labor relations (13602) 3.75
6.8 Manage occupational health and safety (13603) 3.75
6.9 Perform workforce administration (13604) 3.5
7.1 Manage the business of information technology (10563) 3.75
7.2 Develop and manage IT customer relationships (10564) 3.75
7.3 Manage business resiliency and risk (11216) 3.5
7.4 Manage enterprise information (10565) 4
7.5 Develop and maintain information technology solutions (10566) 4.25
7.6 Deploy information technology solutions (10567) 4.25
7.7 Deliver and support information technology services (10568) 4.5
7.8 Manage IT knowledge (10569) 3.5
8.1 Perform planning and management accounting (10728) 3
8.2 Perform revenue accounting (10729) 3.25
8.3 Perform general accounting and reporting (10730) 3
8.4 Manage fixed asset project accounting (10731) 3.25
8.5 Process payroll (10732) 4
8.6 Process accounts payable and expense reimbursements (10733) 3.5
8.7 Manage treasury operations (10734) 3.75
8.8 Manage internal controls (10735) 3
8.9 Manage taxes (10736) 3.75
8.10 Perform financial management (13666) 3.5
8.11 Manage assets (13667) 3.5
8.12 Manage procurement (13668) 3.5
9.1 Design and construct/acquire non-productive assets (10937) 3.25
9.2 Maintain non-productive assets (10938) 3.25
9.3 Obtain, install and plan maintenance for productive assets (10939) 3.5
9.4 Dispose of productive and non-productive assets (10940) 3.75
9.5 Manage physical risk (11207) 4
10.1 Determine health, safety, and environment impacts (11180) 4
10.2 Develop and execute health, safety, and environmental program (11181) 3.75
10.3 Train and educate employees (11182) 4
10.4 Monitor and manage health, safety, and environmental management program
(11183)
3.5
30
10.5 Ensure compliance with regulations (11184) 3.75
10.6 Manage remediation efforts (11185) 3.5
11.1 Build investor relationships (11010) 3.5
11.2 Manage government and industry relationships (11011) 3.75
11.3 Manage relations with board of directors (11012) 3.75
11.4 Manage legal and ethical issues (11013) 4
11.5 Manage public relations program (11014) 3.5
12.1 Create and manage organizational performance strategy (11071) 3.75
12.2 Benchmark performance (11072) 3.5
12.3 Develop enterprise-wide knowledge management (KM) capability (11073) 3.5
12.4 Manage change (11074) 3.75
13.1 Perform strategy and logical planning (13734) 3.5
13.2 Plan network structure (13735) 3.25
13.3 Carry out operational planning (13736) 3.5
13.4 Plan and monitor of projects (13737) 4
13.5 Carry out network testing and buildup (13738) 3.25
13.6 Perform start-up network operation (13739) 3.25