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IT-Management 2
Tobias Hildebrandt
Master Digitale Medien, Fachbereich 3
Universität Bremen
Matrikelnummer: 2337614
Tobias_Hildebrandt@gmx.de
Abstract
This paper deals with the IT Service Management Framework ITIL and the business
performance measurement method Balanced Scorecard and its IT equivalent, the IT
Balanced Scorecard. The Balanced Scorecard aggregates low level measures, which
are called KPIs. Usually there are relations between these measures, which are
called cause-and-effect relationships. This paper tries to find out what features
current software implementations of the Balanced Scorecard and of the IT Balanced
scorecard offer, especially in regards to cause-and-effect relationships.
1 Introduction
The ITIL (Information Technology Infrastructure Library) framework is an approach to
IT Service management and according to [Th@] also the most widely accepted one.
It was developed by Great Britains’ Office of Government Commerce (OGC) and is a
documentation of best practices for IT Service Management. It consists mainly of a
series of advising books. The ITIL framework has been revised since its initial
development in the 1980s, the current version as this paper is being written is
Version 3 which was released in 2007. The OGC claims, that using ITIL might
provide benefits like reduced costs, improved IT services and improved customer
satisfaction. It provides best practices for all of the lifecycles of an IT service, which
according to [Th@] are Service Strategy, Service Design, Service Transition, Service
Operation and Continual Service Improvement. This paper will mostly deal with the
Continual Service Improvement phase.
Since its first introduction the ITIL framework has become more and more accepted,
being the most used framework for IT service management and a de facto standard
in this area nowadays. This success might be supported by the shift from IT
Management to IT Service Management.
While IT Management was more concentrated on infrastructure and the operational
level of IT, IT Service Management focuses on the services that are provided to its
customers. In the course of this shift, new methods were needed to cope with these
changes, and the ITIL framework was able to provide these methods. At the same
time, the importance of the alignment of business and IT increased, which made the
role of the IT Manager more important, leading to the nowadays common role of the
CIO (Chief Information Officer), who is often a member of the board of executives.
The next shift of roles and mindsets in IT that is frequently discussed is the IT
Governance, which is even more business oriented than IT Service Management.
While IT Service Management can still be considered to be in the IT domain, the IT
Governance responsibilities are to be found almost completely in the business
domain. According to [Va07] the ITIL framework is clearly a management framework,
and therefore it does not cover IT Governance – in contrary to other frameworks like
for example CobiT, which are explicitly frameworks for IT Governance.
1
Introduction
2
Balanced Scorecard
2 Balanced Scorecard
The BSC is a method for strategic business performance measuring that was
suggested by Robert S. Kaplan and David P. Norton in 1992. Since then it received a
lot of attention by managers as well as by scientists of different sectors. These
sectors include big companies like banks, insurance companies or software
manufacturers, but also smaller or governmental enterprises, like for example
hospitals. This chapter first tries to explain the motivation that led to the development
of the BSC, and then shows the underlying concepts.
2.1 Motivation
Historically, business performance measurement was based mostly on financial
techniques and measures like budget planning, Return on Investment (Ratio of
money earned or lost on an investment), Cash flow (movement of cash into or out of
a business) or earnings per share (Earned money divided by the number of shares)
[Ba01@].
The concentration on these aspects may lead to very short term thinking – usually
managers plan ahead at most until the next fiscal year, where a new budget plan is
being created. Long term goals and developments may be neglected by this
paradigm. This kind of thinking may also lead to actions and decisions which can
help in the short term, but impede long term improvements. One example might be
expenditures on employee trainings. When just focussing on “traditional” financial
performance measuring, a manager will, in many cases, come to the conclusion to
cut expenditures in this area – in doing so he will better be able to keep his budget
plan for the current year. And when a Return on Investment analysis on expenditures
on training is being calculated, there might not be any measurable or predictable
“return” at all, let alone in the current fiscal year. This is because it is very difficult to
calculate the detailed benefits of an improved employee training. But in cutting this
expenditure there might be a lot of additional costs in the future years coming up, for
example a lower productivity or a decrease in customer satisfaction due to a worse
service.
This is where the BSC comes into play. It tries to help to see a business from a more
“integrated” perspective, and also aims to put performance measurement on a more
long term strategic level.
