A Anhang: Strategic Alignment Maturity Model∗
PA
RT
NE
RS
HIP
Leve
l 1Le
vel 2
Leve
l 3Le
vel 4
Leve
l 5
Cos
t of d
oing
busi
ness
B
ecom
ing
an a
sset
E
nabl
es fu
ture
busi
ness
act
ivity
D
rives
futu
rebu
sine
ss a
ctiv
ity
Par
tner
with
busi
ness
incr
eatin
g va
lue
IT’s
Rol
e in
Str
ateg
ic
Bus
ines
s P
lann
ing
Not
invo
lved
Kri
teri
um
: P
artn
ersh
ip
Ena
bles
bus
ines
spr
oces
ses
D
rives
bus
ines
spr
oces
ses
Ena
bles
or
driv
esbu
sine
ss s
trat
egy
IT
, bus
ines
s ad
apt
quic
kly
to c
hang
e
Sha
red
Ris
ks a
ndR
ewar
dsIT
take
s al
l the
risks
, rec
eive
s no
rew
ards
IT ta
kes
mos
t ris
ksw
ith li
ttle
rew
ard
IT
, bus
ines
s st
art
shar
ing
risks
,re
war
ds
Ris
ks, r
ewar
dsal
way
s sh
ared
M
anag
ers
are
give
n in
cent
ive
to
take
ris
ks
Man
agin
g th
e IT
-B
usin
ess
Rel
atio
n-sh
ip
IT-b
usin
ess
rela
tions
hip
isn’
t m
anag
ed
Man
aged
on
ad-
hoc
basi
s
Pro
cess
es e
xist
bu
t not
alw
ays
follo
wed
Pro
cess
es e
xist
and
com
plie
d w
ith
Pro
cess
es a
reco
ntin
uous
ly im
-pr
oved
Rel
atio
nshi
p/T
rust
Sty
leC
onfli
ct a
ndm
istr
ust
Tra
nsac
tiona
lre
latio
nshi
p IT
bec
omin
g a
valu
ed s
ervi
ce
prov
ider
Long
-ter
m p
artn
er-
ship
P
artn
er, t
rust
edve
ndor
of
IT s
ervi
ces
Bus
ines
s S
pon-
sors
/Cha
mpi
ons
Usu
ally
non
eO
ften
have
a
seni
or IT
spo
n-so
r/ch
ampi
on
IT a
nd b
usin
ess
spon
sor/
cham
pion
at
uni
t lev
el
Bus
ines
s sp
on-
sor/
cham
pion
at
corp
orat
e le
vel
CE
O is
the
busi
ness
spo
nsor
/ch
ampi
on
Bus
ines
s P
erce
ptio
nof
IT
∗In Anlehnung an [Luftman00].
219I. Bashiri et al., Strategic Alignment, Informatik im Fokus,DOI 10.1007/978-3-642-11438-0, C© Springer-Verlag Berlin Heidelberg 2010
220 A Anhang: Strategic Alignment Maturity Model
Krit
eriu
m:C
omm
unic
atio
n
CO
MM
UN
ICAT
ION
Leve
l 1Le
vel 2
Leve
l 3Le
vel 4
Leve
l 5
IT
man
agem
ent
la
cks
unde
rsta
nd-
in
g
M
anag
ers
lack
un
ders
tand
ing
C
asua
l con
vers
a-
tion
and
mee
tings
B
usin
ess
to IT
only
; for
mal
A
d-ho
c
N
one
or u
se o
nly
as
nee
ded
L
imite
d un
ders
tand
-
ing
by IT
man
age-
m
ent
Li
mite
d un
ders
tand
-
ing
by m
anag
ers
N
ewsl
ette
rs,
r
epor
ts, g
roup
e-m
ail
O
ne-w
ay, s
ome
w
hat i
nfor
mal
S
ome
stru
ctur
ed
sha
ring
emer
ging
P
rimar
y
IT b
usin
ess
link
G
ood
un
ders
tand
ing
by
IT
man
agem
ent
G
ood
un
ders
tand
ing
by
man
ager
s
T
rain
ing,
dep
art-
m
enta
l mee
tings
T
wo-
way
, for
mal
S
truc
ture
d ar
ound
key
proc
esse
s
F
acili
tate
know
ledg
e tr
ansf
er
U
nder
stan
ding
en
cour
aged
am
ong
IT s
taff
U
nder
stan
ding
en
cour
aged
amon
g st
aff
F
orm
al m
etho
ds
spon
sore
d by
sen
ior
m
anag
emen
t
T
wo-
way
, som
e
wha
t inf
orm
al
F
orm
al s
harin
g
at a
ll le
vels
F
acili
tate
rel
atio
n-
ship
-bui
ldin
g
U
nder
stan
ding
re
quire
d of
all
IT
staf
f
U
nder
stan
ding
requ
ired
