Using the bsc for strategic planning of it (information technology) in brazilian organizations

Tonelli, Adriano Olímpio; Bermejo, Paulo Henrique de Souza; Zambalde, André Luiz

doi:10.4301/S1807-17752014000200008

Adriano Olímpio Tonelli

Instituto Federal de Educação, Ciência e Tecnologia de Minas Gerais, Formiga, MG, Brasil

Paulo Henrique de Souza Bermejo

Universidade Federal de Lavras, Lavras/MG, Brasil

André Luiz Zambalde

Universidade Federal de Lavras, Lavras/MG, Brasil

Address for correspondence Adriano Olímpio Tonelli,Professor do Instituto Federal de Educação, Ciência e Tecnologia de Minas gerais, doutorando em Administração pela Universidade Federal de Lavras (UFLA). Possui mestrado em Administração, graduação em Ciência da Computação e MBA em Governança de TI, pela UFLA. Atua em atividades de pesquisa nas áreas de sistemas de informação, inovação, desenvolvimento de software e gestão estratégica de TI. E-mail: tonelli@dcc.ufla.br Paulo Henrique S. Bermejo, professor adjunto do Departamento de Ciência da Computação da Universidade Federal de Lavras (UFLA). Formado na área de computação, Paulo Henrique realizou pós-doutorado na Universidade de Bentley (EUA), e doutorado em Engenharia e Gestão do Conhecimento pela Universidade Federal de Santa Catarina. Atua em atividades de pesquisa e ensino nas páreas de sistemas de informação, inovação e gestão estratégica de TI. E-mail: bermejo@dcc.ufla.br André Luiz Zambalde, Professor Associado da Universidade Federal de Lavras-MG (UFLA), nos Departamentos de Ciência da Computação e Administração. É Engenheiro de Telecomunicações (INATEL-MG 1984). Pós-graduado em Administração (UFLA-MG 1989), Mestre em Eletrônica (UNIFEI-MG 1991), Doutor em Engenharia de Sistemas e Computação (COPPE/UFRJ 2000), com Pos-Doutorado em Ciência da Computação (UFMG-MG 2005) e Estatística e Gestão da Informação (UNINOVA - Portugal PT 2010). E-mail: zamba@dcc.ufla.br

Phase	BSC-related activities incorporated into the ITSP method
1	IT BSC initial development; IT vision and goals definition according to different perspectives in an IT BSC
2	SWOT analysis and analysis of IT critical processes’ maturity, based on thematic defined by the balanced perspectives in the IT BSC
3	IT BSC increment; inclusion of strategic actions and performance indicators development
3	Strategic maps development: inclusion of cause and effect relations between IT goals and performance vector and result
4	IT BSC increment; inclusion of projects and strategic services development for IT strategic portfolio composition
5	IT BSC release to the organization

Event	Stakeholders involved	Results
Startup meeting	IT + top management	Strategic priority: business expansion and increase in quality
Startup meeting	IT + top management	Strategic areas: planning, production, and quality control
IT vision	Top management + strategic areas + IT	To become a responsive sector to support business expansion.
IT goals	Top management + IT	Financial perspective:
	Top management + IT	Efficiency in IT expenditures and support to business expansion and product quality
	Organizational areas + IT	Customer perspective:
	Organizational areas + IT	Guarantee responsiveness to production and quality control demands relative to raw material sampling and weighing Improve quality control through IT solutions
	Organizational areas + IT	Internal perspective:
		4. Optimize IT services delivery and IT infrastructure
		Learning and growth perspective:
		5. IT capacitating in strategic competences: production and quality

Theme	Perspective	Weaknesses	Involvement
Cost control	Financial	Costs allocation is done by IT leader, without alignment with strategic business priority	Commercial
			Director
			Administrative
			Director
			Industrial
		Costs allocation do not reflect IT expansion and flexibility strategic priorities	Director IT
		Processes for monitoring costs and returns are absent	Manager
Service quality	Customers	Low understanding of how IT can be involved in changes within organizational units	Quality
			Manager
			Planning and Production
		Deficiencies in defining priorities for changes according to business strategies	Manager
			IT Manager
		Low involvement of customer areas during definitions of scope and quality requirements in IT projects
		High incidences of rework on projects due to inaccurate scope specification
Internal Organization	Internal	Unclear definition of responsibilities within IT function	IT Manager
		Reactive approaches in treating IT incidents
		Lack of information about IT infrastructure due to an ad-hoc configuration management
Competences and communication	Learning and growth	Minimal knowledge of IT relating to strategic priorities for effort directing	IT Manager Quality
			Manager
		IT staff lacks clear knowledge of the strategic priorities of the business	Planning and Production
			Manager

