First let us consider the strategic alignment attributes. It is based on two factors strategic fit and the functional integration. First factor of strategic fit considers the external and internal arenas. External domain considers product market offerings and distinctive features. Internal domain is related with the administrative structure and critical business process as well as development and acquisition of human resources. There are three set of choices to be considered such as information technology scope, systematic competencies and IT governance. Internal I/S arena considers architecture of information system, processes and skills (Henderson, & Venkatraman, 1993).
For integration, there is need to align the internal and external domains. There is also a need for functional integration. IT strategy must be linked with the business strategy. There are four dominant perspectives for alignment such as strategy execution, technological transformation, competitive potential and service. These four perspectives should be considered for IT alignment with business (Henderson, & Venkatraman, 1993).
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There are several reasons that illustrate this. As it is revealed that there is need to have competent people to carry out the project, in the case of Myki, it is found that there were not sufficient skills among employees to handle the IT project. There was no detailed information about the environment of transport ticketing. Therefore the orientation was faulty and led to the unproven IT architecture and this was ratified by selection of untested vendor. There were various kinds of complexities that took place as the TTA who was the responsible authority for carrying out task of project. Selected vendor shown mistrust to TTA and TTA had a negotiation that was based on outcome based contract was also inadequate to Myki