MODELING APPROACH FOR BUSINESS IT ALIGNMENT

Karim Doumi, Salah Baïna and Karim Baïna

ENSIAS, Mohamed V - Souissi University, Soissi, Morocco

Keywords: Business IT alignment, Goals modelling, Enterprise architecture, Business process, Information system.

Abstract: Nowadays, the business IT alignment has become a priority in most large organizations. It is a question of

aligning the information system on the business strategies of the organization. This step is aimed at

increasing the practical value of the information system and makes it a strategic asset for the organization.

Many works showed the importance of documentation, the analysis and the evaluation of business IT

alignment, but few proposed solutions applicable to the strategic and functional level. This paper aims has

to fill this gap by proposing a simple approach with has two levels of modeling (1) the strategic level, to

model through the approach of goals modeling and (2) the functional level based on the approach of

enterprise architecture. This approach is illustrated by case study of a real project in a Moroccan public

administration.

1 INTRODUCTION

The strategy of the enterprise is to set up the long-

term commitments to reach the explicit objectives. It

is a question of studying, via real cases, how an

enterprise can position itself in an international

competing. The alignment of this strategy with the

evolution of information system requires an

alignment allowing the perfect coherence of all the

actions and the decisions with the strategic

objectives of the enterprise. This alignment will

transform strategic objectives into operational

actions to align them in the information system.

Today, it is not quite enough to build powerful

information systems. In order for the enterprise to be

performing and be able to compete and evolve, its

information systems and business processes must be

permanently aligned and in perfect coherence with

its strategy.

Many authors have shown the importance of

alignment in the evolution of the enterprise

(Luftman and Maclean, 2004; Luftman, 2000) and

according to (Baïna et al., 2008; Chan et al., 1997;

Croteau and Bergeron, 2001; Tallon and Kraemer,

2002), this alignment has a great influence on the

performance of the organization and any rupture in

the process of alignment causes a fall of the

organization’s performance.

If the interest of alignment is greatly recognized,

its implementation remains very limited. According

to (Luftman and Maclean, 2004; Luftman, 2000;

Baïna et al., 2008; Chan et al., 1997; Croteau and

Bergeron, 2001; Tallon and Kraemer, 2002; Renner

et al., 2003), few leaders consider that the strategy

and the information systems are aligned. Thus, this

implies that actors of the organization are not able to

distinguish between alignment and non-alignment.

Also, the absence of methods of maintenance of

alignment makes the task extremely difficult at the

decisional level.

There exist a number of models of strategic

alignment. A well known model is Henderson's and

Venkatraman's Strategic Alignment Model which

give a rather total vision of strategic alignment.

However, this kind of model remains very related to

the field of management.

According to (Khory and Simoff, 2004), a step of

engineering is necessary to analyze the strategic

alignment of the information system. This vision is

also supported by the approaches of enterprise

architecture (Bleistein, 2006) as well as the leaders

of information system (Longépé, 2001).

In the literature several approaches have been

developed to solve the problem of alignment:

• Approach of Enterprise architecture (French):

urbanization of Information System (Longépé,

2001). This approach provides a guide to manage the

strategic alignment to define future Information

system.

However, the method of this approach does not

say how to ensure an evolution of enterprise

strategy, its business processes and its information

457

Doumi K., Baïna S. and Baïna K..

MODELING APPROACH FOR BUSINESS IT ALIGNMENT.

DOI: 10.5220/0003588604570464

In Proceedings of the 13th International Conference on Enterprise Information Systems (ICEIS-2011), pages 457-464

ISBN: 978-989-8425-56-0

 2011 SCITEPRESS (Science and Technology Publications, Lda.)

system and how to measure and improve the

alignment between these elements.

• Approach of modeling and construction of

alignment oriented needs (Bleistein, 2006) : The

approach of Bleistein is interesting in the sense that

it takes into account the strategic level in the

presentation of the alignment but is impractical and

very complicated to master it. Is an approach to

building alignment and not the evaluation and

evolution of alignment.

• Approach of evaluation and evolution of

strategic alignment (Luftman, 2000): The approach

of Luftamn gives guidance for the construction of

the alignment. The approach does not seek to change

the alignment of the elements but to achieve a higher

maturity level of alignment between strategic

objectives and IT strategy.

