IT Governance: How Top Performers Manage IT Decision Rights for Superior ResultsSeventy percent of all IT projects fail - and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around. In this book, IT experts Peter D. Weill and Jeanne W. Ross argue that the real reason IT fails to deliver value is that companies have no formal system in place for guiding and monitoring IT decisions. Their research shows that firms with explicit IT governance systems have twice the profit of firms with poor governance, given the same strategic objectives. Just as corporate governance systems aim to ensure quality decisions about corporate assets, the authors show, companies need IT governance systems to ensure that IT investments are made wisely and effectively. Based on a study of 250 enterprises worldwide, IT Governance shows how to design and implement a customized system of decision rights that will ensure that all employees invest in and use IT only in manners that achieve the company's strategic and financial goals. Practical and proven in practice, this book will help firms transform IT from an expense to a profitable investment. |
Contents
IT Governance Simultaneously Empowers and Controls | 1 |
Five Key IT Decisions Making IT a Strategic Asset | 25 |
IT Governance Archetypes for Allocating Decision Rights | 57 |
Mechanisms for Implementing IT Governance | 85 |
What IT Governance Works Best | 117 |
Linking Strategy IT Governance and Performance | 147 |
Government and NotforProfit Organizations | 185 |
Other editions - View all
Common terms and phrases
2003 MIT Sloan align architecture committee assess budget business application needs business monarchies business processes business strategy business value capabilities Carlson Carlson Companies Center for Information chapter chargeback cost create DBS Bank Decision Input Decision decision rights Delta Air Lines desirable behaviors duopoly DuPont Effective IT Governance ensure enterprise architecture enterprise's enterprisewide ernance example federal model feudal figure firm's firms focus for-profit fund global Governance Design Framework governance mechanisms implement Information Systems Research Input Decision Input integration investment decisions JPMorgan Chase key assets key IT decisions leadership Marianne Broadbent MeadWestvaco Melbourne Business School ment metrics Mike Eskew Motorola nance not-for-profit organizations organizational Panalpina percent performance goals Peter Weill Pfizer portfolio principles profits projects relationship managers requirements responsibility Richard Woodham role senior management shared services Sloan School Center standards Street Corporation synergies Systems Research CISR tion top performers UNICEF