3
Balanced Scorecard
Its’ basic concept is to select a hand full of goals from the following areas, which are
called “perspectives”: user orientation, business contribution, operational excellence
and future orientation (see figure 1).
Each of these perspectives has a mission. One example for such a mission might be
“be the supplier of choice for our customers” for the customer perspective. Besides
the overall mission, each perspective is made up of several subgoals that support the
mission. For each of these goals it has to be defined a way to measure the state of
their completion. In this example “reach a high customer satisfaction” might be a
good goal to reach the mission of the customer perspective. In this example “Score of
evaluation by customer” might be a way to measure this goal. [Ka92]
It is very important that these values on the lowest hierarchy level of the BSC are
actually measurable.
2.2 Concepts
One of the reasons why the concept of the BSC is so successful may be that it claims
to help seeing a business from an integrated meta-perspective. It especially is
intended to help to see interconnections between areas of business (the
perspectives), which is illustrated by figure 2.
4
Balanced Scorecard
One area that is often discussed about the BSC is the finding of cause-and-effect
relationships between the perspectives in general, and between the goals of them in
special.
These relations shall now be explained by one example. Figure 3 shows on the left
side a so-called “strategy map” (an overview of the perspectives of an organization
with its goals) of a BSC, which consists of four perspectives - each of which have two
subgoals.
Now one might come to the conclusion that there might be relationships between the
goals, for example between the customer support and the customer satisfaction. A
manager of a company could for example suspect that by improving his customer
support, a higher customer satisfaction might be the result. This possible relation was
added to the strategy map in figure 3. The right side of figure 3 offers a more detailed
view with metrics measuring the subgoals defined in the strategy map. The
superficial cause-and-effect relation defined between the goals “Customer Support”
and “Customer Satisfaction” may here be displayed more detailed by building
relations between the metrics themselves. For example assuming that the
imaginative company of this example is a data center, especially the metric “% SRs
Resolved on Initial Contact” might have a big effect on customer satisfaction. Maybe
this relation can even be specified more detailed: the relation may exist especially
with the measurement “Customer Satisfaction - Service Support”. But the finding of
cause-and-effect relationships usually does not end here – generally this is a process
with multiple steps.
The relations between goals that have been defined in figure 3 can now be used as a
base for finding more relations.
5
Balanced Scorecard
6
Balanced Scorecard
The examples that were pointed out here can be completed by many more relations
that might exist between these goals. Once found, these possible relations should
then be evaluated – possibly in group workshops with discussions, using historical
business data if available.
7
IT Balanced Scorecard
3 IT Balanced Scorecard
After the concept of the BSC was introduced, it was soon picked up by different
sectors and areas. Thus, a BSC especially for IT Management / IT Governance was
created. The first suggestions to use the BSC in the IT context came up in 1992 by
Gold [Go92]. However, Willcocks found out in 1994 [Wi94], that Golds’ approach was
leading too much to see IT from an IT departments’ perspective. After that, the
concept of the IT BSC has been refined in 1997 [Va97] and 1998 [Va98] again. Since
then it has further been improved, for example by Wim Van Grembergen in 2000
[Va00], who pointed out how to link the IT BSC to the business BSC.
The main motivation to develop the IT BSC was to demonstrate the value of IT to the
business, address IT Governance issues and make IT more efficient and cut costs
[Cr07]. According to its popularity, [Cr07] created a hype cycle for the IT BSC. A hype
cycle is:
“[…] a graphic representation of the maturity, adoption and business
application of specific technologies […]”1.
This cycle (see figure 5) was published in 2007, according to which the IT BSC
already reached the “Plateau of productivity”. This is the last phase of a Hype Cycle
and means, that a product or method is no longer a hype theme which is heavily
discussed, but somehow accepted and also widely used.
1
[Un@]
8
IT Balanced Scorecard
One of the points of motivation to use the IT BSC is that it delivers faster feedback of
the status of goals than traditional methods, what van der Zee expresses as follows:
“The time lag between business planning processes and IT planning
processes is often just too long to be acceptable.”2.
This chapter first points out the differences to the business BSC, and then states
considerations that should be taken into account when implementing an IT BSC.