• Approach of modeling and construction of

alignment between the environment, processes and

the systems (Wegmann et al., 2005): for example the

SEAM method uses the same notations in different

levels and thus between the different elements of

alignment. The SEAM method does not take into

account the particularity of each level of abstraction.

• Approach of evaluation of the degree of

alignment of the business process and Information

system (Etien, 2006 ; Etien and Salinesi, 2005 ).

This approach allows to model and evolve the

alignment between business process and information

system but do not take into consideration the

strategic level in the representation of the alignment.

• Approach of evaluation of the degree of

alignment between the couple strategy of the

enterprise and < Business process, information

system> (Thevenet et al., 2009). The INSTALL

method takes into consideration the strategic level in

representing the strategic alignment but impractical

because it uses formalizes card that does not include

all elements of the strategic level.

• Approach oriented values (Gordijn and

Akkermans, 2003). The e3-value framework

particularly interested in the value stream, the

creation, exchange and consumption of objects in

network multi-actor that includes the company itself

and its environment (customers, partners) .

According to Bleistein missing a crucial point in the

e3-value is the distinction between value analysis

and business strategy. Moreover, the link between

the creation of economic value and goals of low-

level system is unclear. Also tools and guidance to

change are not defined.

In all these approaches, the concept of alignment

of information system is traditionally treated through

the results obtained after alignment. Thus, according

to (McKeen and Smith, 2003), alignment exists

when the information system is consistent with the

purposes and activities selected to position the

enterprise in its market. (Etien, 2006) defines

alignment as the set of linkages between elements of

the model business processes and elements of the

model of the information system support. (Reich and

Benbasat, 1996) defined alignment as the degree to

which the mission, goals and plans contained in the

competitive strategy is shared and supported by the

IT strategy. According to the report CIGREFF 2002

the term "alignment" expresses the idea of the

consistency of the information system strategy with

business strategy. This alignment requires constant

maintenance throughout its life cycle.

In other words, the classical vision of alignment

involves two main areas: the area of Business

(competitive strategy and activities of the

organization) and the field of IT (IT strategy and IS

support) that it is to ensure consistency.

The issue of business IT alignment must

necessarily pass through the life cycle of alignment:

(1) identification of elements that will contribute to

the construction of the alignment and (2) the

evaluation, and (3) necessary actions to correct this

alignment (figure 1).

Figure 1: Cylce of Business IT alignment.

In this paper we propose a model driven approach to

(1) represent and (2) evaluate the business IT

alignment. This approach allows to construct the

alignment from the elements belonging to different

abstraction levels (strategic & operational).

The paper is organized as follows: Section 2.1

presents a brief introduction of our approach. Sections

2 and 3 present our approach in strategic and functional

level. Finally, Section 4 presents primary conclusions

of the work presented in this paper and gives short term

perspectives for ongoing research work.

2 MODELING OF BUSINESS IT

ALIGNMENT

2.1 Related Work

One of the most recurrent problems lately is the lack

ICEIS 2011 - 13th International Conference on Enterprise Information Systems

458

of strategy in strategic alignment (Reich and

Benbasat, 1996), and even when it is taken into

account, it remains ambiguous and very difficult to

adapt. Indeed in the industry can find a set of

techniques dedicated to the strategy. Each has its

own concepts, methods and tools (eg, BCG matrix,

the method MACTOR, SWOT analysis, the

McKinsey 7S, internal value chains ... etc).. These

techniques are often used to plan and coordinate the

business decision process with the Business

Strategy. They are often used by business leaders

and strategy consulting firms. They are thus based

on measurements and performance values, but these

approaches are rarely used in a process of alignment

with the operational level.

At most research approaches alignment does not

always specify explicitly which elements of the

business that are involved in strategic alignment. For

example, Bleistein et al. (Bleistein, 2006) in trying

the method of using B-SCP requirements

engineering for linking high-level requirements

(strategic) with those of lower level, and focusing on

the alignment of strategy business and information

system components. Yu et al. (Yu, 1997) look at the

reasons and contexts (including strategic goals) that

lead to system requirements.

