Relevant bibliographies by topics / Strategic Information Systems Planning

Academic literature on the topic 'Strategic Information Systems Planning'

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Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Strategic Information Systems Planning"

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Rowley, Jennifer. "Strategic information systems planning." Information Services & Use 15, no. 1 (January 1, 1995): 57–66. http://dx.doi.org/10.3233/isu-1995-15108.

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Hackney, Ray, John Kawalek, and Gurpreet Dhillon. "Strategic Information Systems Planning." Journal of Organizational and End User Computing 11, no. 2 (April 1999): 3–12. http://dx.doi.org/10.4018/joeuc.1999040101.

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Lederer, Albert L., and Veronica Gardiner. "STRATEGIC INFORMATION SYSTEMS PLANNING." Information Systems Management 9, no. 3 (January 1992): 13–20. http://dx.doi.org/10.1080/10580539208906877.

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Pita, Zijad, France Cheong, and Brian Corbitt. "Strategic Information Systems Planning (SISP)." International Journal of Strategic Decision Sciences 1, no. 2 (April 2010): 28–61. http://dx.doi.org/10.4018/jsds.2010040102.

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This study examines the use of formal Strategic Information Systems Planning (SISP) approaches and methodologies in Australia. The authors analyze the relationships between SISP success, SISP objectives, company size/type and SISP approaches and methodologies. The authors find that the most popular methodologies are not the most successful. Emerging methodologies, such as Fuzzy Cognitive Maps and Information Engineering, could be considered for improving the success of SISP. They also find that a combination of SISP approaches is more successful than the implementation of any one approach. This can be interpreted that the boundary lines that distinguish theoretical approaches are blurred and that SISP theory needs a new way of thinking to stay relevant for practice. In addition, many findings of significant importance to SISP practitioners, in the context of various industries, are presented.
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Carter, Richard B., Nilakanta Sree, and Norris Daniel. "Strategic Planning for Information Systems." Journal of Research on Computing in Education 24, no. 2 (December 1991): 280–88. http://dx.doi.org/10.1080/08886504.1991.10782009.

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Clark, Carol, Jeff Clark, Stanley Gambill, and Bridget Fielder. "Strategic Information Systems Planning Paradoxes." Information Strategy: The Executive's Journal 17, no. 1 (September 2000): 27–31. http://dx.doi.org/10.1080/07438613.2000.10744630.

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Harris, Martin. "Strategic planning for information systems." Journal of Information Technology 6, no. 1 (March 1991): 60. http://dx.doi.org/10.1057/jit.1991.9.

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Premkumar, G., and William R. King. "Assessing strategic information systems planning." Long Range Planning 24, no. 5 (October 1991): 41–58. http://dx.doi.org/10.1016/0024-6301(91)90251-i.

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Bruce, Richard. "Strategic planning for information systems." Long Range Planning 24, no. 5 (October 1991): 128–32. http://dx.doi.org/10.1016/0024-6301(91)90259-q.

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O'Connor, Anne D. "Successful strategic information systems planning." Information Systems Journal 3, no. 2 (April 1993): 71–83. http://dx.doi.org/10.1111/j.1365-2575.1993.tb00116.x.

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Dissertations / Theses on the topic "Strategic Information Systems Planning"

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Tsoi, Pui Man. "Critical success factors for strategic information systems planning." HKBU Institutional Repository, 2001. http://repository.hkbu.edu.hk/etd_ra/283.

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Al-Faidi, Al-Juhani Mohammed H. "Strategic Information Systems Planning (SISP) in the banking sector: An Investigation of Strategic Information Systems Planning (SISP) in the Saudi Banking Sector." Thesis, University of Bradford, 2011. http://hdl.handle.net/10454/17372.