of s
taff
Le
arni
ng m
onito
red
fo
r ef
fect
iven
ess
T
wo-
way
, inf
orm
al
and
flexi
ble
F
orm
al s
harin
g
with
par
tner
s
B
uild
rel
atio
nshi
p
with
par
tner
s
Und
erst
andi
ng o
fB
usin
ess
by IT
Und
erst
andi
ng o
f IT
by B
usin
ess
Org
aniz
atio
nal
Lear
ning
Sty
le a
nd E
ase
ofA
cces
s
Leve
ragi
ng In
telle
c-tu
al A
sset
s
IT-B
usin
ess
Liai
son
Sta
ff
A Anhang: Strategic Alignment Maturity Model 221
Krit
eriu
m:H
uman
Res
ourc
es
Leve
l 1Le
vel 2
Leve
l 3Le
vel 4
Leve
l 5
Dis
cour
aged
Som
ewha
t enc
our-
aged
at u
nit l
evel
S
tron
gly
enco
urag
edat
uni
t lev
el
Als
o at
cor
pora
tele
vel
Als
o w
ith p
artn
ers
Key
IT H
R D
ecis
ion
Mak
er(s
)T
op b
usin
ess
and
IT m
anag
emen
t at
corp
orat
e le
vel
Sam
e, w
ith e
mer
g-in
g fu
nctio
nal i
nflu
-en
ce
Top
bus
ines
s an
dun
it m
anag
emen
t;IT
adv
ises
Top
bus
ines
s an
dIT
man
agem
ent
acro
ss fi
rm
Top
man
agem
ent
acro
ss fi
rm a
ndpa
rtne
rs
Cha
nge
Rea
dine
ssT
end
to r
esis
tch
ange
Cha
nge
read
ines
spr
ogra
ms
emer
ging
P
rogr
ams
in p
lace
at
func
tiona
l lev
el
Pro
gram
s in
pla
ce a
t cor
pora
te le
vel
Als
o pr
oact
ive
and
antic
ipat
e ch
ange
Car
eer-
Cro
ssov
erO
ppor
tuni
ties
Job
tran
sfer
s ra
rely
occu
rO
ccas
iona
lly o
ccur
with
in u
nit
Reg
ular
ly o
ccur
for
unit
man
agem
ent
Reg
ular
ly o
ccur
at
all u
nit l
evel
s
Als
o at
cor
pora
tele
vel
Cro
ss-F
unct
iona
lT
rain
ing
and
Job
Rot
atio
n
No
oppo
rtun
ities
Dec
ided
by
units
F
orm
al p
rogr
ams
run
by a
ll un
its
Als
o ac
ross
ent
er-
pris
e A
lso
with
par
tner
s
Soc
ial I
nter
actio
nM
inim
al IT
-B
usin
ess
inte
rac-
tion
Str
ictly
a b
usin
ess-
only
rel
atio
nshi
p T
rust
and
con
fi-de
nce
is s
tart
ing
Tru
st a
nd c
onfi-
denc
e ac
hiev
ed
Atta
ined
with
cust
omer
s an
d pa
rtne
rs
Attr
act a
nd R
etai
nT
op T
alen
t N
o re
tent
ion
prog
ram
; poo
r re
crui
ting
IT h
iring
focu
sed
onte
chni
cal s
kills
T
echn
olog
y an
dbu
sine
ss fo
cus;
rete
ntio
n pr
ogra
m
For
mal
pro
gram
for
hirin
g an
d re
tain
ing
Effe
ctiv
e pr
ogra
mfo
r hi
ring
and
reta
inin
g
Inno
vativ
e, E
ntre
-pr
eneu
rial E
nviro
n-m
ent
HU
MA
N R
ES
OU
RC
ES
222 A Anhang: Strategic Alignment Maturity Model
Krit
eriu
m:M
etric
s
ME
TR
ICS
Lev
el 1
Lev
el 2
Lev
el 3
Lev
el 4
Lev
el 5
IT M
etric
sT
echn
ical
onl
yT
echn
ical
, cos
t;m
etric
s ra
rely
re-
view
ed
Rev
iew
, act
on
tech
nica
l, R
OI m
et-
rics
Als
o m
easu
re
effe
ctiv
enes
s A
lso
mea
sure
bu
sine
ss o
ppor
tuni
-tie
s, H
R, p
artn
ers
Bus
ines
s M
etric
sIT
inve
stm
ents
mea
sure
d ra
rely
, if
ever
Cos
t/uni
t; ra
rely
re
view
ed R
evie
w, a
ct o
n R
OI,
cos
t A
lso
mea
sure
cu
s tom
er v
alue
B
alan
ced
scor
ecar
d,in
clud
es p
artn
ers
Link
Bet
wee
n IT
and
B
usin
ess
Met
ricV
alue
of I
T in
vest
-m
ents
rar
ely
mea
sure
d
Bus
ines
s, IT
met
rics