2
[Va99], Page 141
9
IT Balanced Scorecard
3
[Va99], Page 142
4
[Va99], Page 153
10
Linking ITIL Key Performance Indicators and the IT Balanced Scorecard
11
Linking ITIL Key Performance Indicators and the IT Balanced Scorecard
But often ITIL KPIs itself can not cover all aspects of an IT BSC; this may especially
be true for the financial perspectives. This is why ITIL KPIs are often coexisting
beside other KPIs or also purely financial measures (like displayed in figure 6).
12
Linking ITIL Key Performance Indicators and the IT Balanced Scorecard
A conclusion might be to use ITIL KPIs, but also other measures and KPIs where
adequate. If several KPIs are combined to measure one goal, the risk of having a too
short-time-oriented, too IT-focussed measurement can be reduced. When merging
several of these KPIs, the fusion of these might help to see the IT from a more
distanced, business-like perspective.
However, it has to be kept in mind to have a filtering process at work, which helps to
select just KPIs that are relevant for the respective business and IT goals.
13
Linking ITIL Key Performance Indicators and the IT Balanced Scorecard
Other IT goals and perspectives could probably be very well measured by ITIL KPIs –
for example the goals of the Internal perspective, as it focuses on internal business
processes. These internal business processes should be easily translatable into IT
processes, which may be managed using the ITIL framework anyway. In this case it
would make sense to use also KPIs that are recommended by the ITIL framework.
Another example of how to combine different types of KPIs could be the IT BSC for a
software developing company. The customer perspective for example could have as
a business goal “support the software development team in developing new
products”. This business goal could be translated into the more specific IT goal
“Support the development team by delivering the necessary tools at high availability”.
In order to measure the fulfilment of this goal, the processes could be for example
“find out which tools the development team needs”, “provide and maintain the
adequate tools” and “provide the availability of development tools”.
Concerning the process “provide and maintain the adequate tools”, one could think of
the following KPIs to measure the fulfilment of this process:
14
Linking ITIL Key Performance Indicators and the IT Balanced Scorecard
• Percentage of tools that are installed in the latest available product version
• Number of customer complaints (regarding the tools)
• Number of incidents (regarding the tools)
• Percentage of tools that are generally the most popular tools of their category
This list is just for the purpose of giving a general idea, one could certainly think of
more KPIs. What is noteworthy in this example is that metrics defined by the ITIL
framework (like number of requests, number of customer complaints or number of
incidents) coexist beside KPIs that have been developed for this specific process.
15
Cause-and-effect Relations
5 Cause-and-effect Relations
The principle of cause-and-effect relationships in BSCs was explained in chapter 2.2.
There has some theoretical research being done in this field already, for example by
Torben Hügens [Hü08], whose results will be picked up later.
In comparison to this theoretical existing knowledge, there are a lot of software
manufacturers that claim to offer software products which support the creation and
maintenance of BSCs or even IT BSCs. This chapter will evaluate the product
“Metricus” regarding its functionality of the IT BSC and ITIL KPIs in general and then
regarding the finding and evaluation of cause-and-effect relations in special. This is
followed by a broader overview over the market of products, stating if the most
popular products realize the finding and evaluation of cause-and-effect relationships
in their software, and how. This chapter ends with suggestions on how the finding
and evaluating of cause-and-effect relations could be implemented in a software
product.
The selection criteria for choosing the tool “Metricus” for a more detailed evaluation
were primarily, that the software supports creating and maintaining a BSC. Besides
that another criterion was, as this paper specializes on ITIL KPIs and the IT BSC, that
ITIL KPIs and ITIL Service Dashboards are supported.
Three software products were evaluated for this: Hyscore BSC, Opalis Business
Process Centric IT Dashboard and Metricus.
Out of these, “Opalis Business Process Centric IT Dashboard” offered the support of
ITIL KPIs and ITIL Service dashboards, but no BSC. Hyscore BSC did this, but
without supporting ITIL KPIs and ITIL Service dashboards. Only Metricus managed to
support all three criteria (see figure 8).
16
Cause-and-effect Relations
ITIL KPIs,
Tool Balanced Scorecard ITIL Service
Dashboards
Opalis Business
Process Centric IT No Yes
Dashboard
17
Cause-and-effect Relations
He suggests to use a method called sequence analysis instead, which can help to
find out the time which passes between a cause and the effect it has on another
variable.