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The improvement of SISP practices has rapidly become one of the most critical issues facing many organisations, including banks. Globally, the banking sectors, including the Saudi one, have developed and implemented many IS strategies. Several systems have been executed to support the countries’ economies which have benefited from the increased trading resulting from the greater flexibility in time and costs associated with banking transactions. To continue these achievements and to improve SISP processes, several factors require careful investigation based on their relationship to SISP success; which include SISP objectives, SISP internal factors, external consultant functions, SISP external factors, measurements of SISP success, key stakeholders’ roles, and triggers. Therefore this study investigates the impact of these factors on SISP success. Data were collected in three phases. Phase 1 was an initial study with one or two interviews with the IT directors of each bank in the Saudi banking sector comprising the central bank and 11 commercial banks. The outcomes informed the development of a survey that was used in Phase 2; to investigate a sample containing a central bank, a domestic commercial bank and a domestic-foreign commercial bank to determine their SISP processes. 157 completed questionnaires were returned from the bank executives, business and IT directors and consultants. In Phase 3, 57 interviews confirmed and explained the quantitative results from Phase 2. Therefore, an in-depth case study was made in the three banks during Phases 2 and 3. The research results support previous findings on the SISP’s seventeen objectives collected by several researchers across different industries and in various countries. Furthermore, the research condenses these seventeen objectives into five more practical and achievable objectives for the banking sector. These are: 1) planning and deployment of information systems; 2) leading organisation changes; 3) improving stakeholders’ involvement and communication; 4) achieving the strategic priorities; and 5) alignment of organisational policies and architecture for business and IS. In addition, the findings identify the factors according to their relationship with SISP success and therefore explore several elements with positive, negative or no impact on SISP success in the banking sector. The thesis presents conclusions and suggests areas for further research.
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Osman, Esam. "Developing strategic information system planning model in Libya organisations." Thesis, University of Plymouth, 2012. http://hdl.handle.net/10026.1/1173.

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This quantitative research study investigated the impact of organisational context on the process and success of strategic IS planning (SISP) in post-implementation information systems in Libyan organisations. A set of direct and indirect relationships were investigated in the research model. The organisational context presented as a contingent situational variable mediated by SISP process and predicted by SISP success (the criterion variable). The causality of the relationship set was developed from the contingency theory of information systems and supported by fit models in strategic management research. The study deployed multivariate analysis represented in the structural equation modelling (SEM) to develop robust construct measurements and analyse data collected from executives responsible for information systems planning in both public and private Libyan organisations. Multi-dimensional multi-items constructs were used in the path analysis model after they were extensively validated. The path analysis model represented as mediation model, where hypothesise suggest that SISP context has an impact SISP success, through the influence of the SISP process. In the model, four dimensions of the SISP context construct were found to have a significant impact on SISP success directly and indirectly through the SISP process. Two of these dimensions are components of the leadership orientation construct, namely “Creative and Controlling” leadership. The other two dimensions are “Organisation centralisation structure and the Riskiness of organisation strategies”. The environmental uncertainty and planning resource constructs were found to have no impact on SISP success in Libyan organisations. Furthermore, this study validated six out of seven dimensions of SISP process construct measurement; only five exhibited acceptable fit level in the path analysis model and all were affected by the SISP context. However, just three out of five SISP process constructs had an impact on SISP success namely “Comprehensiveness, Focus and Intuition planning process”. Different SISP processes were associated with different levels of SISP success, “Intuition” was the most effective SISP process approach. The second most effective SISP process approach was the “Focus on innovation”, followed by “Limited comprehensiveness”. The SISP success measured by the fulfilment of key objectives that has three measurements constructs namely “Analysis, Alignment, and Cooperation”. The research suggest that under the effect of organisation context the most successful SISP produced by (CIO, CEO, or top executives) who rely less on personal judgment, focus more on innovation rather than control and limit their comprehensiveness of information systems planning process.
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Altinsoy, Nuh. "Information systems strategic planning for Kosovo Peace keeping force." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2001. http://handle.dtic.mil/100.2/ADA397234.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, Sept. 2001.
Thesis advisor(s): Haga, William J.; Osmundson, John. Includes bibliographical references (p. 63). Also Available online.
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Jordan, Ernest. "Information strategy: a model for integratingcompetitive strategy, organisational structure and information systems." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31233582.

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Jordan, Ernest. "Information strategy : a model for integrating competitive strategy, organisational structure and information systems /." [Hong Kong : University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13645997.

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Basahel, Abdullah M. "Evaluating the adoption of strategic information systems planning (SISP) in global organisations." Thesis, Brunel University, 2010. http://bura.brunel.ac.uk/handle/2438/4504.

