Strategic Alignment Maturity Model - Revision history

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User: Luftman developed a maturity assessment model, based on the 12 elements of Business/IT-Alignment, which can be recognized in the model of Henderson and Venkatraman.

2019-01-07T15:36:52Z

Luftman developed a maturity assessment model, based on the 12 elements of Business/IT-Alignment, which can be recognized in the model of Henderson and Venkatraman.

User: Created page with "'''Content Coming Soon'''"

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 E) Scope and architecture; and<br />
 F) Skills.<br />
 For each of these areas, this maturity model classifies the alignment between business and IT into five levels:
 *1) Initial / Ad hoc process;

@@ Line 1: / Line 1: @@
-'''Strategic Alignment Maturity Model (SAMM)''' is a tool that can be used to measure alignment maturity. SAMM proposes that IT-Business alignment can be captured according to six areas of maturity. It also shows some sample attributes of each area that are relevant to the measurement. SAMM prescribes the following areas in order to measure organizational maturity: A) Communication; B) Competency / Value measurement; C) Governance; D) Partnership; E) Scope and architecture; and F) Skills. For each of these areas, this maturity model classifies the alignment between business and IT into five levels: 1) Initial / Ad hoc process; 2) Committed process; 3) Established / Focused process; 4) Improved / Managed process; 5) Optimized process.<ref>Definition of the Strategic Alignment Maturity Model [https://link.springer.com/content/pdf/10.1007%2F978-3-642-31069-0_47.pdf Suchit Ahuja]</ref>
+'''Strategic Alignment Maturity Model (SAMM)''' is a tool that can be used to measure alignment maturity. SAMM proposes that IT-Business alignment can be captured according to six areas of maturity. It also shows some sample attributes of each area relevant to the measurement. SAMM prescribes the following areas to measure organizational maturity:<br />
-Luftman developed a maturity assessment model, based on the 12 elements of [[Business IT Alignment|Business/IT-Alignment]], which can be recognized in the [[Strategic_Alignment_Model|model of Henderson and Venkatraman]]. The components of this model, in concert with the earlier enables/inhibitors research (Luftman and Brier, 1999), form the building blocks for the strategic alignment maturity assessment method (Luftman, 2000).
+Luftman developed a maturity assessment model based on the 12 elements of Business/IT-Alignment, which can be recognized in the model of Henderson and Venkatraman. The components of this model, in concert with the earlier, enables/inhibitors research (Luftman and Brier, 1999), form the building blocks for the strategic alignment maturity assessment method (Luftman, 2000).
-This model can be used in a survey to see where a company stands regarding maturity and once this maturity is understood, it can provide the organization with a [[roadmap]] that identifies opportunities for enhancing the harmonious relationship of business and IT (Luftman, 2000). The model consists of 6 alignment areas ( See Figure 1.). Each area has multiple attributes. For each area, there are clearly defined maturity levels. All areas should be given attention to mature the alignment between business and IT. <ref>What is the Strategic Alignment Maturity Model (Luftman) [https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ BusinessITAlignment]</ref>
+This model can be used in a survey to see where a company stands regarding maturity. Once this maturity is understood, it can provide the organization with a roadmap that identifies opportunities for enhancing the harmonious relationship between business and IT (Luftman, 2000). The model consists of 6 alignment areas ( See Figure 1.). Each area has multiple attributes. For each area, there are clearly defined maturity levels. All areas should be given attention to mature the alignment between business and IT. <ref>[https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ What is the Strategic Alignment Maturity Model (Luftman)]</ref>
@@ Line 10: / Line 22: @@
-Luftman(1999) indicated that there are six criteria that organizations can check to measure the level of alignment between IT and Business, these criteria are:
+Luftman(1999) indicated that there are six criteria that organizations can check to measure the level of alignment between IT and Business; these criteria are:
