Recently, strategic information systems planning (SISP) has emerged as one of the necessities in 15 activities and organizational operations as a whole. Although various SISP researches have been done, in few studies have attention been given to the process employed in organizations to plan and implement SISP. To address SISP problems in terms of the process-oriented view, this paper employs a dynamic viewpoint on the basis of innovation-process model As a result of in-depth interviews with IS managers of nine Korean banks, this research found slightly different problems appear in each stage of the process. While problems cited in prior researches were observed, new ones are also appeared such as "finding out relative outsourcers" "political problems between functions which lead the process and others which alienated," the "necessity of steering committees, etc. Meanwhile, problems such as "top management concerns" or "cost," which suggested as significant problems in prior researches, appeared relatively insignificant This study has limitations as a qualitative and exploratory one. However, in view of further studies, the linkage between SISP practices and innovation process theory will allow researches linking characteristics of both fields. Furthermore, researches which view the SISP process as a comprehensive knowledge transfer process will be possible.