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In a comprehensive review of literature on the strategic adoption of information systems (IS), various approaches to strategic IS adoption were unable to verify and coordinate different factors for IS investment as a strategic business unit. An assessment of different models in this area through the review of empirical case studies was required to identify the factors that affect IS strategic adoption, because these factors support the evaluation and adoption of both the process and result of IS strategic adoption. Thus, a study to investigate and evaluate the adoption of strategic information systems planning (SISP) within organisations is required in order to identify the factors that affect this type of adoption. The research in this thesis takes into account the adoption process and the factors for the adoption of SISP. There is also a need to understand and evaluate different IS planning techniques within a framework that can support decision-makers through the entire IS strategic adoption process. This framework is a component of the proposed novel model that considers other crucial factors that influence IS strategic evaluation and adoption. Decision-makers may employ such a model and evaluation framework that considers important SISP criteria, such as (a) SISP benefits, (b) SISP requirements and, (c) SISP drivers, as an important reference tool. After presenting the conceptual components of this research, the empirical side expresses the application of a qualitative research approach through a case study strategy to investigate the proposed model of SISP adoption. As a result, two global organisations were investigated, reported, and analysed. Additional factors for the adoption of SISP emerged from these analyses. The proposed conceptual model was modified to present 11 factors that influence the adoption of SISP, including (a) planning team; (b) benefits; (c) requirements; (d) drivers; (e) costs; (f) IS performance measurement; (g) framework for the evaluation of SISP techniques; (h) SISP methods; (i) SISP tools; (j) support; and (k) IS strategy. The primary contribution of this thesis is a comprehensive novel model for the evaluation and adoption of SISP. The model includes two levels of original contribution. Firstly, it accounts for previous studies in SISP and their factors, which supports the conceptual level of this contribution. The researcher incorporated and extended these studies to merge the factors which were recognised in the normative literature. In addition, factors from empirical work have also been combined in the proposed model, thus developing a consistent paradigm for the evaluation and adoption of SISP. Secondly, the concept and process of the proposed model can be applied as an educational guide throughout the IS strategic evaluation and adoption process. Nevertheless, this model contains a proposed framework for the evaluation of IS strategic planning techniques as factors that influence the adoption of SISP. This framework is novel, since it is a part of the proposed model as well as a classification of IS planning techniques, and supports decision-makers’ understanding and evaluation of planning techniques during the adoption of SISP.
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Pita, Zijad, and zijad pita@rmit edu au. "Strategic Information Systems Planning (SISP) in Australia Assessment and Measurement." RMIT University. Business Information Technology, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080514.162332.

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Strategic Information Systems Planning (SISP) is an important activity for helping Chief Information Executives (CIOs) and top management identify strategic applications and align Information Technology (IT) with business needs. Like all strategic planning, SISP requires measuring how well SISP is done and how planning is improving over time. The measurement of these intangibles is a complex exercise. There have been few efforts undertaken in the Information Systems (IS) literature to formally develop a model for assessing and measuring SISP efforts. In this study, two models were proposed: a five-stage SISP maturity model for defining SISP maturity and another one for assessing the degree of SISP maturity. The five SISP maturity levels were defined as: Rudimentary Planning, Ineffectual Planning, Attainable Planning, Sustainable Planning, and Adaptable Planning. The assessment model was structured as a third-order system, where eight first-order dimensions were termed as Form and Content, Collaboration, Policies, Stakeholders' Designation, Knowledge Bank, Technology, Time Dimension, and Viability. The first-order dimensions were grouped into three second-order constructs, namely Effectiveness, Efficiency and Manoeuvrability, which ultimately characterise the level of SISP success. This model was used to establish a theoretical benchmark for each SISP maturity level. To model the level of SISP maturity, an 'Integral Engineering' approach was established and the Analytic Network Process (ANP) theory was used. The study is a novel approach in using ANP to synthesize the measures of the various SISP constructs into a single overall measure of SISP maturity level. A survey was performed and data collected from 260 Australian organisations to examine the degree of SISP maturity and the relationships among SISP constructs. Structural equation modelling (SEM) was used to test the fit between the hypothesized model and the survey data The models were applied to the data collected and the findings suggested that the models fit the data well. While Effectiveness and Efficiency are well recognised planning constructs, Manoeuvrability as a measure of planning dynamics is not acknowledged in the literature as an equally important construct. This study confirmed a strong correlation between Manoeuvrability and SISP success and found it to be more important than the Efficiency construct. The empirical data did not confirm the existence of Rudimentary and Ineffectual planning levels of SISP maturity Australia-wide. SISP maturity in the majority of Australian organisations is at Sustainable and Attainable planning levels. A small percentage of the surveyed organisations have actually reached the highest planning level (Adaptable planning). The empirical data showed that current SISP is lacking strategic dimension and that the recently popularised one-year planning horizon may not be the best choice. Australian organisations did not consider the strategic relevance of IT as the key objective. IT/IS was seen as a business enabler, thus the strategic advan tage associated with IT came as a secondary objective.
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Makhwaje, Ernest N. "Strategic planning of agricultural land information systems in South Africa." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/1113.