not l
inke
d B
usin
ess,
IT m
etric
s be
com
ing
linke
d F
orm
ally
link
ed;
revi
ewed
and
act
ed
upon
Bal
ance
d sc
orec
ard,
in
clud
es p
artn
ers
Ser
vice
Lev
el A
gree
-e-
men
tsU
se s
pora
dica
llyW
ith u
nits
for
tech
nolo
gy p
er-
form
ance
With
uni
ts; b
ecom
-in
g en
terp
risew
ide
Ent
erpr
isew
ide
Incl
udes
par
tner
s
Ben
c hm
arki
ng1
Sel
dom
or
neve
rS
omet
imes
ben
ch-
mar
k in
form
ally
M
ay b
ench
mar
k fo
rmal
ly, s
eldo
m a
ct
Rou
tinel
y be
nch-
mar
k, u
sual
ly a
ct
Rou
tinel
y be
nch-
mar
k, a
ct a
nd m
eas-
ure
resu
lts
For
mal
ly A
sses
s IT
In
vest
men
tsD
on’t
asse
ss O
nly
whe
n th
ere’
s a
pro
blem
B
ecom
ing
a ro
utin
e oc
curr
ence
R
outin
ely
asse
ss
and
act o
n fin
ding
s R
outin
ely
asse
ss,a
ct
and
mea
sure
Con
tinuo
us I m
-pr
ovem
ent P
ract
ices
Non
eF
ew; e
ffect
iven
ess
not m
easu
red
Few
, sta
rtin
g to
m
easu
re e
ffect
ive-
ness
Man
y, fr
eque
ntly
m
easu
re e
ffect
ive-
ness
Pra
ctic
es a
nd
mea
sure
s w
ell
esta
blis
hed
A Anhang: Strategic Alignment Maturity Model 223
Krit
eriu
m:G
over
nanc
e
GO
VE
RN
AN
CE
Leve
l 1Le
vel 2
Leve
l 3Le
vel 4
Leve
l 5
Not
don
e, o
r do
neas
nee
ded
At u
nit f
unct
iona
lle
vel;
slig
ht IT
inpu
t S
ome
IT in
put a
ndcr
oss-
func
tiona
lpl
anni
ng
At u
nit a
nd e
nter
-pr
ise,
with
IT
With
IT a
nd p
artn
ers
Not
don
e, o
r do
neas
nee
ded
At u
nit l
evel
; slig
htbu
sine
ss in
put
Som
e bu
sine
ss in
put
and
cros
s-fu
nctio
nal
plan
ning
At u
nit a
nd e
nter
-pr
ise,
with
bus
ines
s W
ith p
artn
ers
Cen
tral
ized
or
dece
ntra
lized
Cen
tral
ized
or
dece
ntra
lized
; som
eco
-loca
tion
Cen
tral
ized
, dec
en-
tral
ized
or
fede
ral
Fed
eral
F
eder
al
CIO
rep
orts
to
CF
O
CIO
rep
orts
to C
FO
C
IO r
epor
ts to
CO
O
CIO
rep
orts
to C
OO
or C
EO
C
IO r
epor
ts to
CE
O
How
IT is
Bud
gete
dC
ost c
ente
r by
uni
t C
ost c
ente
r by
uni
t S
ome
proj
ects
trea
ted
as in
vest
-m
ents
IT tr
eate
d as
inve
stm
ent
Pro
fit c
ente
r
Pro
duct
ivity
,ef
ficie
ncy
Pro
duct
ivity
,ef
ficie
ncy
A
lso
a pr
oces
sen
able
r
Pro
cess
driv
er,
stra
tegy
ena
bler
C
ompe
titiv
e ad
van-
tage
, pro
fit
Don
’t ha
veM
eet i
nfor
mal
ly a
sne
eded
F
orm
al c
omm
ittee
sm
eet r
egul
arly
P
rove
n to
be
effe
ctiv
e
Als
o in
clud
esex
tern
al p
artn
ers
Rea
ct to
bus
ines
sor
IT n
eed
Det
erm
ined
by
ITfu
nctio
n
Det
erm
ined
by
busi
ness
func
tion
M
utua
lly d
eter
-m
ined
P
artn
ers’
prio
ritie
sar
e co
nsid
ered
For
mal
Bus
ines
sS
trat
egy
Pla
nnin
g
For
mal
IT S
trat
egy
Pla
nnin
g
Org
aniz
atio
n S
truc
-tu
re
Rep
ortin
g R
elat
ion-
ship
Rat
iona
le fo
r IT
Spe
ndin
g
Sen
ior-
leve
l IT
Ste
erin
g C
omm
it-te
e(s)
How
Pro
ject
s ar
eP
riorit
ized
224 A Anhang: Strategic Alignment Maturity Model
Krit
eriu
m:T
echn
olog
y
TE
CH
NO
LOG
YLe
vel 1
Leve
l 2Le
vel 3
Leve
l 4Le
vel 5