 #Communications Maturity
-#Competency/Value [[Measurement]] Maturity
+#Competency/Value Measurement Maturity
-#[[Governance]] Maturity
+#Governance Maturity
 #Partnership Maturity
 #Scope & Architecture Maturity
-#Skills Maturity <ref>The criteria to measure the level of alignment between IT and Business [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf Dr Minwer M. AL-Adwan]</ref>
+#Skills Maturity <ref>[https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf The criteria to measure the level of alignment between IT and Business]</ref>
-'''Strategic Alignment Maturity Model Alignment Levels'''<ref>Strategic Alignment Maturity Model Alignment Levels [http://www.iiste.org/Journals/index.php/IKM/article/viewFile/28716/29479 Dr. Kiyeng P. Chumo]</ref><br />
+'''Strategic Alignment Maturity Model Alignment Levels'''<ref>[http://www.iiste.org/Journals/index.php/IKM/article/viewFile/28716/29479 Strategic Alignment Maturity Model Alignment Levels]</ref><br />
-The alignment maturity level of an organization is determined by the management practices and strategic IT decisions within an organization based on the above six alignment maturity factors. Level one is the lowest maturity alignment level and level five is the highest maturity level. The five possible alignment maturity levels shown in figure 2 are defined below:<br />
+The alignment maturity level of an organization is determined by the management practices and strategic IT decisions within an organization based on the above six alignment maturity factors. Level one is the lowest maturity alignment level, and level five is the highest maturity level. The five possible alignment maturity levels shown in Figure 2 are defined below:<br />
 Level 1: Initial or Ad Hoc Process: Business and ICT are not aligned or harmonized.<br />
 Level 2: Committed Process: The organization has committed to becoming aligned.<br />
-Level 3: Established Focused Process: Strategic Alignment Maturity is established and focused on business objectives. There are established processes (such as a systems steering committee), and activities (such as portfolio management capabilities to evaluate IT investments) to realize strategic alignment.<br />
+Level 3: Established Focused Process: Strategic Alignment Maturity is established and focused on business objectives. There are established processes (such as a systems steering committee) and activities (such as portfolio management capabilities to evaluate IT investments) to realize strategic alignment.<br />
 Level 4: Improved or Managed Process: ICT has been reinforced as a value center. ICT applications are leveraged across the enterprise to drive process enhancements that sustain competitive advantage.<br />
 Level 5: Optimized Process: The organization has integrated business and ICT strategic planning.
@@ Line 32: / Line 44: @@
-===See Also===
+== See Also ==
-*[[E-Strategy|e-Business Strategy]]
+*[[E-Strategy]]
-*[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
+*[[IT Strategy (Information Technology Strategy)]]
-===References===
+== References ==
 <references />
-===Further Reading===
+== Further Reading ==
-*The Impact of Strategic Alignment Maturity of Business and Information Technology on Performance: Case Study of Jordan Public Sector Organizations [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf JBASR]
+*[https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf The Impact of Strategic Alignment Maturity of Business and Information Technology on Performance: Case Study of Jordan Public Sector Organizations]
-*Strategic Alignment Maturity - Managing the Information Technology Resource [http://www.profdavis.net/Luftman_Ch03.ppt Jerry N. Luftman]
+*[http://www.profdavis.net/Luftman_Ch03.ppt Strategic Alignment Maturity - Managing the Information Technology Resource]
-*An Evolution of IT-Business Strategic Alignment Maturity at Ciba Speciality Chemicals [http://www.irma-international.org/viewtitle/32395/ IGP]
+*[http://www.irma-international.org/viewtitle/32395/ An Evolution of IT-Business Strategic Alignment Maturity at Ciba Speciality Chemicals]
-*THE STRATEGIC ALIGNMENT MATURITY OF BUSINESS AND INFORMATION TECHNOLOGY AT VOLKSWAGEN SOUTH AFRICA [https://core.ac.uk/download/pdf/11985755.pdf Rhodes Business School]
+*[https://core.ac.uk/download/pdf/11985755.pdf THE STRATEGIC ALIGNMENT MATURITY OF BUSINESS AND INFORMATION TECHNOLOGY AT VOLKSWAGEN SOUTH AFRICA]