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Thesis (PhD(Agric) (Agricultural Economics))--Stellenbosch University, 2008.
The planning processes involved in the design and development of strategic land information systems in a semantic context require a logical approach. An array of efficacy problems associated with the relevance of the information required and the data to be provided must be dealt with in terms of this logical approach so that wise decisions can be made about future land resource use options. This study applies the aforementioned statement to strategic decision-making regarding information management in the provision of accurate and relevant information about the characteristics of the land resource for use by both the public and private sectors in South Africa. With ever evolving human needs that increase pressure on the limited land resource, the need for accurate and relevant information for strategic purposes is increasing. However, even at the present time, land information systems design and development is characterised by a technical design orientation and a narrow cost-efficiency focus, with a lack of strategic envisioning. Strategic decisions require effective choices regarding what data should be collected and how this should be stored and processed to support landresource- use decisions in the future. Information systems can, however, not cater for too many variables due to cost implications. Hence, strategic choices in generating only the required information and data for storage and processing become necessary.
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Mohdzain, Mohdzaher. "Information systems strategic planning in multinational corporations : from subsidiaries' perspective." Thesis, Cranfield University, 2003. http://dspace.lib.cranfield.ac.uk/handle/1826/10543.

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This thesis examined information systems strategic planning in multinationals from the perspective of the subsidiaries. A research framework was synthesised from a combination of literature in the fields of multinational strategy and IS strategic planning. The research was carried out using multiple case studies involving eight multinational subsidiaries operating in Malaysia and a multinational subsidiary operating in the UK. The subsidiaries were units in four European-based, three US-based, and two Japanese-based multinationals. The main methods and instruments used for the study were site visits and semistructured interviews. Three corporate headquarters were visited, in Switzerland, the US, and The Netherlands and a telephone interview was held with another corporate IT interviewee based in the US. The evidence gathered from the case studies reveals that, in these organisations, there is a lack of alignment between IS and business strategy. IS planning is more tactical rather than strategic and is more dominated by the IT infrastructure rather than the IS portfolio. The main focus of IS planning in many of these companies is to control cost and achieve scale economies, while knowledge transfer and subsidiary initiative get less priority. IS planning in these companies is centralised or currently moving toward more centralisation. Project implementation was the main criterion used for measuring IS planning success. With a low level of involvement of the local business management in the IS planning, in general, the subsidiary business managers are less satisfied with the IS planning approach than the subsidiary IT managers. Analysis of the evidence gathered from the case studies also indicates that there are links between business orientation, IS planning orientation, IS planning approaches, and the perceived success of IS planning. Small subsidiaries also tend to have less autonomy in IS planning and IS managers who report to the financial controllers tend to be less satisfied with the IS planning approach.
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Books on the topic "Strategic Information Systems Planning"

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Strategic Information systems Planning. Washington: Semantic Books, 2014.

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Eliot, Lance B. Information systems strategic planning. Charleston, S.C., U.S.A: Computer Technology Research Corp., 1991.

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Andreu, Rafael C. Information systems strategic planning. Oxford: NCC. Blackwell, 1992.

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John, Ward. Strategic planning for information systems. Chichester, West Sussex, England: Wiley, 1990.

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Joe, Peppard, ed. Strategic planning for information systems. 3rd ed. Chichester, West Sussex, England: J. Wiley, 2002.

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Remenyi, D. Introducing strategic information systems planning. Manchester, [Eng.]: NCC Blackwell, 1991.

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John, Ward. Strategic Planning for Information Systems. New York: John Wiley & Sons, Ltd., 2002.

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John, Ward. Strategic planning for information systems. 2nd ed. Chichester: Wiley, 1996.