Prim
ary
Sys
tem
sT
radi
tiona
l offi
cesu
ppor
t T
rans
actio
n or
ient
ed
Bus
ines
s pr
oces
sen
able
r
Bus
ines
s pr
oces
sdr
iver
B
usin
ess
stra
tegy
enab
ler/
driv
er
Sta
ndar
dsN
one
or n
oten
forc
ed
Def
ined
, enf
orce
d at
func
tiona
l lev
el
Em
ergi
ng c
oord
ina-
tion
acro
ss fu
nctio
ns
Def
ined
, enf
orce
dac
ross
func
tions
A
lso
coor
dina
ted
with
par
tner
s
Arc
hite
ctur
al In
tegr
a-tio
nN
ot w
ell i
nteg
rate
dW
ithin
uni
t In
tegr
ated
acr
oss
func
tions
B
egin
s to
be
inte
-gr
ated
with
par
tner
s In
tegr
ated
with
part
ners
How
IT In
fras
truc
ture
is P
erce
ived
A
util
ity; r
un a
t am
inim
um c
ost
Bec
omin
g dr
iven
by
busi
ness
str
ateg
y
Driv
en b
y bu
sine
ssst
rate
gy
Beg
inni
ng to
hel
pbu
sine
ss r
espo
nd to
chan
ge
Ena
bles
fast
re-
spon
se to
cha
ngin
gm
arke
t
A Anhang: Strategic Alignment Maturity Model 225
Level 1 -Ini al/Ad-hoc Processes
Communica ons: Business/IT lack understandingValue: Some technical measurementsGovernance: No formal process, cost center, reac ve priori esPartnership: Con�ict; IT is a cost of doing businessScope & Architecture: Tradi onal (e.g., accoun ng, email)Skills: IT takes risk, li le reward; technical training only
Level 2 -Commi ed Processes
Communica ons: Limited business/IT understanding Value: Measures func onal cost efficiencyGovernance: Tac cal at func onal level, occasionally responsivePartnership: IT emerging as an asset; process enablerScope & Architecture: Transac onal (e.g., ESS, DSS)Skills: Differs across func onal organiza ons
Level 3 -Established, Focused Processes
Com.: Good understanding; relaxed communica ons emergingVal.: Measures some cost effec veness; dashboard establishedGovernance: Relevant process across the organiza onPartn.: IT is as an asset; process driver; con�ict seen as crea veScope & Architecture: Integrated across the organiza onS.: Emerg. value service provider; balanced techn. & bus. hiring
Level 4 -Improved, Managed Processes
Communica ons: Bonding, uni�edValue: Measures cost effec veness; dashboard managedGovernance: Managed across the organiza onPartnership: IT enables/drives business strategyScope & Architecture: Integrated with partnersSkills: Shared risks and rewards
Level 5 -Op mized Processes
Communica ons: Informal, pervasiveValue: Measures extended to external partnersGovernance: Integrated across the �rm and partnersPartnership: IT-business adap ve and improvise togetherScope & Architecture: Evolve with partnersSkills: Educa on/careers/rewards across the organiza on
Level 1 -Ini al/Ad-hoc Processes
Communica ons: Business/IT lack understandingValue: Some technical measurementsGovernance: No formal process, cost center, reac ve priori esPartnership: Con�ict; IT is a cost of doing businessScope & Architecture: Tradi onal (e.g., accoun ng, email)Skills: IT takes risk, li le reward; technical training only