@@ Line 42: / Line 42: @@
 ===Further Reading===
-*The [[Impact]] of Strategic Alignment Maturity of Business and Information Technology on Performance: Case Study of Jordan Public Sector Organizations [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf JBASR]
+*The Impact of Strategic Alignment Maturity of Business and Information Technology on Performance: Case Study of Jordan Public Sector Organizations [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf JBASR]
 *Strategic Alignment Maturity - Managing the Information Technology Resource [http://www.profdavis.net/Luftman_Ch03.ppt Jerry N. Luftman]
 *An Evolution of IT-Business Strategic Alignment Maturity at Ciba Speciality Chemicals [http://www.irma-international.org/viewtitle/32395/ IGP]
 *THE STRATEGIC ALIGNMENT MATURITY OF BUSINESS AND INFORMATION TECHNOLOGY AT VOLKSWAGEN SOUTH AFRICA [https://core.ac.uk/download/pdf/11985755.pdf Rhodes Business School]

@@ Line 1: / Line 1: @@
-'''Strategic Alignment Maturity Model (SAMM)''' is a tool that can be used to measure alignment maturity. SAMM proposes that [[Business IT Alignment|IT-Business alignment]] can be captured according to six areas of maturity. It also shows some sample attributes of each area that are relevant to the measurement. SAMM prescribes the following areas in order to measure organizational maturity: A) Communication; B) Competency / Value measurement; C) Governance; D) Partnership; E) Scope and architecture; and F) Skills. For each of these areas, this maturity model classifies the alignment between business and IT into five levels: 1) Initial / Ad hoc process; 2) Committed process; 3) Established / Focused process; 4) Improved / Managed process; 5) Optimized process.<ref>Definition of the Strategic Alignment Maturity Model [https://link.springer.com/content/pdf/10.1007%2F978-3-642-31069-0_47.pdf Suchit Ahuja]</ref>
+'''Strategic Alignment Maturity Model (SAMM)''' is a tool that can be used to measure alignment maturity. SAMM proposes that IT-Business alignment can be captured according to six areas of maturity. It also shows some sample attributes of each area that are relevant to the measurement. SAMM prescribes the following areas in order to measure organizational maturity: A) Communication; B) Competency / Value measurement; C) Governance; D) Partnership; E) Scope and architecture; and F) Skills. For each of these areas, this maturity model classifies the alignment between business and IT into five levels: 1) Initial / Ad hoc process; 2) Committed process; 3) Established / Focused process; 4) Improved / Managed process; 5) Optimized process.<ref>Definition of the Strategic Alignment Maturity Model [https://link.springer.com/content/pdf/10.1007%2F978-3-642-31069-0_47.pdf Suchit Ahuja]</ref>
 Luftman developed a maturity assessment model, based on the 12 elements of [[Business IT Alignment|Business/IT-Alignment]], which can be recognized in the [[Strategic_Alignment_Model|model of Henderson and Venkatraman]]. The components of this model, in concert with the earlier enables/inhibitors research (Luftman and Brier, 1999), form the building blocks for the strategic alignment maturity assessment method (Luftman, 2000).
-This model can be used in a survey to see where a company stands regarding maturity and once this maturity is understood, it can provide the organisation with a [[roadmap]] that identifies opportunities for enhancing the harmonious relationship of business and IT (Luftman, 2000). The model consists of 6 alignment areas ( See Figure 1.). Each area has multiple attributes. For each area there are clearly defined maturity levels. All areas should be given attention to mature the alignment between business and IT. <ref>What is the Strategic Alignment Maturity Model (Luftman) [https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ BusinessITAlignment]</ref>
