Respond positively to my classmates discussion post, do not include a breakdown, and offer recommendations: Instruments Khaiata and Zualkernan Indicate are Measurements of IT Strategy Business Alignment Planning organizational strategy and executing the plan is challenging. Finding a way to measure the plan's progress is even more challenging. Ideas and concepts come to life while leaders think about the organization's direction. Throughout the last couple of weeks, we have learned the importance of IT and business alignment, and this organizational alignment is critical to ensuring the organization can prioritize processes and procedures and ensure that the expectations of the business leaders are met. According to (Khaiata & Zualkernan, 2009), one of the ways to measure business alignment is the maturity model that considers communication, governance, partnership, and skill. If there is good, fluent communication between the departments, then items are expected to be carried out according to the plan. Therefore, measuring the IT department's and business partnership's maturity and trust. If there is no good communication between the departments, then the organization will fail. A way to measure the alignment is to determine how many projects are at risk and how the system is performing in accordance with the stakeholder's vision. Team input is absent during the governance meetings because everyone is working on different tasks and projects. Another way to measure the IT strategy and business alignment is to conduct a survey. According to (Khaiata & Zualkernan, 2009), using a survey to gather information and provide a high level of view of the alignment is critical to understanding the strategic alignment maturity model. The survey contains vital questions for each maturity model, hoping that the survey takers answer each question truthfully. Once the survey answers are collected, each individual's responses can be reviewed regarding the strategic alignment to understand where the organization can make improvements. This brings up another task: finding a way to measure the results of the changes made due to the overall organizational misalignment. Another survey should do the trick, but the organization will find itself in a constant loop of surveys and initiatives if there is no alignment within the organization. Suppose this is the case, and an organization finds itself in the constant loop of surveys with scores showing misalignment. Then, the organization must go back to the drawing board and start the process from the mission statement to how the developers carry out the work, communication within the departments and leaders, and the organization's overall strategy. Employees need to be shifted around within the organization to different departments to ensure that the new strategic alignment grants everyone in the organization a chance to start over if there is a common issue between departments. The areas where there were high achievers and good feedback from employees regarding their leaders and their plan execution must be put at the forefront of the new alignment, and leaders should be working with these individuals to identify areas of opportunity in the maturity model before sending a new survey. References Khaiata, M., & Zualkernan, I. (2009). https://web.p.ebscohost.com/. Retrieved from A Simple Instrument to Measure IT-Business Alignment Maturity.: https://web.p.ebscohost.com/ehost/detail/detail?vid=0&sid=1b3caa8c-b6e5-4f93-85f5-828311174141%40redis&bdata=JkF1dGhUeXBlPXNoaWImc2l0ZT1laG9zdC1saXZl#AN=37604193&db=bsh