Level 1 -Ini al/Ad-hoc Processes
Communica ons: Business/IT lack understandingValue: Some technical measurementsGovernance: No formal process, cost center, reac ve priori esPartnership: Confliict; IT is a cost of doing businessScope & Architecture: Tradi onal (e.g., accoun ng, email)Skills: IT takes risk, li le reward; technical training only
Level 2 -Commi ed Processes
Communica ons: Limited business/IT understanding Value: Measures func onal cost efficiencyGovernance: Tac cal at func onal level, occasionally responsivePartnership: IT emerging as an asset; process enablerScope & Architecture: Transac onal (e.g., ESS, DSS)Skills: Differs across func onal organiza ons
Level 2 -Commi ed Processes
Communica ons: Limited business/IT understanding Value: Measures func onal cost efficiencyGovernance: Tac cal at func onal level, occasionally responsivePartnership: IT emerging as an asset; process enablerScope & Architecture: Transac onal (e.g., ESS, DSS)Skills: Differs across func onal organiza ons
Level 3 -Established, Focused Processes
Com.: Good understanding; relaxed communica ons emergingVal.: Measures some cost effec veness; dashboard establishedGovernance: Relevant process across the organiza onPartn.: IT is as an asset; process driver; conflict seen as crea veScope & Architecture: Integrated across the organiza onS.: Emerg. value service provider; balanced techn. & bus. hiring
Level 4 -Improved, Managed Processes
Bonding, unifiedValue: Measures cost effec veness; dashboard managedGovernance: Managed across the organiza onPartnership: IT enables/drives business strategyScope & Architecture: Integrated with partnersSkills: Shared risks and rewards
Level 5 -Op mized Processes
Communica ons: Informal, pervasiveValue: Measures extended to external partnersGovernance: Integrated across the �rm and partnersPartnership: IT-business adap ve and improvise togetherScope & Architecture: Evolve with partnersSkills: Educa on/careers/rewards across the organiza on
Level 5 -Op mized Processes
Communica ons:
Communica ons:
Informal, pervasiveValue: Measures extended to external partnersGovernance: Integrated across the firm and partnersPartnership: IT-business adap ve and improvise togetherScope & Architecture: Evolve with partnersSkills: Educa on/careers/rewards across the organiza on
Abb. A1: SAMM Maturity Level
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Index
Ablaufplan, 144Alignment Paradoxon, 74Applikationsarchitektur,
114Arbeitsplan, 145
Balanced Scorecard, 19BICC, 153, 170, 205, 215BI-Competence Center,
153, 176BI-Governance, 149, 161,
205BI-Lifecycle, 171BI-Programm, 204BI-Programm Manager, 181BI-Prozessmonitoring, 175BI-Strategie, 149, 162BI-Strategieentwicklung,
