Long term Strategy
Today, most organisations consider the employment of Information Technology (IT) or Information Systems (IS) in business operations as one of the critical components of successful organisational. As Barlow (1990) provides, Strategic Information System (SIS) exercise should align with SIS objectives for the realisation of business strategic goals.
This phenomenon also seeks to unlock business strategic opportunities and provide competitive advantage. IS has enabled coordination and management and lack of experience and resources required to ensure implementation pose challenges to a company planning to operate globally.
Additionally, overall success of an integrated business objective is stated by Pant and Hsu (1995) to “depend upon the organisation structure, the level of IT experience within the company and the availability of information resources” (p.17).
This, therefore, implies that IS is indeed a management function and requires the integration of both impact and aligned views of innovative and competitive intelligence of an organisation. It has also increased the realisation of IS application to a firm’s strategic activities enabling efficiency while improving business performances.
In WBS proposal implementation, the essay first introduced the definition and application of WBS followed by the project analysis. The focus dwells on how the software will be adopted in the organisation following the approach of MS Project.
The next section discusses the assessment of IS leadership and governance with regard to its structure, quick application and agile development. Finally, we discuss the importance of IS capabilities required to realise IS benefits one of the most challenging aspects of system development.
The proposal concludes with a discussion of key roles played. In many circumstances, construction of WBS will follow four fundamental phases as stated by to include; planning, analysis, design and implementation (QuantumPM 2008, p.2).
The proposal will outline steps and techniques required to produce certain deliverables to achieve gradual refinement. The essay will detail the procedures required for system construction and take us through the implementation phase leading us to the actual system (application).
Overview of the BT Financial Group
BT Financial Group is as a large wealth management institution, which is a subsidiary of Westpac, the leading bank in Australia. This combination now invest more than ninety-five billion Australian Dollars ($95 AUD billions) The group provides a wide range of services, which include retirement products, superannuation, private banking, financial services, and insurance services (BT 2011).
The bank posted promising results in the previous financial year despite economic turmoil with a 20% increase in productivity. This industry involves working with high net worth clients, although St George Private Agents and Westpac Bank possess the bulk of the market in deposits and mortgages. However, an opportunity remains to attract additional clients in investment, retirement solutions, superannuation and insurance products.
Strength and Opportunities
The growth in super growth opportunity is anticipated to change in the next few decades where individuals aged 65 years and above, which accounted for 12.8 percent of the total population in the 2003, will increase to 26.1 percent by 2045 (ABS 2007).
This trend implies that there will be fewer people of working age to provide support, thereby meaning retirees will increase their share of the superannuation market. This age group provides a lucrative potential opportunity for the company.
Financial facts show that by 2022, retirees will increase their shares of superannuation market to 73 per cent. This is increase will place it in a better position in the target demographic. Moreover, the vast majority of investment firms are striving to attract new customers while gaining competitive advantages.
Many studies also illustrate that Australians are becoming healthier and wealthier than ever before. In fact, the living standard in Australia account for the second-highest life expectancy amongst OECD countries.
The anticipation to increase SG of 12% will increase its shares in SMSF markets and also increase its ability to penetrate banking markets. This will also help the company capture growth retirement assets due to its ability to capture compulsory offer.
Growth in retirement market grew by $ trillion and its anticipated growth over the next 10 years in retirement markets is expected to triple accelerating growth by 11% subsequently leading to $1 trillion.
SMSF assets growth in assets amounted to $421B, which is one-third of the supermarket. This provides a massive opportunity to capture market growth in the banking sector. Also, its ability to provide support infrastructures will evidently increase its growth and attract more health in HNW customers.
Threats
BT has concentrated in many products limiting its time to make most of…and to keep up with what’s happening in the current markets, in terms of technology and opportunities to offer its customers.
BT is facing challenges in distinguishing between wholesalers and retailers investors creating irregular flow of disclosure information to its target customers wants to. The company superannuation fund is not subjected to the same wholesale test that applies to other entities (BT 2011, p.6).
BT lacks the architecture to support BB and BC and the required infrastructure to support future scale. The alignment of such IT or IS strategies for business operations should match business needs and the environment where business activities occur. In the event of a mismatch, business actions may be negatively affected (Silva, Plazaola & Ekstedt 2006).