He concludes that there is no simple way to solve this challenge to find these
relations due to the complexity of the topic. He sees need for further research in this
area, among other things in how to simulate the effects. This might be one area
where software would be very helpful. He states that one way to solve this problem
might be qualitative reasoning, which is a technique that is usually used in physics,
and can help by means as simulation to find causalities even without much
quantitative data. Like Hügens, Akkermans et al. [Ak02] also suggest to build a model
of the expected relationships, and then test this model using simulation methods
which are fed by historical data available in the company. For doing so, they claim
that most relations between KPIs are not unidirectional, but that instead most metrics
will build cyclic loops of some kind. They tried to prove this by conducting a case
study with a company, for which they build a quantified simulation model. The
expected (loop) causalities where established in a workshop, the model was filled
with company data. The outcome of the study, among other things, established loop-
causalities, as well as the successful calculation of time lags between changes in
related KPIs. In summary, it can be said that the study proves that simulation can in
fact be very helpful to test out relationship models. Unfortunately, according to
Hügens, these simulation methods are hardly ever implemented in software products
(or at least were at the time his book was written) – if this is still the case will be
verified in the course of this chapter.
At least, according to Hügens, statistical methods like correlation analysis are already
in place and used in developing BSCs. If these methods are also embedded in
common BSC software will also be a topic of this chapter.
18
Cause-and-effect Relations
Also available are modules to support IT Governance such as a module for project
management, as well as a module for green IT and one for Cost-control.
This evaluation is giving a general overview of the functionality first, afterwards the
features regarding relations are being discussed. The first steps when using Metricus
is the data entry. Here Metricus offers some user interfaces to enable the data entry
and processing from different sources, such as databases or CSV-files. When
building the scorecards, one can use a set of predefined KPIs or define his own
ones. When the system is configured and running, one can choose mainly between
several dashboards, ITIL-service scorecards and the IT BSC. The dashboards are
left aside for this evaluation, as they are not topics of this paper.
Figure 9 shows one of the ITIL-service scorecards, the change Management
Scorecard. It offers an easy to understand and comprehensive overview of the
perspectives, goals and measures.
Figure 10 shows the user interface for IT BSCs, which has a similar structure as the
ITIL-service scorecards.
19
Cause-and-effect Relations
Besides that view of the IT BSC, the online demo that was used for this evaluation
contained no features that seemed to support the finding or simulation of
relationships. However, the menu entry “Service Desk Benchmarking” contained a
window that was named “Cause and Effect”, which was unfortunately blank and did
not offer any options.
After asking ITPreneurs about that and about the overall possibilities of Metricus to
support the finding or evaluation of these relationships, the company responded that
Metricus offers the display of MS-Visio diagrams that show relationships between
measures. However, these diagrams have to be created by the customer, and also
the relationships itself have to be found, defined and tested by the customer.
Therefore it can be concluded that Metricus does not support the process of finding
relations.
20
Cause-and-effect Relations
Of course there is more BSC software that might support relations – according to
[Fi06@] in 2006 there were 23 vendors whose products were certified by the
Balanced Scorecard Collaborative, and around 80 more that were not. The most
popular ones are now described according to the features that are stated by their
publishers.
IBM Cognos 8
IBM Cognos 8 is a business intelligence tool that also contains a BSC. According to
IBM it offers cause-and-effect diagrams as well as impact analysis diagrams, which
should help to visualize how strong the impact of a change of one KPI on a related
KPI is. IBM states the following in its product brochures:
“Automatically generated HTML displays of the relationship between metrics
visually guide analysis to the root of performance problems.” 5.
IBM claims that its tools can answer the following questions:
“What are the factors driving the performance?
What other processes or metrics are affected?” 6.
It has, however, not further been researched for this paper, if the cause-and-effect
diagrams have to be created manually or if up to which extent Cognos can help to
find relations and causalities. In the whitepapers and videos IBM offers about Cognos
(at http://www-01.ibm.com/software/data/cognos/library.html) there is also no
mentioning of any tools than can simulate changes, so it can be assumed that this is
not supported.
CP-BSC
The tool CP-BSC by the company “Corporate planning” offers a software supported
BSC. It contains views for cause-and-effect relations and their impacts. However, it
can be assumed that as in Metricus these relations have to be modelled manually,
and that no simulation tool is supported:
„Es ist möglich, sowohl positive als auch negative Wirkungen mit
verschiedenen Ausprägungen (Stärken) zu definieren und zu
dokumentieren.“7.