+This model can be used in a survey to see where a company stands regarding maturity and once this maturity is understood, it can provide the organization with a [[roadmap]] that identifies opportunities for enhancing the harmonious relationship of business and IT (Luftman, 2000). The model consists of 6 alignment areas ( See Figure 1.). Each area has multiple attributes. For each area, there are clearly defined maturity levels. All areas should be given attention to mature the alignment between business and IT. <ref>What is the Strategic Alignment Maturity Model (Luftman) [https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ BusinessITAlignment]</ref>
@@ Line 10: / Line 10: @@
-Luftman(1999) indicated that there are six criteria that organizations can check to measure the level of alignments between IT and Business, these criteria are :<br />
+Luftman(1999) indicated that there are six criteria that organizations can check to measure the level of alignment between IT and Business, these criteria are:
-. Communications Maturity<br />
+#Communications Maturity
-. Competency/Value [[Measurement]] Maturity<br />
+#Competency/Value [[Measurement]] Maturity
-. [[Governance]] Maturity<br />
+#[[Governance]] Maturity
-. Partnership Maturity<br />
+#Partnership Maturity
-. Scope & [[Architecture]] Maturity<br />
+#Scope & Architecture Maturity
-. Skills Maturity<ref>The criteria to measure level of alignment between IT and Business [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf Dr Minwer M. AL-Adwan]</ref>
+#Skills Maturity <ref>The criteria to measure the level of alignment between IT and Business [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf Dr Minwer M. AL-Adwan]</ref>
 '''Strategic Alignment Maturity Model Alignment Levels'''<ref>Strategic Alignment Maturity Model Alignment Levels [http://www.iiste.org/Journals/index.php/IKM/article/viewFile/28716/29479 Dr. Kiyeng P. Chumo]</ref><br />
-The alignment maturity level of an [[organization]] is determined by the [[management]] practices and [[IT Strategy (Information Technology Strategy)|strategic IT]] decisions within an organization based on the above six alignment maturity factors. Level one is the lowest maturity alignment level and level five is the highest maturity level. The five possible alignment maturity levels shown in figure 2 are defined below:<br />
+The alignment maturity level of an organization is determined by the management practices and strategic IT decisions within an organization based on the above six alignment maturity factors. Level one is the lowest maturity alignment level and level five is the highest maturity level. The five possible alignment maturity levels shown in figure 2 are defined below:<br />
-Level 1: Initial or Ad Hoc [[Process]]: Business and ICT are not aligned or harmonized.<br />
+Level 1: Initial or Ad Hoc Process: Business and ICT are not aligned or harmonized.<br />
 Level 2: Committed Process: The organization has committed to becoming aligned.<br />
-Level 3: Established Focused Process: Strategic Alignment Maturity is established and focused on business objectives. There are established processes (such as a systems steering committee), and activities (such as [[portfolio]] management capabilities to evaluate IT investments) to realize strategic alignment.<br />
+Level 3: Established Focused Process: Strategic Alignment Maturity is established and focused on business objectives. There are established processes (such as a systems steering committee), and activities (such as portfolio management capabilities to evaluate IT investments) to realize strategic alignment.<br />
-Level 4: Improved or Managed Process: ICT has been reinforced as a [[value]] centre. ICT applications are leveraged across the enterprise to drive process enhancements that sustain competitive advantage.<br />
+Level 4: Improved or Managed Process: ICT has been reinforced as a value center. ICT applications are leveraged across the enterprise to drive process enhancements that sustain competitive advantage.<br />
 Level 5: Optimized Process: The organization has integrated business and ICT strategic planning.
@@ Line 33: / Line 33: @@
 ===See Also===
-[[Strategic Management]]<br />
+*[[E-Strategy|e-Business Strategy]]
-[[Strategic Alignment]]<br />
+*[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]