This underlines the need to examine this scenario in a real organisation. Therefore, this paper examines the case of BT Financial Group in terms of its competitive situation and the capacity of IT to assist its business strategic opportunities and proposes for WBS software program for the organisation.
In addition, the company’s strategic business risks and opportunities, and the potential role of IS to address these risks and opportunities will be explored.
Software implementation for Work Breakdown Structure
WIB software application is integrated in the Strategic Information System (SIS) to enable us understand how information system works. Work Breakdown Structure for BT Financial Group will be built using Quantum PM’S WBS Director Software package.
The alignment of WBS into SIS will help support business needs that will ensure the software is developed and delivering to the intended users. The company project managers will work hand in hand with software developers to ensure the project is not cancelled before completion.
Planning
WIB software developed will adequately planned to enable the organisation understand why and when the proposed information system should be built. Here, the organisation is given an opportunity to assess the system’s business value in terms of how it will lower operation costs or even increase profits.
For proper analysis, departments such as accounting or marketing departments should be included in the system request. It is also important to conduct a feasible analysis to assess how the system supports the need of the organisation and creates value.
The assessment can either be built on technical, economic or organisational feasibility depending on their ability to produce business value. Therefore, the creation of WBS will require a work plan that will help put techniques in place to help the project manager control and direct the project through the entire implementation.
WBS software will be aligned with the organisation Microsoft Project schedule as a work package and completed by outlining the detailed activities, resources and effort components. WBS software is built using standard scheduling capabilities of MS Project.
WBS Director will be integrated inside MS Project to enable project managers safeguard the WBS Structure and the objectives of the project while keeping it tightly aligned into the work schedule. When applied correctly, WBS can serve as a competitive intelligence in business operations.
Technology-enabled business solutions have facilitated globalisation of business operations through retail and wholesale transactions such as global banking. Web-based electronic banking solutions, on the other hand, have eliminated time and distance barriers by attracting worldwide markets.
As a control and coordinative function, IT has facilitated financial and human resources services increasing the global nature of interdependent to information system, which in turn enhances business strategy.
WBS software will, in this case, deliver to its users significantly early. This requires well planned and more integrated features like the originally planned. To avoid failure, the project will be presented to system analysts of BT Financial Group and different departments to help identify opportunities, analyse business situations, and align in with IS to implement them.
This requires collaboration with different departments, employees and organisations to learn how they conduct their business. BT Financial Group will in this regard work with a team of system analysts and, programmers on a mission to automate routine tasks without changing business processes.
While multihoming is generally used to eliminate network failures, Cassidy applies it to save data transfer costs as the site can use several Internet Service Providers (ISP) and route data traffic to a certain ISP.
On the contrary though, Information system managers in Cassidy when attempting to connect employees in various department fails to implement data protection rules when spying on employees who engage in leisure browsing activities while at work.
These problems have always been attributed to adequate education on employee privacy due to lack of resources, insufficient planning process and output related problems (Hinden 2010). Failure to hire technical expertise commitment to carrying out the final plan increases fault intolerance and redundancy because when a lot of office hours are spend on leisure browsing resulting to low outputs.
In this regard, resources are required to carry out strategic information system planning, finding team leader with adequate knowledge in computer support and offering education on data protection legislation. In this regard, top management executives should ensure company objectives are not detailed, lengthy and complex, otherwise information system application may be of no value.
Where the objective of an organisation aligns with IS strategy, Barlow (1990) argues that “the large number of methodologies that have been developed can often add confusion rather than clarify to the (IS) planning process” (p.6).
Merely as a tool for integrating business strategies, SIS is indeed a management function that helps identify weakest areas in organisation and providing the best management systems. System developed make significant business impact and understanding IS practice is important in helping an organisation maximise the return on its information technology investment while meeting its data processing needs.
On turning on the question of literacy, integration of information technology in management functions has automated routine tasks without changing business processes, resulting to high productivity. It is also plausible to argue that application of IS has hugely reduced organisation operation expenses by flattening an organisation and adding value to the existing processes.
System developed make significant business impacts and the WIB primary objective being increasing profits, QuantumPM (2008) quotes that “through understanding of SIS that would support organisation goals, current business processes and another information system to provide value” (p.3). The goal of WBS integration into BT Financial Group is to enable the organisation perform work better and serve its departments more effectively.