Synergy	Description	Related perspective
IT + Production	Joint development of training program	Learning and Growth
	Identification of services that are candidate for shared IT services	Internal
	Composition of IT project team for Production Sector	Customers
	Interaction by strategic committee	Customers
IT + Top Management	Interaction by strategic committee Announcement of new strategic priorities for cost allocation and investments prioritization	Financial

Event	Involvement	Results
Startup meeting	IT + Top Management	Main focus: Ensure compliance with regulatory requirements in the health sector
Startup meeting	IT + Top Management	Prioritize strategic areas for compliance: general management, juridical sector, and exchange and authorizing
ITVision	Top Management + Strategic Areas + IT	Ensure conformity of IT with regulations regarding health information protection
IT objectives	Top Management + IT	Financial perspective:
		Minimize financial impacts arising from service interruption and related penalties
		Reduce financial losses arising from service interruption
	Exchange and Authorizing + IT	Customers perspectives:
		3. Ensure protection of sensitive information related to authorization of health services and accounting
		4. Promote awareness of and training on health information security
	IT + Strategic areas	Internal perspective:
		5. Ensure, through web services and IT management practices, security in transactions involving health information
		6. Ensure continuity of systems that support transactions associated with billing and health information processing
		7. Create close ties between human resource management and information security management
		Learning and growth perspective:
		8. Improve IT staff competencies associated with IT service delivery.
		9. Improve employees’ competencies associated within formation security.

Theme	Perspective	Weaknesses	Involvement
Compliance treatment	Financial	Low understanding about the current status of the organization´s compliance with legal requirements	Executive
			Director
			Financial
		Weak alignment between top management, IT function, and general management to meet new legal requirements	Director
			Juridical
			Department
IT services delivery	Customers	Weak interaction between IT function and other organizational units to define IT services levels	Exchange
			Authorization
			Accountability
		Lack of mechanisms to monitor IT service delivery to organizational units
Relationship with HR	Customers	Low understanding of HR management on what information must be protected	Human Resources
Relationship with HR	Customers	Essential technical focus of IT regarding information security.
Internal IT process and resources	Internal Learning and growth	IT leadership with essentially technical capacity and weak interdisciplinary competencies	Information Technology
		Reactive approach in dealing with IT service continuity concerns
		Low interaction with organizational units and top management to discuss and treat new compliance requirements

Synergy	Description	Related perspective
IT + Exchange and Authorization	Development of a training program for information security and IT service level management	Learning and growth
	Interaction for compliance requirement impact analysis	Customers
	Development of IT service levels	Internal
IT + Juridical	Identification and analysis of compliance requirements	Customers
IT + HR	Definition and maintenance of information security processes for HR	Customers

[1] Address for correspondence Adriano Olímpio Tonelli,Professor do Instituto Federal de Educação, Ciência e Tecnologia de Minas gerais, doutorando em Administração pela Universidade Federal de Lavras (UFLA). Possui mestrado em Administração, graduação em Ciência da Computação e MBA em Governança de TI, pela UFLA. Atua em atividades de pesquisa nas áreas de sistemas de informação, inovação, desenvolvimento de software e gestão estratégica de TI. E-mail: tonelli@dcc.ufla.br Paulo Henrique S. Bermejo, professor adjunto do Departamento de Ciência da Computação da Universidade Federal de Lavras (UFLA). Formado na área de computação, Paulo Henrique realizou pós-doutorado na Universidade de Bentley (EUA), e doutorado em Engenharia e Gestão do Conhecimento pela Universidade Federal de Santa Catarina. Atua em atividades de pesquisa e ensino nas páreas de sistemas de informação, inovação e gestão estratégica de TI. E-mail: bermejo@dcc.ufla.br André Luiz Zambalde, Professor Associado da Universidade Federal de Lavras-MG (UFLA), nos Departamentos de Ciência da Computação e Administração. É Engenheiro de Telecomunicações (INATEL-MG 1984). Pós-graduado em Administração (UFLA-MG 1989), Mestre em Eletrônica (UNIFEI-MG 1991), Doutor em Engenharia de Sistemas e Computação (COPPE/UFRJ 2000), com Pos-Doutorado em Ciência da Computação (UFMG-MG 2005) e Estatística e Gestão da Informação (UNINOVA - Portugal PT 2010). E-mail: zamba@dcc.ufla.br