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Strategic IS/IT planning. Boston: Butterworth-Heinemann, 1996.

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Butler, Janet G. Strategic planning for enterprise information systems. Charleston, S.C: Computer Technology Research Corp., 1996.

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Book chapters on the topic "Strategic Information Systems Planning"

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Schmitt, Heinz-Ulrich. "Information Systems." In Effective Model Building for Strategic Planning, 73–91. Wiesbaden: Deutscher Universitätsverlag, 1996. http://dx.doi.org/10.1007/978-3-322-99897-2_4.

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Cather, H., and S. Karababas. "Strategic Planning of Information Systems." In Proceedings of the Thirtieth International MATADOR Conference, 27–34. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-13255-3_5.

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Gunasekaran, Suresh, and Dave Garets. "Managing the IT Strategic Planning Process." In Healthcare Information Management Systems, 22–34. New York, NY: Springer New York, 2004. http://dx.doi.org/10.1007/978-1-4757-4041-7_2.

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Constantiou, Ioanna D., Jan Damsgaard, and Lars Knutsen. "Strategic Planning for Mobile Services Adoption and Diffusion." In Mobile Information Systems, 231–44. Boston, MA: Springer US, 2005. http://dx.doi.org/10.1007/0-387-22874-8_16.

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Kamariotou, Maria, and Fotis Kitsios. "Critical Factors of Strategic Information Systems Planning Phases in SMEs." In Information Systems, 503–17. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11395-7_39.

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Kitsios, Fotis, and Maria Kamariotou. "Decision Support Systems and Strategic Information Systems Planning for Strategy Implementation." In Strategic Innovative Marketing, 327–32. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56288-9_43.

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Kitsios, Fotis, Maria Kamariotou, and Vicky Manthou. "Hospital Information Systems Planning: Strategic IT Alignment in Healthcare." In Strategic Innovative Marketing, 203–9. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16099-9_25.

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Helppie, Richard D., and Terrance T. Stretch. "Information Systems Strategic Planning: A Healthcare Enterprise Approach." In Healthcare Information Management Systems, 121–39. New York, NY: Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4757-2402-8_11.

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Coakes, Elayne, and Tony Elliman. "Stakeholders and Boundaries in Strategic Information Systems Planning." In New Perspectives on Information Systems Development, 1–18. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-0595-2_1.

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Muljo, Hery Harjono, and Bens Pardamean. "Information Systems Strategic Planning for a Naval Hospital." In Lecture Notes in Computer Science, 202–13. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36818-9_21.

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Conference papers on the topic "Strategic Information Systems Planning"

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Gandhi, Arfive, Yova Ruldeviyani, and Yudho Giri Sucahyo. "Strategic information systems planning for bureaucratic reform." In 2017 5th International Conference on Research and Innovation in Information Systems (ICRIIS). IEEE, 2017. http://dx.doi.org/10.1109/icriis.2017.8002474.

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Jacoby, Wendy, and Charles E. Grantham. "Best practices in strategic information systems planning." In the 1995 ACM SIGCPR conference. New York, New York, USA: ACM Press, 1995. http://dx.doi.org/10.1145/212490.213703.

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"Internet Science for Strategic Planning." In International Conference on Web Information Systems and Technologies. SCITEPRESS - Science and and Technology Publications, 2014. http://dx.doi.org/10.5220/0004950803940399.

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Wijaya, Widia Murni. "Strategic Information System Planning: Information Systems Required in Vocational School Models." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.16.

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Tenchurin, Denis, Maxim Shatilov, and Sergey Avdoshin. "Information System of Scenario Strategic Planning." In Spring/Summer Young Researchers' Colloquium on Software Engineering. Institute for System Programming of the Russian Academy of Sciences, 2009. http://dx.doi.org/10.15514/syrcose-2009-3-23.

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AL-Rawhani, Tasneem Hussien, and Ammar Thabit Zahary. "Strategic Information System Planning: A Review." In 2022 International Conference on Intelligent Technology, System and Service for Internet of Everything (ITSS-IoE). IEEE, 2022. http://dx.doi.org/10.1109/itss-ioe56359.2022.9990967.