By definition, SIS challenges the usual way of organising work. WBS software will actively apply its ideas and concepts throughout the system development to ensure work automation. The picture in figure 1 shows a graphical interface of WIB Director and explains the logical work packages and describes the scope of the element.
Analysis
This section tries to answer the question; who is the intended system user? What will the system will do? When and where the system application will be required?
Here, before implementation, a system analyst together with organisation team members identify improvement opportunities and develops a concept for the new system. These are then compiled in system concepts and models, which are modelled into a system proposal. In essence, WBS analysis describes what BT Financial Group should meet for effective integration.
WBS Design
As demonstrated in figure 2, WBS plan describes how the system will operate, in terms of software application, user interface and the MS Project needed. The design strategy will require using as existing software packaged of MS Project, which will be integrated in the company’s own programs.
The second step requires the development of architecture design as explained in figure 2, which describes how the software will be applied and the relevant network infrastructure. Since the MS infrastructure already exists in the organisation, the new SIS software specifies how users will navigation through the system and methods such as menus and on-screen buttons that will be used.
Third, data file that specifies software use are developed. Lastly, system developers will define and explain exactly what each program will do, which will be followed by implementation strategy. Here the project database and file specification, interface and program design will be explained.
Implementation of the Proposal IS
Implementation stage starts with system plan, which is then built and tested to ensure WBS fulfils its intended purpose.
Secondly, in the installation stage, WBS will require conversion strategy whereby the new developed software will slowly and gradually introduced into BT Financial Group which will then be followed by training of employees. Lastly, establishing a support plan for the system to help in identifying changes that may be required in the system implementation is required (Dennise 2005, p.1).
The WBS demonstration in figure 2 can be modified to fit BT Financial Group-specific needs. One more reason for increasing the importance of information technologies is the re-organisation of departments and corporations.
It has been evidenced that office automation functions have realised reduced operational costs and facilitated efficiency through flattening an organisation and consolidating the support functions such as clerical and secretarial to enable faster data processing as evident in many telecommunication companies.
Also, the increased domestic mergers and acquisitions were facilitated by integration and consolidation of information systems, which enabled companies realised their capital investment through reduced operation costs. Realisation of corporate strategic resource requires re-organisation and rationalisation of respective information technologies.
In crisis management, for instance, Sheth (1994) urges the need to recognised adequate information technologies when he stated “is it possible to prevent, abate, contain or at least quickly respond to corporate crises such as earthquakes, major fire, random shootings, or stealing proprietary information” (p.9).
Strategic opportunities that businesses adopt to enhance innovative services for future growth are typically perceived as survival strategies aimed at mitigating unforeseen challenges.
In reality, contemporary technological trends indicate a clear movement from customised applications, large enterprise solutions and offline applications to smaller, standardised and connected service-based applications (Ross, Verclas& Levine 2010). Therefore, future business information systems and strategies at BT Financial Group should reflect this direction.
The organisational structure of BT is configured into several departmental divisions where each one has a distinct IT unit responsible for IT services. This approach is helpful in building competitive advantage. These organisational divisions include Advice & Private Bank, Asgard & Customer Service, Super and Investment Solutions, Technology and Insurance, Architecture and Integration, and Technology Support.
In addition, BT’s CIO has a strategic role in the organisation in terms of IS, including diminishing direct line responsibilities, increasing staff orientation, and corporate responsibility for information resource policy and strategy (Lawry, Wadell& Singh 2008). Moreover, the CIO has successfully promoted IS plans in the organisation to attain set goals and targets.
This has acted as an opportunity for BT to advance its strategic plans and avail of a platform for future growth. Accordingly, BT’s configuration and the role of the CIO are crucial to develop competitive advantage.
Additionally, the success of the BT Financial Group in the industry has been thanks to its critical success factors (CSF) in numerous fields. One noteworthy CSF for BT has been a strong IT strategy that was adopted and implemented in the organisation.
This particular IT strategy has led to greater usage of modern and advanced IS. The critical importance of IT to BT has been recently formalised in a five-year information plan, which has been adopted. This plan is intended to span to 2014, and is tailored to provide a more proactive CSF in the future.
Moreover, sound management of the company is another one of its CSFs by managerial support of ongoing collaborative efforts and training of its entire workforce. For example, senior management provides workshop-training services to clarify divisional directions and to focus on specific opportunities within each division.