@@ Line 38: / Line 38: @@
 [[IT Value Mapping]]<br />
 [[Strategic Planning Cycle]]<br />
-[[Strategic Vision]]<br />
+[[Business Vision]]<br />
 [[Strategy]]<br />
 [[Business IT Alignment]]<br />

@@ Line 42: / Line 42: @@
 [[Business IT Alignment]]<br />
 [[Business Strategy]]<br />
-[[Corporate strategy]]<br />
+[[Corporate Strategy]]<br />
 [[IT Strategy Framework]]<br />
 [[IT Capability]]<br />

@@ Line 1: / Line 1: @@
-Luftman developed a maturity assessment [[model]], based on the 12 elements of [[Business]]/IT-Alignment, which can be recognized in the [[Strategic_Alignment_Model|model]] of Henderson and Venkatraman. The components of this model, in concert with the earlier enables/inhibitors research (Luftman and Brier, 1999), form the building blocks for the strategic alignment maturity assessment method (Luftman, 2000).
+'''Strategic Alignment Maturity Model (SAMM)''' is a tool that can be used to measure alignment maturity. SAMM proposes that [[Business IT Alignment|IT-Business alignment]] can be captured according to six areas of maturity. It also shows some sample attributes of each area that are relevant to the measurement. SAMM prescribes the following areas in order to measure organizational maturity: A) Communication; B) Competency / Value measurement; C) Governance; D) Partnership; E) Scope and architecture; and F) Skills. For each of these areas, this maturity model classifies the alignment between business and IT into five levels: 1) Initial / Ad hoc process; 2) Committed process; 3) Established / Focused process; 4) Improved / Managed process; 5) Optimized process.<ref>Definition of the Strategic Alignment Maturity Model [https://link.springer.com/content/pdf/10.1007%2F978-3-642-31069-0_47.pdf Suchit Ahuja]</ref>
-This model can be used in a survey to see where a company stands regarding maturity and once this maturity is understood, it can provide the organisation with a [[roadmap]] that identifies opportunities for enhancing the harmonious relationship of business and IT (Luftman, 2000). The model consists of 6 alignment areas ( See Figure 1.). Each area has multiple attributes. For each area there are clearly defined maturity levels. All areas should be given attention to mature the alignment between business and IT. <ref>What is the [[Strategic Alignment]] Maturity Model (Luftman) [https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ BusinessITAlignment]</ref>
+This model can be used in a survey to see where a company stands regarding maturity and once this maturity is understood, it can provide the organisation with a [[roadmap]] that identifies opportunities for enhancing the harmonious relationship of business and IT (Luftman, 2000). The model consists of 6 alignment areas ( See Figure 1.). Each area has multiple attributes. For each area there are clearly defined maturity levels. All areas should be given attention to mature the alignment between business and IT. <ref>What is the Strategic Alignment Maturity Model (Luftman) [https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ BusinessITAlignment]</ref>
@@ Line 19: / Line 20: @@
 '''Strategic Alignment Maturity Model Alignment Levels'''<ref>Strategic Alignment Maturity Model Alignment Levels [http://www.iiste.org/Journals/index.php/IKM/article/viewFile/28716/29479 Dr. Kiyeng P. Chumo]</ref><br />
-The alignment maturity level of an [[organization]] is determined by the [[management]] practices and strategic IT decisions within an organization based on the above six alignment maturity factors. Level one is the lowest maturity alignment level and level five is the highest maturity level. The five possible alignment maturity levels shown in figure 2 are defined below:<br />
+The alignment maturity level of an [[organization]] is determined by the [[management]] practices and [[IT Strategy (Information Technology Strategy)|strategic IT]] decisions within an organization based on the above six alignment maturity factors. Level one is the lowest maturity alignment level and level five is the highest maturity level. The five possible alignment maturity levels shown in figure 2 are defined below:<br />
 Level 1: Initial or Ad Hoc [[Process]]: Business and ICT are not aligned or harmonized.<br />
 Level 2: Committed Process: The organization has committed to becoming aligned.<br />
@@ Line 32: / Line 33: @@
 ===See Also===
-[[Strategic_Management|Strategic Management]]<br />
+[[Strategic Management]]<br />
-[[IT_Value_Mapping|IT Value Mapping]]<br />
+[[Strategic Alignment]]<br />
-[[Strategic_Planning_Cycle|Strategic Planning Cycle]]<br />
+[[Strategic Alignment Model]]<br />
-[[Strategic_Vision|Strategic Vision]]<br />
+[[IT Value Mapping]]<br />
-[[Strategy|Strategy]]<br />
+[[Strategic Planning Cycle]]<br />
-[[Business_IT_Alignment|Business IT Alignment]]<br />
+[[Strategic Vision]]<br />
-[[Business_Strategy|Business Strategy]]<br />
+[[Strategy]]<br />
-[[Corporate_Strategy|corporate strategy]]<br />
+[[Business IT Alignment]]<br />
-[[IT_Strategy_Framework|IT Strategy Framework]]<br />
+[[Business Strategy]]<br />
-[[IT_Capability|IT Capability]]<br />
+[[Corporate strategy]]<br />
-[[Business_Capability|Business Capability]]<br />
+[[IT Strategy Framework]]<br />
-[[IT_Vision|IT Vision]]<br />
+[[IT Capability]]<br />
 [[E-Strategy|e-Business Strategy]]<br />
 [[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]<br />

