BeschreibungSeventy 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.
InhaltsverzeichnisTable of Contents
Preface and Acknowledgments
Chapter 1 - IT Governance Simultaneously Empowers and Controls
Chapter 2 - Five Key IT Decisions: Making IT a Strategic Asset
Chapter 3 - IT Governance Archetypes for Allocating Decision Rights
Chapter 4 - Mechanisms for Implementing IT Governance
Chapter 5 - What IT Governance Works Best
Chapter 6 - Linking Strategy, IT Governance and Performance
Chapter 7 - Government and Not for Profit Organizations
Chapter 8 - Leadership Principles for IT Governance
Appendix A - Research Sites
Appendix B - Measuring Governance Performance
PortraitPeter Weill is the Director of the Center for Information Systems Research (CISR) and a Senior Research Scientist at MITs Sloan School of Management. Jeanne W. Ross is Principal Research Scientist at CISR.
Untertitel: How Top Performers Manage IT Decision Rights for Superior Results. illustrations. Sprache: Englisch.
Verlag: Harvard Business Review Press
Erscheinungsdatum: Mai 2004
Seitenanzahl: 288 Seiten