It is likely that effective management of BT will continue to serve as a CSF to meet current and future risks and opportunities. Thus, the adoption of clear strategies and high-quality management represent vital CSFs for BT.
Importance of SIS Capabilities
Strategic information system (SIS) is increasingly becoming important integration unit in many business application services. This approach to strategy formation has influenced the forces will see today in global markets. It is especially true that SIS has influenced strategic planning and is constantly improving company operations in significant ways.
Its contribution and impacts to organisations have sufficiently supported the new role of information system and technology, which captures and challenges while improving performance and realising gains of its investment.
SIS is a practice that ted to regard application regimes such as planning, connecting structurally to different access points with multiple applications and directly to the information system to arrive at consistent economic evaluation of information system investment (Rockart 1979).
This system will enable the company to connect with various business partners on-line as well as customers behind the virtual firewalls creating more flexibility, scalability, extensibility and integration across the company’s distribution channels.
In addition, the Extranet will help the company to extend key information on business partners throughout the supply chain hence facilitating collaborative relationships between the company’s employees and partners.
The company should implement KM capability that ensures IT- strategic management and firm’s performance (Chan 2007, p125-150). This will help the company to ensure that it achieves company performance at the same time sharing knowledge on resource exploitation, renew and firm growth.
Pant and Hsu (1995) define SIS as “the analysis of a corporation’s information and processes using businesses information models together with the evaluation of risk, current needs and requirements” (p.1). In this regard, SIS should be generally understood as a critical requirement to corporate data processing and development of computer-based system that response to company’s needs.
Consequently, realisation of the need to make information system importance to organisation has become practical bringing with it an intertwined relationship between information system function and corporate strategy (Pavri and & Ang 1995; Beath and Orlikowski 1994; Porter and Miller 1985).
Thought to be particularly important to today’s competitive markets, SIS applications have been widely used as backroom operation in first line support services to deal with day to day mundane tasks leaving office operations to concentrate on strategic planning (Lederer1992).
SIS planning begins with identification of needs followed by a strategic implementation that begins with what Pant and Hsu (1995) states as “objectives, priorities, and authorisation of information system projects need to be formalised” (p.1).
In other words, beginning with simple tasks then slowly progressing to complex information and support system levels requires as stated in Pant and Hsu (1995) article as “identification of system development plan that identifies specific projects slated for the future are required, priorities for each project and for resources, general procedures and constraints for each application area” (p.2).
In other words, SIS plans to integrate into the corporate system should be specific and adequate to allow understanding of each application, and to understand its procedural order of development. This simply means that organisations should provide a new checklist to ensure the most critical priorities are met first.
King (1995) article on SIS argued that “a strategic capability architecture- a flexible and continuous improving infrastructure of organisation capabilities- is the primary basis for a company’s sustainable competitive advantage” (p.67). He stresses on the need for continuous updating and improving of information system application to align with firm’s strategic objectives against its capabilities.
Also defined by Pant and Hsu (1995) as “a networked, integrated system, available and supportive to users, relate to business strategy, and enable the business-business driven” (p.4), it is indeed true that SIS is a prerequisite of management functions and its application is critical to company’s future success.
Corporate functions align with information use and needs with the strategic direction of a company increase strategic importance of information technologies (Battaglia 1991; Hsu and Rattner 1993). Deliverance mechanisms of information technology projects specifically rely on aspects such as computer-integrated manufacturing such as electronic data interchange and mails as well as providing links to suppliers.
In factory application, information technology has been critical in providing future strategic sustainment for existing businesses. This application is evident in employee database and maintenance of scheduling. It has also had the strongest influence on support system of an organisation by helping improve management and performance in areas such as recording and payroll.
Applied as a strategic and competitive integrative tool, it has been without doubt that information technology has enabled businesses link to each other while pursuing their opportunities and goals.
As an agent-based programming, SIS has been progressively used to support breakthrough ideas in business processes.
One business week article presented in The Technology Payoff (1993) argued that information system provides business strategies for management and users while providing coalition systems applicable for entrepreneurial use in innovation and bottom-up development. Deeply imbedded in business processes, SIS has been evidenced to bring about agility, quality and productivity.
