Conclusion
ICT is implemented for a number of reasons, including cost reduction, quality improvement, revenue growth, improvement of business processes, and support of business intelligence. Whatever the reason, ICT projects must be understood and integrated into the business process of an organization. In order for that to happen, the business analyst must know how to define a business process and its attributes and objectives.
Many things must go right to create competitive advantage, including ICT that supports business processes. These things must be understood through realizing why organizations build ICT and the impact of that ICT on the organization's business processes.
Notes
1 J. C. Henderson and N. Venkataman, “Understanding Strategic Alignment,” Business Quarterly 55, no. 3 (1991): 72–78.
2 Oh Wonseok and Alain Pinsonneault, “On the Assessment of the Strategic Value of Information Technologies: Conceptual and Analytical Approaches,” MIS Quarterly 31, no. 2 (2007): 239–65.
3 Michael E. Porter, The Competitive Advantage of Nations (New York: Free Press, 1990.
4 Ibid.
5 Andrew C. Boynton, Robert W. Zmud, and Gerry C. Jacobs, “The Influence of IT Management Practice on IT Use in Large Organizations,” MIS Quarterly 18, no. 3 (1994): 299.
6 Kristin S. Krause, “Not UPS with a Purple Tint,” Traffic World 260, no. 3 (October 18, 1999): 26–34.
7 Richard A. D'Aventi, Hypercompetition: Managing the Dynamics of Strategic Maneuvering (New York: Free Press, 1994).
8 Thomas H. Davenport, ...
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