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Menezes, Breno Pinho, Fabio Gomes Rocha, Pablo Marques Menezes, and Rogério Patrício Chagas do Nascimento. "STRATEGIC PLANNING METHODOLOGY FOR INFORMATION SECURITY – PESEG 1.0." In 14th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2017. http://dx.doi.org/10.5748/9788599693131-14contecsi/ps-4454.

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Wahyudin, Asep, Harry B. Santoso, and Zainal A. Hasibuan. "A Collaborative Process Scheme in Strategic Information Systems Planning." In 2018 Third International Conference on Informatics and Computing (ICIC). IEEE, 2018. http://dx.doi.org/10.1109/iac.2018.8780415.

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Umar, Nana Aisha, and Jamilu Awwalu. "Integrating Strategic Information Systems Planning into Nigerian Security Agencies." In 2019 15th International Conference on Electronics, Computer and Computation (ICECCO). IEEE, 2019. http://dx.doi.org/10.1109/icecco48375.2019.9043227.

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Surmsuk, Pakorn, and Suchai Thanawastien. "The Integrated Strategic Information System Planning Methodology." In 11th IEEE International Enterprise Distributed Object Computing Conference (EDOC 2007). IEEE, 2007. http://dx.doi.org/10.1109/edoc.2007.4384017.

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Reports on the topic "Strategic Information Systems Planning"

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Choi, Yoojin, Nathan M. Stall, Antonina Maltsev, Chaim M. Bell, Isaac I. Bogoch, Tal Brosh, Gerald A. Evans, et al. Lessons Learned from Israel’s Vaccine Rollout. Ontario COVID-19 Science Advisory Table, February 2021. http://dx.doi.org/10.47326/ocsat.2021.02.09.1.0.

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As Ontario expands access to the COVID-19 vaccine beyond the Phase 1 priority populations, strategic planning and execution of mass vaccine rollout will have a significant impact on the health and safety of Ontario’s 14.5 million residents. There are six key elements of Israel’s successful COVID-19 vaccine campaign that can be readily applied to Ontario to expedite and expand the province’s vaccine rollout strategy: a simple vaccine prioritization process; modification to the transport, storage, and distribution of the vaccines; effective communication to promote vaccine confidence; decentralization of vaccination sites; centralized organization through Health Maintenance Organizations (HMOs) using a fully integrated information technology (IT) system in a universal health care system; and the engagement of community-based personnel, infrastructure, and resources.
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Swacina, Kathleen. Army Information Technology Strategic Planning and Procurement Process. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404211.

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Heuler, Ronald R. Strategic Approach to Information Systems Protection. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada363891.

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Schneider, Richard L., Prameela V. Reddy, Samuel T. Ariaratnam, and Victoria J. McCleary. Integrating Global Trends Information Into Army Strategic Planning Processes. Fort Belvoir, VA: Defense Technical Information Center, June 1993. http://dx.doi.org/10.21236/ada269658.

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Rosen, Stanley. Strategic Planning and Management in Defense Systems Acquisition. Fort Belvoir, VA: Defense Technical Information Center, April 2014. http://dx.doi.org/10.21236/ada624709.

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Swanson, Marianne, Amy Wohl, Lucinda Pope, Tim Grance, Joan Hash, and Ray Thomas. Contingency planning guide for information technology systems :. Gaithersburg, MD: National Institute of Standards and Technology, 2002. http://dx.doi.org/10.6028/nist.sp.800-34.

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Swanson, M., P. Bowen, A. W. Phillips, D. Gallup, and D. Lynes. Contingency planning guide for federal information systems. Gaithersburg, MD: National Institute of Standards and Technology, 2010. http://dx.doi.org/10.6028/nist.sp.800-34r1.

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8

Heminger, Alan R. Collaborative Early Systems Engineering: Strategic Information Management Review. Fort Belvoir, VA: Defense Technical Information Center, September 2010. http://dx.doi.org/10.21236/ada544695.

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9

Brown, Scott M., and Michael T. Cox. Planning for Information Visualization in Mixed-Initiative Systems. Fort Belvoir, VA: Defense Technical Information Center, January 1999. http://dx.doi.org/10.21236/ada430258.

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Walker, Dennis W. Developing a Strategic Information Systems Plan for the Heidelberg US Army Medical Department Activity. Fort Belvoir, VA: Defense Technical Information Center, April 2004. http://dx.doi.org/10.21236/ada432039.

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