← Older revision		Revision as of 15:36, 7 January 2019
Line 1:		Line 1:
−	'''~~Content Coming Soon~~'''	+	Luftman developed a maturity assessment model, based on the 12 elements of Business/IT-Alignment, which can be recognized in the [[Strategic_Alignment_Model\|model]] of Henderson and Venkatraman. The components of this model, in concert with the earlier enables/inhibitors research (Luftman and Brier, 1999), form the building blocks for the strategic alignment maturity assessment method (Luftman, 2000).
		+
		+
		+	This model can be used in a survey to see where a company stands regarding maturity and once this maturity is understood, it can provide the organisation with a roadmap that identifies opportunities for enhancing the harmonious relationship of business and IT (Luftman, 2000). The model consists of 6 alignment areas ( See Figure 1.). Each area has multiple attributes. For each area there are clearly defined maturity levels. All areas should be given attention to mature the alignment between business and IT. <ref>What is the Strategic Alignment Maturity Model (Luftman) [https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ BusinessITAlignment]</ref>
		+
		+
		+	[[File:Samm.jpg\|400px\|: Business/IT-Alignment]]<br />
		+	'''Figure 1'''. source: [https://businessitalignment.wordpress.com/2010/12/22/strategic-alignment-maturity-model-luftman/ Business/IT-Alignment]
		+
		+
		+	Luftman(1999) indicated that there are six criteria that organizations can check to measure the level of alignments between IT and Business, these criteria are :<br />
		+	1. Communications Maturity<br />
		+	2. Competency/Value Measurement Maturity<br />
		+	3. Governance Maturity<br />
		+	4. Partnership Maturity<br />
		+	5. Scope & Architecture Maturity<br />
		+	6. Skills Maturity<ref>The criteria to measure level of alignment between IT and Business [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf Dr Minwer M. AL-Adwan]</ref>
		+
		+
		+	'''Strategic Alignment Maturity Model Alignment Levels'''<ref>Strategic Alignment Maturity Model Alignment Levels [http://www.iiste.org/Journals/index.php/IKM/article/viewFile/28716/29479 Dr. Kiyeng P. Chumo]</ref><br />
		+	The alignment maturity level of an organization is determined by the management practices and strategic IT decisions within an organization based on the above six alignment maturity factors. Level one is the lowest maturity alignment level and level five is the highest maturity level. The five possible alignment maturity levels shown in figure 2 are defined below:<br />
		+	Level 1: Initial or Ad Hoc Process: Business and ICT are not aligned or harmonized.<br />
		+	Level 2: Committed Process: The organization has committed to becoming aligned.<br />
		+	Level 3: Established Focused Process: Strategic Alignment Maturity is established and focused on business objectives. There are established processes (such as a systems steering committee), and activities (such as portfolio management capabilities to evaluate IT investments) to realize strategic alignment.<br />
		+	Level 4: Improved or Managed Process: ICT has been reinforced as a value centre. ICT applications are leveraged across the enterprise to drive process enhancements that sustain competitive advantage.<br />
		+	Level 5: Optimized Process: The organization has integrated business and ICT strategic planning.
		+
		+
		+	[[File:SAMM1.png\|400px\|SAMM Levels]]<br />
		+	'''Figure 2.''' source: [http://www.iiste.org/Journals/index.php/IKM/article/viewFile/28716/29479 IISTE.Org]
		+
		+
		+	===See Also===
		+	[[Strategic_Management\|Strategic Management]]<br />
		+	[[IT_Value_Mapping\|IT Value Mapping]]<br />
		+	[[Strategic_Planning_Cycle\|Strategic Planning Cycle]]<br />
		+	[[Strategic_Vision\|Strategic Vision]]<br />
		+	[[Strategy\|Strategy]]<br />
		+	[[Business_IT_Alignment\|Business IT Alignment]]<br />
		+	[[Business_Strategy\|Business Strategy]]<br />
		+	[[Corporate_Strategy\|corporate strategy]]<br />
		+	[[IT_Strategy_Framework\|IT Strategy Framework]]<br />
		+	[[IT_Capability\|IT Capability]]<br />
		+	[[Business_Capability\|Business Capability]]<br />
		+	[[IT_Vision\|IT Vision]]<br />
		+	[[E-Strategy\|e-Business Strategy]]<br />
		+	[[Business_IT_Alignment\|Business IT Alignment]]<br />
		+	[[IT_Strategy_(Information_Technology_Strategy)\|IT Strategy]]<br />
		+	[[Strategic_Alignment\|Strategic Alignment]]<br />
		+	[[Strategic_Vision\|Strategic Vision]]
		+
		+
		+
		+	===References===
		+	<references />
		+
		+
		+	===Further Reading===
		+	*The Impact of Strategic Alignment Maturity of Business and Information Technology on Performance: Case Study of Jordan Public Sector Organizations [https://pdfs.semanticscholar.org/99d9/f11536382ee97b718bf6bc33d275335cc840.pdf JBASR]
		+	*Strategic Alignment Maturity - Managing the Information Technology Resource [http://www.profdavis.net/Luftman_Ch03.ppt Jerry N. Luftman]
		+	*An Evolution of IT-Business Strategic Alignment Maturity at Ciba Speciality Chemicals [http://www.irma-international.org/viewtitle/32395/ IGP]
		+	*THE STRATEGIC ALIGNMENT MATURITY OF BUSINESS AND INFORMATION TECHNOLOGY AT VOLKSWAGEN SOUTH AFRICA [https://core.ac.uk/download/pdf/11985755.pdf Rhodes Business School]