The Technology Payoff (1993) article provides that information system has indeed helped many businesses in meeting their data processing needs when it indicated that “throughout the 1980s US businesses invested a staggering $1 trillion in the information tech logy” (p.57). This statement clarifies the importance of IS in adding vale to an organisation.
Other studies by The Technology Payoff (1993) claim “the return on investment in information system averaged to 54% for manufacturing and 68% for all businesses surveyed” (p.58). The article further adds “technology impacts on re-defining, re-engineering businesses and is likely to continue and it’s expected that IT will play increasingly important roles in future” (p.58).
Pant et al. (1994) on the other hand points out that “the emerging vision of virtual corporations will become a reality only if it is rooted in new visionary information technology” (p.1).
Pant et al. (1994) article emphasises the future strategic importance of SIS when it further stated “it is information technology alone which will carve multiple ‘virtual corporations’ simultaneously out of the same physical resources and adopt them without having to change the actual organisation” (p.1).
This shows that IT has over the years achieved coherence and integration offering unprecedented possibilities, which have turned into strategic planning. Keen (1993) realistically posits that “organisations not planning for strategic information system may fail to spot the business implications of competitors use of information technology until it is too late for them to react” (p.1).
While SIS is generally recognised as a key to economic resource, companies are increasingly considering it as one of the firm’s most valuable source of knowledge and important assets comparable to capital and human resources. Since, information is very critical to post-industrial age.
The changing world of work is changing to correspond with the ever-changing nature of science and technology- which means that the mainstreams of organisations are driven by technical and strategic functions. IT plays a crucial role in enabling critical operations such as banking and retailing transactions and overall performances come to operation.
A perfect example of this is Wal-Mart Stores as quoted by Sheth (1994) to provide “a computerised inventory control system that electronically orders merchandise from supplies and maintain order in the warehouse” (p.3).
This device uses the Wal-Mart Satellite Network (WSN) that enables two-way satellite communications between networks. He further provides Apple and Hewlett-Packard computers as other examples of electronics that are integrated with information system.
Globalisation of business operations will come to effect in the adoption of IS applications. Sheth (1994) argues that IT has facilitated the post-industrial age where companies acquire global operations and products immensely, reducing time and space barriers in market operations.
Dating back to its ability to influence organisational changes, Sheth (1994) argues that information technology has enabled flexibility allowing easy collaborations between companies leading to increased mergers and acquisitions evidenced today.
With regards to technological revolution, information technology has enabled availability of affordable and useful software applicable to organisation enabling them operate on reduced costs (Rouse and Howard 1993). Telephone companies are good examples of how office automation through computerised billing and operation services can be essential in enabling a company gain competitive advantage over others.
These companies also reported reduced operation costs that resulted to significant cost savings and easy account management with the application of information technology. Hotel and tourism industry, on the other hand, have also reported significant reduction in what Sheth (1994) states as “operation costs through computerised travel reservations, guest reservations, billing and physical facilities” (p.5).
Information technology provides systematic monitoring and evaluation of product and service ensuring less error per unit of activity is achieved. This strategy is evident in the scanner technology and The Universal Product Code (UPC) barcode with chart labels used throughout the US in supermarkets to identify products being purchased.
This system has also been used in to speed up checkout processes in airline baggage applications and inventory control in merchandise management in retail stores (Sheth 1994, p.5).
Telecom companies and Fedex Express are increasing relying on value-added services to customise needs of users by creating immediate value and differentiation. Both of these companies have extensively integrated information technologies into their system as a way of enhancing their reliability and ensuring timely deliveries are made -which serves a competitive advantage.
When used correctly, information technology faced with information can serve as a competitive intelligence in business operations. For example, the Sabre system as applied by American airlines ensures constant updates of airline schedules and fares are adjusted serving it a competitive advantage over other companies.
Technology-enabled business solutions have facilitated globalisation of business operations through retail and wholesale transactions such as global banking. Web-based electronic banking solutions have eliminates time and distance barriers ensuring suppliers and customers are provided with adequate and efficient services.
As a control and coordinative function, IT has facilitated financial and human resources services increasing the global nature of interdependent to information system, which in turn enhances business strategy.
Sheth (1994) provides perfect example of such operations to include Investment banking and stock exchange companies as a global business operations specialising in borrowing and investing capital across global financial markets on web portals.