The approach e3 values interest in values

exchange between the network actors. The approach

e3-alignment focuses on the alignment within and

between organizations with respect to: (1) business

strategy, (2) values, (3) business processes, and (4)

IS.

In all these approaches, there is little explicit

links with the elements of the enterprise to align

(strategic and functional level). These models use

either intermediate or dependencies between the

elements, or the decomposition of high level goals

into low-level goals.

Approaches ACEM (Alignment and Evolution

Correction Method) (Etien, 2006) and INSTALL

(Intentional Strategic Alignment) (Thevenet et al.,

2009), fit into the type methods that use an

intermediate model to represent alignment. Note

however that the first (ACEM) addresses the

alignment of IT and business process but do not take

into account the strategy.

Approaches of the dependence that propose to

define dependencies between high-level goals

(strategic) and operational goals. Approaches based

on i * models (Bleistein, 2006), (Yu, 1997) and the

approach of urbanization Longépé (Longépé, 2001)

fall into this category.

Decomposition approaches propose to

decompose high-level goals into lower level goals

(operational). Among these approaches, we find

KAOS or approaches of Enterprise Architecture (eg

Zachman).

2.2 Our Approach

The approach we propose for modeling strategic

alignment is an approach oriented models. This

approach ensures that the models of the strategy are

linked with models of the functional level through a

study of alignment between these 2 levels. Modeling

in the two levels is traditionally expressed in

different languages, and in separated documents. At

the strategic level, one may find concepts like goal,

task, actor, role and indicator. Whereas at the

functional level, one may find object, operation,

function, application etc.

The concept of alignment that we adopt in our

approach is defined as the set of links (impact of

element of model on an element of another model)

between the strategic model and the IS model. Thus,

the degree of alignment is measured by comparing:

(i) the set of linkages between elements of the IS

model and elements of strategic model and (ii) the

aggregate maximum possible links between these

models (figure 2).

For modeling the alignment, our approach

allows:

- Represent elements of the fields of Business

(enterprise strategy) and IT (information system) by

the models.

- Measuring the degree of alignment by checking

similarities between elements of these models.

Functional level

Enterprise strategy

Formalism of the

enterprise

Goals Modeling

Information system

Enterprise architecture

Strategic level

Figure 2: Framework of our approach.

2.3 Strategic Study

In this paper we consider the use of a goal model

approach that supports analysis of strategic business

goals such as I* (Gordijn and Akkermans, 2003) or

the Business Motivation Model (BMM) (Bleistein,

MODELING APPROACH FOR BUSINESS IT ALIGNMENT

459

2006). The I* technique focuses on modeling

strategic dependencies among business agents,

goals, tasks and resources.

The I* model adopts an agent-oriented approach to

model information system requirements. The

intentional elements are the task and the soft goals,

hard goals and can be related the ones to the others

with relations of the type "means ends" and relations

of the decompositions type of spots.

The following figure 3 illustrates the elements of

formalism I* adapted:

Soft goals: are similar to (hard) goals except that the

criteria for the goal's satisfaction are not clear-cut, it

is judged to be sufficiently satisfied from the point

of view of the actor. The means to satisfy such goals

are described via contribution links from other

elements.

Hard goals: Represents and intentional desire of an

actor, the specifics of how the goal is to be satisfied

is not described by the goal. This can be described

through task decomposition

Task: The actor wants to accomplish some specific

task, performed in a particular way. A description of

the specifics of the task may be described by

decomposing the task into further sub-elements.

Contribute to: A positive contribution strong enough

to satisfy a soft goal.

Means end link: These links indicate a relationship

between an end, and a means for attaining it. The

"means" is expressed in the form of a task, since the

notion of task embodies how to do something, with

the "end" is expressed as a goal. In the graphical

notation, the arrowhead points from the means to the

end.

Target: target or indicator is information to help an

actor, individual or collective, to drive action toward

achieving a goal or to enable it to assess the result. It

is that which makes it possible to follow the

objectives defined at the strategic level related to a

high level orientation.

Several authors used the formalism of I * for

strategic modeling due to its flexibility and the

possibility to be used in different contexts. In order

to let this formalism become more adapted to our

approach, we added another element "target».

