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Enterprises are facing rapid and radical changes in a turbulent environment. This turbulence requires companies to be agile, i.e. to keep an overview of their environment and to be ready to react. Alignment Businesses IT is constantly being affected if levels of abstraction are affected by the change. The changes in companies must necessarily be accompanied by a (re)alignment of Business IT. In order to measure the impact of change on Business-IT alignment, this paper reviews the literature on agility metrics in different domains, by filtering them to focus on the context of Business-IT alignment, and then matching the metrics to the model that defines the impact of change on Business-IT alignment.

Nowadays, enterprises are facing many changes due to digital transformation. So, they have to deal with new requirements that impact various parts of their Enterprise Architecture. To address the needs created by this new digital era, agility and adaptation are compulsory. Though Enterprise Architecture (EA) was designed as a catalyst for change management, traditional Enterprise Architecture approaches do not rely on well-defined concepts, lack agility and are constrained by layered architecture (business layer, functional layer, deployment layer, etc.). Thus, a new generation of EA, allowing continuous self-improvement and proactive adaptation to better match the new conditions, is required. In this paper, we highlighted some criteria, regarding the adaptation of EA and exploited them to show the limitations of the EA approaches analyzed. Then, we presented agile methods principles and discussed the mapping between them and the criteria that we proposed before. Finally, we proposed a simplified model based on Scrum for adaptive enterprise architecture.

Strategic alignment must touch the long-term evolution. For this, the agility remains the optimal solution for this alignment to remain scalable and dynamic despite the events not scheduled that triggers over time. Making these two keywords work, associating them, makes them speak, combining progressively and meet regularly allows optimizing the work of each other. It is important to find a fair balance between the agile part, which is necessary to the rapid transformation and adapted of the information system and the strategic alignment part, which ensures the coherence, sustainability and the relevance of an information system of a limited duration. Following an enhanced state of the art, our article proposes an approach that will be a good balance for an aligned system which is sufficiently agile to be able to preserve a strategic alignment in the face of frequent developments.

Strategic alignment must remain active in the long term and dynamic with unforeseen changes. This is how agility at this level requires a projection into the future which must be instrumented by formal techniques as rational anticipation. It is important to find the right balance between the agile part, which is necessary for the rapid and appropriate transformation of the information system and strategic alignment, which ensures the coherence, durability, and relevance of an information system. By contrast, it should be obvious that the key to evolution in an approach between strategic alignment and agility is the dynamism of the process. Following an improvement in the state of the art, our article proposes a process that will be a good balance for a harmonized system that is agile enough to be able to maintain a strategic alignment with frequent evolutions.

Nowadays, the business IT alignment has become a priority in most large organizations. It is a question of aligning the information system on the business strategies of the organization. This step is aimed at increasing the practical value of the information system and makes it a strategic asset for the organization. Many works showed the importance of documentation, the analysis and the evaluation of business IT alignment, but few proposed solutions applicable to the strategic and functional level. This paper aims has to fill this gap by proposing a simple approach for modeling enterprise strategy in the context of strategic alignment. This approach is illustrated by case study of a real project in a Moroccan public administration.

Nowadays, the business IT alignment has become a priority in most large organizations. It is a question of aligning the information system on the business strategies of the organization. This step is aimed at increasing the practical value of the information system and makes it a strategic asset for the organization. Many works showed the importance of documentation, the analysis and the evaluation of business IT alignment, but few proposed solutions applicable to the strategic and functional level. This paper aims has to fill this gap by proposing a simple approach for modeling enterprise strategy in the context of strategic alignment. This approach is illustrated by case study of a real project in a Moroccan public administration.