5
[Co02@]
6
[Mo09@]
7
[Cp@]
21
Cause-and-effect Relations
However, again the product description might lead to the conclusion that the relations
have to be established manually:
„A simple yet powerful feature links Strategic Objectives, Measures (KPIs) and
Initiatives, allowing easy navigation and management of dynamic cause and
effect relationships.“ 8.
One might come to this conclusion because the words “navigation” and
“management” are used, instead of words like suggestion, finding, exploring or
simulation.
8
[Ar@]
22
Cause-and-effect Relations
9
[Sb@]
23
Cause-and-effect Relations
10
[Cr@]
11
[No99@]
12
[No99@]
24
Cause-and-effect Relations
In addition, according to [No99@] the created simulation models are even assessed
automatically on a regular basis, where actual metric values are compared to their
targets. If simulation models are no longer representing the reality, they are
automatically adapted.
13
[Cr07@]
25
Cause-and-effect Relations
In contrast to all other tools evaluated so far, SAS claims not only to be able to
simulate user defined relationships, but also to suggest and find these relations at
first hand:
„Correlation analysis can reveal previously unknown relationships between
metrics, making it clear which metrics are important and where to set
thresholds. This analysis shows a tight correlation between customer churn
and total revenue. Once cause-and-effect relationships are determined and
validated, their relationship to one another and the strengths of the
relationships can be displayed. Users can better predict potential outcomes
based on achieving certain results.“14.
The ability of finding relation is further described as follows:
“That is, the movement of one variable may have been caused by the
movement of another. Using advanced modelling techniques, these causal
relationships can then be isolated and highlighted. These capabilities can help
uncover cause-and-effect relationships. Regression analysis is a common
form of predictive modelling that can reveal previously unknown relationships
between KPIs in an easy and intuitive way. In the process, it reveals broader
and deeper insights into the way an organization really operates. To further
hone your strategy, a variety of analytical methods such as neural nets,
genetic algorithms, experimental design and optimization can be applied.” 15.
Simulation also seems to be supported:
“Example 2: Forecasting and “what-if analysis” help you model scenarios to
determine the best course of action. Change the values for one or more
variables to see the effect on the forecasted margin.“16.
And also the impact that a change in one KPI has on another KPI seems to be
simulatable in form of a sensitivity analysis:
“Applying rigorous analytics to business problems enables managers to more
quickly anticipate future challenges and opportunities with confidence assess
the impact of changing KPI values and respond more quickly with fact-based
decisions.” 17.
14
[Co@]
15
[Pr09@]
16
[Co@]
17
[Pr09@]
26
Cause-and-effect Relations
According to [In08@], every SAS program can be loaded into their data mining
workbench. One might expect that by means of data mining SAS can offer extensive
possibilities to find correlations between measures (for example by the association
method) or conduct simulations.
Conclusion
After evaluating Metricus practically by the means of an online demo, and the
features of six other tools according to the descriptions of their publishers, it can be
concluded that software implementations of the BSC leave in many cases a lot to be
desired. All of the evaluated tools deliver an implementation of the BSC itself via
some kind of dashboard or cockpit view with different degrees of comfort. But only
the tool from SAS really seems to help in finding and suggesting possible relations
between metrics. The situation regarding simulation features looks a bit brighter: here
at least the products from SBS, SAP and SAS seem to offer extensive tools to
simulate quantitative impact changes between KPIs. In the short evaluation that was
executed here, the tool from SAS seems to offer the best features. As the same
company also offers modules for ITIL KPIs and an IT BSC, it seems therefore much
more powerful than the practically evaluated Metricus, which lacks any features
regarding relation finding or simulation.
27
Cause-and-effect Relations
Managers and employees can then use their knowledge to verify or falsify this list, set
the causalities of the suggested correlations and add own suspected relations. These
new relations can then again be subject of a correlation analysis. Once in place, this
system of causalities can then always be used for simulations, for example for
sensitivity analyses. And even if such a system fails to provide correct relations, at
least the process can help to sensibilize managers, as concluded by [Ho98].
The software from SAS seems to enable all these features - however, one could
imagine even more. One thing that could be useful is a feature to suggest possible
relations not only using historical data of one company, but maybe using data from
several different companies of the same sector or industry. Online based software-
as-a-service solutions like Metricus could collect the data from all its users in an
anonymized way to facilitate analysis and simulation by providing a bigger data pool.