Indeed, once the objectives are clearly definite, it is

necessary to associate the indicators (target) for the

regular follow-up of the actions implemented at the

functional level. In the figure 3, elements 1, 2,3,4,5

are fundamental elements of formalism I* and the

element 6 (target) is the element added.

This indicator one finds it at the strategic level

(for example in a score board) and operational level

has through its execution.

Figure 3: I* legend adapted.

For this reason one chose approaches based on

models I * (Gordijn and Akkermans, 2003) and

approaches of enterprise architecture (Bleistein,

2006) and which belong to the approaches which

propose to define bonds of the dependence between

the goals.

2.4 Functional Study

At the functional level we have been inspired by the

approach of urbanization (enterprise architecture) for

several reasons:

In the context of urbanization, the functional view is

generally deducted from the business view.

This functional view is designed to meet the needs

of the strategy. The link between the two views is

realized by evaluating their alignment.

This architecture at the functional level use the

metaphors to found the concept structures, in

particular the metaphor of the city is used like base

of information system (Longépé, 2001). Indeed Any

functional architecture comprises several Business

areas. A business area is broken up into several

neighbourhoods (district in notation city). Each

neighbourhood is composed of several blocks. This

last belongs has only one and only one

neighbourhood. A block should never be duplicated

and 2 blocks should never have of exchange direct

(figure 4).

The problems thus consist in making the information

system most reactive possible (i.e. able to evolve

quickly to answer the new requests) while

preserving the informational inheritance of the

enterprise. The urbanization of the information

systems aims at bringing an answer to this need.

ICEIS 2011 - 13th International Conference on Enterprise Information Systems

460

Figure 4: Structure of a business area.

2.5 Alignment Study

It is the most important step in our approach or one

puts in correspondence the strategic indicator with

bloc of plan of urbanization. For this our approach

proposes a projection of the indicators of the

strategic level with the blocks of the urbanization

plan. This confrontation thus will enable us to align

this last with the objectives of the organization.

In this level of the possible dysfunctions of

alignment will be detected. For example it will be

noted can be that such a function is covered by

several application different or a strategic indicator

is supported by no block (figure 5).

3 CASE STUDIES: PROJECT

OF THE MINISTRY OF

HIGHER EDUCATION

(MOROCCO)

The project we have chosen is very important for the

Moroccan government, which is part of a national

program to improve the situation in higher

education. The study of the alignment of this project

will help actors to decide if information system is

aligned with this project. The case study is inspired

from a real project at Rabat University, Morocco.

3.1 Description of the Case

In the context of the reform of higher education in

Morocco, a reorganization of the university cycles

based on LMD System (License - Master -

Doctorate) took place.

Also, important efforts were made to develop the

technical and professional options in each

University.

The objectives of studied project are:

• To improve the internal output of higher

education and the employability of the

award-winnings who arrive on the job market.

• To offer to the students good conditions of

training and lodging.

Some of the awaited results are:

• Creation of almost 124,000 places at the

University;

• Multiplication

by 2 of the capacity of reception

of university.

• Registration

of the 2/3 of all students of higher

education in technical, scientific and

professional options.

• Creation of almost 10,000 places in the halls of

residence.

Corres

ondence Bloc1 Bloc Bloc3 Bloc Bloc

Indicator 1

Indicator 2

Indicator 3

Indicator 4

Figure 5: Correspondence between the blocks and

strategic indicators.

3.2 Strategic Study

In our project we have main strategic goals (1) “To

improve the output interns and the employability of

the award-winnings who arrive on the market” and

(2) “To offer to the students’ good conditions of

training and lodging”. Instead of customer the

university aims to satisfy its users: students, teachers

and administrative staff.

The internal axis process is organized around four

strategic topics:

• To

extend the capacity of reception

• To define the university components of

tomorrow

• To

accelerate the development of technical and

vocational trainings

• To

set up an orientation system and devices of

council.

