Information Architecture Analysis

Primary data were gathered through interviews. This section briefly describes the analysis of these data, in accordance with the sections of the research instrument. The content of interviews was evaluated and high, average, and low values were assigned to classify variables. High, average and low levels were recorded in studies by Reich and Benbasat and Audy and Brodbeck, with levels in the present study attributed by the researchers based on content analysis of the interviews. The analyses presented were grouped, that is, they represent summaries of interviews with business executives and IT analysts. Several contradictions emerge from the analyses and are remarked on when this occurs.

6.2.1 Organizational Context

The assessment of the organizational context aimed to obtain a general overview in relation to the use of IT and how executives perceived the position of this department within the organization. This section provides a description of variables such as the focus of the organization's IT department and receptiveness to new technologies, in order to determine the perception of the interviewees regarding these variables.

According to the analysis performed and the interviews conducted, the focus of the IT area is that of providing operational support for business.Evaluations of the interviews indicated concern regarding the strategic use of information. For example, we identified a need to create a platform of more detailed information, enabling better relationships with clients and the use of existing databases to add value.

The organizational context assessment found that interviewees perceived the capability of meeting informational needs at operational level (corporate) as high. Fulfillment of these needs at the final product level (in areas associated with management) was perceived as average, with improvement needed. There is a clear need for the use of tools to improve the strategic fulfillment of information needs, as demonstrated by an excerpt from one of the interviews:

Information needs are not entirely met, particularly in regard to management and strategic information. Most areas rely on accounting and financial information, which often takes time to be made available, meaning these areas lack fast access to this data.

6.2.2 Planning for IT Resources

This section addresses the perception of interviewees concerning planning and investment for resources related to technological aspects, including: hardware, software, telecommunications systems, management of data and operating systems.

The organization adopts a single planning methodology for all the companies that make up the System, with a centralized IT department. Differences were observed with respect to system development. A certain maturity was highlighted in resource planning, since it has been carried out in line with this methodology for several years by most of the companies.

6.2.3 Human Resources

In relation to human resources, we evaluated issues such as professional IT qualifications, training of system users, participation in ITP and SBP, and effective knowledge of the business among IT professionals. Regarding the qualification and training of IT professionals, most of the interviewees attributed high levels. This point was also emphasized for planning of the organization's IT area. Knowledge of the business among IT professionals was considered average.

6.2.4 Information Needs

The information needs of executives were studied based on the concept of Critical Success Factors - CSF, analyzing whether these were provided by the organization's current transaction processing systems. Information needs were investigated through interviews with company executives and IT analysts and the analysis of documents, systems in use, and database models.

It was found that measurement of indicators via transaction processing systems was only partially achieved and that some were not integrated into the corporate systems. For example, some indicators are entered manually and measured through electronic spreadsheets. One interviewee emphasized the need for systematic control of indicators using IT tools, specifically Business Intelligence (BI):

We are currently developing a tool to monitor the metrics. At operational level, we have tools with these characteristics, but we feel they can be enhanced, improved. We understand that Business Intelligence tools, for example, exhibit components that meet these needs.

With respect to the existence of specific systems for obtaining strategic information, most interviewees cited BI tools. BI has been gradually implemented within the organization, initially in specific areas where its implementation could be assessed and modifications recommended for specific solutions. Decision support systems, data warehousing, data mining, and balanced scorecards were cited as tools for indicator analysis.

IT analysts interviewed stressed that searching for and cross-referencing information in the transactional database may result in performance issues for the remaining systems and, as such, the ideal solution would be an exclusive database specifically for this purpose. Chart 1 presents a summary of the main information needs identified, categorized by subject.

Chart 1 Main Information Needs 

(1) Inf. : Indicates whether the information can be obtained by the organization's current systems; (2) IS - Integrated System, automates the operational processes of organization units. (3) BSC - Balanced Scorecard - there is currently no software to measure the indicators.

It is important to underscore that the items presented in Chart 1 represent the main needs among all of those identified. These indicators may consist of other indicators in the form of calculations. A total of 170 key indicators were identified, with a variety of sources and formulas, classified by subject into 9 proposed data marts (DM). Two main causes were cited in relation to difficulties obtaining information and performance indicators: transaction processing systems not containing the information and the profile of information use. In other words, the executives do not yet have a culture of using analytical tools, representing a challenge for the organization.