Question

Why is the SISP important for developing a RFP?

Answer 1

The main purpose of RFP is to convey your understanding of project needs to providers who believe they can provide you with solutions. RFP is a written document that you use both with the provider to gain a shared understanding of needs, which forms the basis of the project. This foundation, or final proposal with the RFP as written and agreed upon, becomes a contract work statement and is an important historical document when the project begins to encounter problems.

Problems can start at any time in a project and can include any part of a project from schedule to assignment. If the problem gets worse and starts to affect the project itself, the basic documentation will be used more to determine where the problem started. The source of the problem must be established before a decision can be made _determined.

If we acknowledge that both the consumer and the supplier in most cases work honestly, we can also agree that if the real cause of the problem cannot be identified, the responsible team must accept the medical obligation. Having RFP, a proposal, and all related documents helps to avoid natural “finger pointing” when a problem is identified and puts the problem at the top of the table in a purposeful way, allowing the buyer and provider to jointly determine the cause, potential outcome of the project, and possible solutions.

It is important to keep this "test method" to emphasize that all changes, no matter how small, are documented and officially approved by both parties. These changes documents should form part of the amended agreement and should include any changes in the project schedule and other actual activities. For example, a change or additional "minor" may affect the initial delivery schedule, the internal and external test schedule, the final documents that can be submitted, and the final project that can be submitted itself. Even small additions should be listed in all affected areas.

If the problem goes beyond the “honest” approach and the parties end up putting the issue in perspective, the RFP and the proposal will be the key documents involved in trying to find the cause of the problem. Keeping current copies and insisting on transcribing all written changes will provide the necessary information to find out who is at fault.

(Strategic Information Systems Plan) A written document that outlines an organization's information technology objectives. Necessary for the efficient operation of IT, the plan details current systems and how future information systems will integrate in order to realize the organization's intentions and goals. See IT and information system.

Information Technology (IT) strategic planning is increasingly regarded as an integral part of corporate planning and a critical area in effective IT management. As such it has become a matter of concern for both academics and practitioners (Wilkin and Chenhall, 2010). For employees the main concern is to ensure that IT is well-supported and effective and is supported by corporate strategic objectives, thus providing the necessary capacity to deliver business value. Critical Success Factor (Read, 2004) .The benefit of finding the right strategies should ensure that IT is set to help add value to products and / or services, which help to compete for position and efficiency in cost management and more accurate reporting.

Similarly, in the context of the study, previous research on IT strategic planning supports the need to ensure a balance between IT and business strategy (Tallon, 2007/2008), and the definition of key IT skills, future IT needs and the use of IT resources. (people goods) to meet business needs (Schwarz and Hirschheim, 2003; Bernroider, 2008). Here researchers have highlighted the need to focus on organizational goals to ensure that IT supports individual strategic processes (Tallon, 2007/2008). This is often achieved by gaining a shared understanding between IT and business leadership, and linking business planning to IT (Reich and Benbasat, 2000). Related research has shown the need to plan for the production of flexible, distributed and redesigned strategies to meet changing landscapes (Coutaz, 2005; Grover and Segars, 2005; Kim and Mauborgne, 1999), with modern areas that require, in some cases, new strategies to produce long-term growth , 1999) and strategic flexibility (Eisenhardt, 2002).

While this reflects the consensus among staff and academics on the desired outcomes from IT strategic planning, what is unclear are the key indicators of the Strategic Information Systems Planning (SISP) process. While indicators such as ROI may be indicative, evidence of effective results can be difficult to come across in thousands of related business plans. Therefore, the primary objective of this study was to investigate the effectiveness and efficiency of SISP, as a strategic management function, in 29 major Australian organizations. Using in-depth consultation with key stakeholders including IT directors, CIOs and / or those responsible for organizational work in making those decisions, we have shown that organizations have recognized the importance of SISP, as evidenced by its efficient use, and the results from SISP. -IT. But an examination of the process by which it was established is not well defined. As a result, our second objective in this study was to review these results with a theoretical lens developed by Segars et al. (1998) regarding the systematic review of SISP. Comprising six dimensions, namely completeness, formalization, focus, mobility, participation and consistency, this lens has provided a “sound foundation for discussion” in relation to the SISP process (Segars et al., 1998: 17). Such investigations have led to a vague evaluation of effective SISP practices. The results have brought new insights into areas where organizations can improve their SISP processes; and equally reveals the need to broaden the understanding of the two points to reflect the changing role of IT in organizations.

The remainder of the paper is organized as follows: following a literature review, which evaluates SISP, its role in corporate strategic management, and Segars et al. (1998) The sixth dimension of the SISP process, describes the methodology, which includes an overview of the research methodology and data collection and data analysis processes. We then present the results and discussion before completing the paper.

2. Literature Review

a) SISP and its role in strategic partnership management

Strategic IT management is one of the most demanding and critical tasks of organizational performance. By identifying IT skills and ensuring the integration between business and IT performance (Schwarz and Hirschheim, 2003), it aims to achieve better business outcomes through better IT performance (ITGI, 2009). Despite the evidence that firms with IT strategic management firms are 20% higher, with the success of effective IT resource allocation (Weill and Ross, 2005), other organizations will still be convinced of this need. This negative record from IT investment is presented in a study that consistently shows “20 to 70 percent of major investments in IT-enabled changes are wasted, challenged or failed to bring business return” (Val IT, 2008: 7). Similarly, Standish Group (2004) achieved a 2% success rate in IT projects of more than $ 10 billion, with no significant progress in IT failure rates since 1994; a Fortune 1000 study found that CIOs believe that 40 percent of total IT revenue is not profitable (Watters, 2004); and an ITGI (2009) study by the CEO found that 75% believe that there are barriers to full return on IT investment. Given this it is not surprising that a recent study in Enterprise Resource Planning (ERP) IT management found that only 66% of organizations use strategic understanding to inform their decisions about ERP plans (Bernroider, 2008).

However, as emphasized by King (1978), the importance of a deliberate approach to IT strategic management is well established; in a discussion extended by researchers including Galliers (1991) and formally established as a concept by Lederer and Seth (1988). Herein Galliers (1991) introduced IT strategic management as: integration strategy.

Hope that answers the question. Thank you