In order to apply our approach for strategic

alignment to the university Mohamed 5, the first step

consists in the

translation of all objectives of the

project into goal model formalism. (Figure 6)

3.3 Functional Study

At this level, all applications and databases of the

university are listed. After analyzing the existing we

identified three major areas: an area for the activities

of education, area of management of the library and

the archive and the last for the management of

human resources. For example the area of education

Business Area

Neighbourhood

Bloc

MODELING APPROACH FOR BUSINESS IT ALIGNMENT

461

Figure 6: modeling Strategic of the project with the formalism I *.

Figure 7: Cutting areas of the system of information.

A_ Student Affairs

N_Registration

B_new students

B_re-registration

N_Review & deliberation

Breview

B deliberatio

N_Documents management

B_license

Maste

A_Human Resources

A_Library & archives

N_Human resource

management

Q_Training

N_Documentation & archiving

Management

B_human resource

B Trainin

BLibrar

B_archives

ICEIS 2011 - 13th International Conference on Enterprise Information Systems

462

we identified three Neighborhoods that correspond to

three major information systems: information system

for student registration, another for the management

of reviews and deliberations and the last for the

management of cycle master.

In each area we identified a set of blocks that match a

set of application. For example in the neighborhood

"Reviews & Deliberations" we identified two blocks:

one for the management of reviews and the other for

deliberations. (Fig 7)

This step consists in reorganizing the information

systems in order to make them modular (via the

blocks). The block is owner of its data and

treatments; it is in relation with different blocs. For

example in the area of student affairs the

neighborhood of the registration constitutes several

blocks, The block of registration which is dedicated

to the management of the procedure of the

registration of the new students and which is in

relation w the block of management of documents

(license).

3.4 Alignment Study

In the order to link the strategic objectives as define

in the figure 6 to the existing information system as

depicted by figure 7. The aim of this step is to

establish the relation between the indicators with the

neighborhood and blocks in functional level. This

step permits to verify that the university meets the

objectives, and to reorganize these business processes

to meet the expected indicators.

This confrontation will therefore enable us to

align the elements of information systems with

strategic objectives. At this level, some failures of

alignment will be detected. We might find that to be

such an indicator is covered by several different

blocks or a strategic level indicator is not supported

by any block of information system.

For example the indicator “Number of places in

university cities” is not supported by any block,

which shows that there is an alignment problem

between the two levels of abstraction' functional and

strategic.

After this step any corrections may be made to

resolve the alignment problem. There are two distinct

approaches: (1) adaptation of the objectives of the

strategic level with the functional level "top down» or

(2) adapting elements of the functional level so as to

cover the strategic objectives "bottom up".

4 CONCLUSIONS AND

DISCUSSION

In this paper we presented an approach to strategic

alignment convenient and easy to apply. It is an

approach with two levels of modeling (1) a strategic

level model in a formalism for I * (2) a functional

level, based on the approach to enterprise

architecture. The main contribution is to show that a

process of strategic alignment can be implemented in

practice by adapting the model in two levels of

abstraction.

Indicator Target Area Bloc

Increase the number of students

at the University

Creation of nearly

124000 seats in the university

Unsupported

% enrollment in technical and

professional option.

Registration for 2 / 3

of the students in technical

and professional options

A_ Student Affairs

B_new students

Capacity in technical options. Multiplication by 2

of the capacity of the

technical option

A_ Student Affairs

B_new students

Number of

student in technical

options.

10 000 Engineers

and 3 300 Doctors per

year.

A_ Student Affairs

B_new students

Number of places in

university cities

Creation of nearly

10000 places in 10

Cities hosting university

unsupported

Number of

training days for

university staff.

Approximate 1.5

mi l l i o n d a y s o f

training per year for

staff of the Education

A_Human Resources

B_human resource

management

Figure 8: Table of correspondence of the strategic indicators with the block.

MODELING APPROACH FOR BUSINESS IT ALIGNMENT

463

Our approach allows to build the alignment based on

elements belonging to the two abstraction levels

(strategic and functional). The correspondence

between strategic indicators and the blocks of the

information system has allowed us to assess the

alignment.

Our goal then is to improve the quality assessment of

alignment, to determine the degree of alignment and

to locate the level of dysfunction. Also among our

research objectives is to develop a procedure to

correct the alignment. In this way to develop a

procedure that affects the set of step of construction,

evaluation and correction of strategic alignment.

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