Strategic information systems planning (SISP) has been defined as the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals. SISP is an important activity for helping information executives and top management identify strategic applications and align IT with business needs. Previous researchers and practitioner observers have identified measures of successful SISP and have recommended many prescriptions for achieving success. In this research, the SISP experiences of 105 planners contribute a new perspective on these prescriptions and the success of SISP. Planners extensively follow the prescriptions that promote the efficient management of the SISP study. Although they also extensively follow those prescriptions that lead to their own greater satisfaction, they do not so rigorously follow those that meet SISP objectives. However, the fit between information technology capabilities and the needs of the organization is important to them. Furthermore, plan implementation remains critical to meeting SISP objectives. Combined, these generalizations suggest the central contribution of this research-planner's paradox: The planner must complete the SISP study rapidly to facilitate its implementation but in doing so risks compromising its fit to the organization and therefore reduces its chances of implementation. The planner must thus plan rapidly enough to produce the plan quickly but carefully enough to produce a relevant one.
Strategic information systems planning is the process of creating a long-range plan of computer-based applications to enable an organization to achieve its goals. Previous research has shown that many problems can potentially impede information systems planners as they carry out the process. The current study uses a survey of eighty information systems planners to investigate a causal relationship among the problems. It reveals a causal model describing (1) the influence of organization problems on hardware, cost, and database problems, and (2) the influence of organization, hardware, cost, and database problems on implementation problems. Cost problems had the largest direct effect on implementation problems.
Strategic information systems planning (SISP) is the process of deciding the objectives for organizational computing and identifying potential computer applications which the organization should implement. This article gives a thorough definition of SISP and then illustrates it with three methodologies. A survey of 80 organizations examined the problems faced by information systems managers when they attempt to implement such a methodology. The subjects' overall satisfaction with the methodology, its resource requirements, process, output, and final execution were not particularly high. The two problems rated most severe were the difficulty in securing top management commitment for implementing the plan and the need for substantial further analysis in order to carry out the plan. The survey also investigated some potential causes of the problems. Survey results suggest that the SISP methodologies may often produce satisfactory plans but that organizations lack the management commitment and control mechanisms to ensure that they follow the plans.