This might especially be useful for companies that do not have much historical data
for KPIs yet, for example because they just introduced ITIL to their company. Such a
comparison within companies that operate in the same sector might be especially
easy if a company is using a lot of KPIs that are recommend by the ITIL framework or
that are very common. However, the suggested relations have to be evaluated
thoroughly, as even in companies of the same sector they might sometimes not be
directly transferable. What can be suggested for further research is to find out how
KPIs of companies of the same sector resemble each other.
28
Conclusion
6 Conclusion
This paper began by pointing out the motivation for the change from IT Management
to IT Service Management and finally to IT Governance. It described the need for IT
Service Management frameworks like ITIL and performance measurement concepts
like the IT BSC. The motivation for and concepts of the BSC were explained, followed
by considerations on the IT BSC. It was further evaluated how to link ITIL KPIs to the
IT BSC and how to translate the business strategy into goals and measures of an IT
BSC. Then the state of the art in research regarding the finding and evaluation of
cause-and-effect relations in BSCs was illustrated, which made clear that the
research theories are somehow ahead of its implementations in software solutions.
The evaluation of the software IT BSC Metricus showed, that even as it offers good
support of ITIL and the evaluation of defined goals in an IT BSC, it lacked features
regarding cause-and-effect relation concepts, as most of the other evaluated
software solutions did too. Three of the seven evaluated products did offer
mentionable simulation support, however only one of the seven products (SAS
Balanced Scorecard) did show signs of features that help in finding possible
relations. This evaluation was followed by considerations on how software enabled
(IT) BSCs could be improved, which can be summarized as the implementation of
simulation and correlation analysis techniques (an approach that already has been
suggested by researchers). The research question of this paper
“What are the current features of (IT) Balanced Scorecard software regarding cause-
and-effect relationships between measures in general and ITIL Key Performance
Indicators in special and how can they be improved?”
has therefore been answered in the course of this software evaluation, as it pointed
out the available features by examining a few representative software products. The
part of the research question about possible improvements of software products has
been answered subsequently.
What remains to be seen is if and how fast the industry will adapt the new mindset of
IT Governance and replace or adjust its existing concepts of IT Service Management.
In this context, it will be interesting to see if ITIL can still be adequate in an
environment where IT Governance is in place – maybe the combination with more
business-centered concepts of performance measurement like the IT BSC can help
ensuring ITIL its popularity.
29
Conclusion
It is hard to predict future features of BSC software but it can be assumed, as there is
already indication for that in some products, that software solutions will be more and
more connected to business intelligence and data analysis tools. This linkage will
provide the desired functionalities by methods like data mining and simulation.
There is probably not much need for further theoretical basic research on finding and
evaluating cause-and-effect relations, as there has been done a lot of work already.
What can and should be done however is to research what mix of methods will
provide the best output for practically implemented software solutions. Then it can
only be hoped that this knowledge will be subsequently implemented by software
manufacturers.
30
Sources
7 Sources
[Ak02] Henk Akkermans and Kim van Oorschot: Developing a Balanced Scorecard
with System Dynamics, Proceedings of the 20th International Conference of
the System Dynamics Society, July 28 - August 1, at Palermo, Italy, 2002
[Ca07] Gary Case: Continual service improvement, The Stationary Office, Norwich,
2007
[Co@] Gary Cokins et. Al: Discover how analytics makes the difference between
managing and improving performance, http://www.sas.com/solutions/pm/
pmsupp-analytics.pdf, last checked on 8 August 2009
[Cr07@] Creating focus, alignment and agility with SAS® Strategic Performance
Management, http://www.sas.com/resources/whitepaper/wp_3549.pdf,
2007, last checked on 8 August 2009
[Ho98] Peter Horvath and Lutz Kaufmann: Balanced Scorecard - ein Werkzeug zur
31
Sources
[In08@] Integrating Your Favorite SAS Program into a SAS Data Mining
Workbench, http://www.sas.com/resources/whitepaper/wp_6874.pdf, 2008,
last checked on 8 August 2009
32
Sources
[Va99] J.T.M. van der Zee et al.: Alignment is not enough: integrating business and
information technology management with the balanced business scorecard,
Journal of Management Information Systems archive, Volume 16, Issue 2,
Pages 137–156, M. E. Sharpe Inc., Armonk, 1999
33