Sheth (1994) article also emphasises that without information system, the high degrees of stock market volatility and market crash experienced a decade ago would not have occurred. He further adds that computerisation of information technologies have enabled investors adequate information on daily trading cycles.
Airline industries, on the other hand, have been great beneficiaries of information system through the application of inventory control and order entry system since most of its retailing merchandise services such booking tickets are done on internet portals.
Finally, embracing information technology through mergers and acquisitions has enabled rationalisation of manufacturing capacity on international levels necessitating what Sheth (1994) states as “the development and deployment of global networks to coordinate all the activities of manufacturing, assembly and fabrication across global networks” (p.8).
Sheth (1994) concludes by adding that “areas of global business operations such as global procurement, marketing, resources and economy are creating a need for information technology to eliminate time and distance barriers” (p.8).
Conclusively, as companies grow and competition intensifies, the need to align company’s strategic goals to become market-driven is required. Sheth (1994) succinctly adds “when an organisation shifts from product divisions to market divisions, the value chain and flow of operations change significantly “(p.9).
This is to mean that if a manufacturing firm, for example, is driven by materials and customers demand, application of information system to bridge the gap and re-organise its functional activities and support systems to satisfy its customers is required.
Sheth (1994) concludes by adding that “many functions cannot be carried out efficiently without customer order entry systems, database management and, in general, on-line integrated information systems” (p.9).
As mentioned earlier, understanding of current practice relating to the application of information systems in areas such as crisis management, competition, mergers and acquisitions and consolidation are of paramount importance. This article has realistically pointed out increased value in IS application by providing examples on its efficiencies in the mainframe computing.
Facsimile machined have transformed to calculators and telephone terminals. Finally, fibre optics, personal computers and the advent of digital services are among just a few information system solutions mentioned by Sheth (1994).
The potential role for IS/IT in responding to these mentioned opportunities is deemed a vital, in which IT is an essential contributor in acquiring competitive advantages, through focusing on customers and satisfying them. IT can assist to maximising the enablers, simultaneously, minimising the inhibitors for this goal in the ultimate (Luftman et al. 1993). By achieving and sustaining the alignment between CASE-COMPANY and IT.
For instance, hosting advanced products on strategic technology platforms may demonstrate the reliability of products and host equipments and software. Furthermore, IT facilitates communications and partnership between the community and the organisation, through providing, and delivering ubiquitous and easy to be utilised systems and tools for customers.
Such as the WBS software, which is used currently in the CASE-COMPANY, to provide on-line integration and customer mastering. In addition, CASE-COMPANY is utilising package software that facilitates integration processes.
Another main advantage of IT alignment in the CASE-COMPANY that may lead to customer satisfaction is providing variety of options to customers.
Indeed, the CASE-COMPANY offers many types of products and services that suited to each age group of people, some of which super for life for the low-income people, lifetime – Personal Super, which provides flexibility in control over retirement saving, SuperWrap which support you with a single point of access to 600 wholesale managed funds, Business Super for business owners to arrange a superannuation for their employees, and many other options.
Facilitating online-applying processes in order to accelerating decision-making processes, is one of many of IT role to satisfying customers, in which application could be approved within a few minutes. Moreover, the availability of systems and tools ubiquitously for users and securing connection are other services at this regard.
Conclusion
SIS plans to integrate into the corporate system should be specific and simple to allow understanding of its procedural order of development. The need for continuous updating and improving of information system application to align with firm’s strategic objectives against its capabilities is required.
Since information technology provides systematic monitoring and evaluation of products and services, companies that apply IS should be able to record increased turn over ratios due to reduced error per unit levels. It is indeed true that SIS is a prerequisite of management functions and its application is critical to company’s future success.
In this regard, all corporate functions should align their company strategic direction with information system applications as a strategy to increase the importance of information technologies. In cases of data protection legislation, subjects are required to be provided with extensive information explaining how data will be gathered and processed as well as full identity of data controller and purposes of data being collected.
The industry presents vital opportunities for CASE-COMPANY owing to the aging Australian population, offering a positive business environment for the company. In addition, the company should better strategically align itself by matching IS with strategic plans.
This is because of a mismatch between IT and business processes, thereby presenting a threat, particularly in the growing competitive environment. Consequently, the CASE-COMPANY Financial Group is likely to expand considerably, given its current strategies and the prevailing environment, although complacency about strategy and alignment should be avoided.
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