163BI-Strategieformulierung,
167BI-strategische Analyse,
164BI-Systeme, 148BI-Zielbildung, 164
BusinessAnalyst/Architect, 181
Business Cases, 100Business Information
Warehouse, 148Business Intelligence, 147Business System Planning,
32Business Value, 43, 73Business-IT Alignment, 36
Capability Maturity Model,65
Checkliste fur Erfolgsfak-toren, 93
CMM, 65Communications, 67Competency, 68Competitive Potential
Alignment, 62Customer Relationship
Management, 149
Data Steward, 181Data Warehouse, 148Defender, 48
248 Index
Demand- und Portfolio-Management, 92
Demand-Management, 97
Einflussfaktoren, 90Ereignisgesteuerten
Prozesskette, 114Erfolgsfaktoren, 48, 91, 212
Five Ps For Strategy, 13Functional Integration, 59Funktionsbereichsstrategie,
20
Geschaftsbereichsstrategie,20
Geschaftsprozess-modellierung, 114
Governancephase, 121
Information CapitalReadiness, 101
Innovationsmanagement,130
Investitionsrahmens, 94Ist-Analyse, 113IT-Business Alignment
Cycle, 79IT-Card, 82, 122, 132, 214IT-Controlling, 131IT-Governance, 127, 151IT-Performance Measure-
ment, 131
IT-Projektplanung, 130IT-Strategie, 21, 31, 62, 89IT-Strategiedefinitionen, 22IT-Zielbildung, 26IT-Zustandigkeiten, 129
Kapazitatsplan, 145Kennzahl, 133Kennzahlen-Steckbrief, 135Kennzahlensystem, 133Kosten-/ Nutzenplan, 145KPI, 125KPI-Cockpit, 141KPI-Steuerung, 132
Misalignment, 31Modellierungsphase, 109
Nutzwertanalyse, 106
Online-Analytical-Processing, 149
Operational Alignment, 40,217
Partnership, 67Portfolio Management, 99Praferenzmatrix, 107Projektcontrolling, 144Projektmanagement, 142Projektstrukturplan, 144
Rollenverteilung, 128
Index 249
SAM, 33, 55, 73SAMM, 33, 64, 116Scope and Architecture, 68Service Cost Framework,
99Service Level Agreement,
98Service Level Management,
99Skills, 69Soll-Konzeption, 116Steuerungsprozesse, 130Strategic Alignment, 32Strategic Alignment
Maturity Assessment,116
Strategic AlignmentMaturity Model, 64
Strategic Alignment Model,55
Strategic Alignment,Definition, 30
Strategic Alignment,Historie, 32
Strategic BI-Alignment, 160Strategic Fit, 59Strategie, Beabsichtigte, 14Strategie, Bewusste, 14Strategie, Realisierte, 14Strategie, Unrealisierte, 14Strategieformulierung, 18Strategieimplementierung,
18
Strategie-Prozess-Synchronisation,78
Strategische Analyse, 17Strategische Wahl, 18Strategy Execution, 60SWOT-Analyse, 19, 87Systemlandschaft, 114
Technischer Berater, 181Technology Transforma-
tion, 61Terminplan, 145
Umweltanalyse, 17Unternehmensanalyse, 17Unternehmensstrategie, 7,
60Unternehmensstrategie,
Grundfragen, 15
Value Measurements, 68Vermittlungsstelle, 98Volkswagen AG, 201
Wertreiberbaum, 119Wertschopfungskette, 43,
114Wettbewerbsvorteile,
Strategic Alignment, 44Wirtschaftlichkeitsanalyse,
86
Zielbildung, 17
