IT Governance: How Top Performers Manage IT Decision Rights for Superior Results
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Weill and Ross, both affiliated with the Center for Information Systems Research, explain why firms with superior IT governance systems have 20 percent higher profits than firms with poor governance, and tell executives what their companies need to do to realize the value of their IT. Their guide shows how to design and implement a coordinated set of decision-making processes so that all managers, not just the CIO or CTO, use IT to achieve the company's strategic and financial goals. They include examples from organizations such as DuPont, MetLife, Delta Air Lines, and the UK Metropolitan Police. Annotation ©2004 Book News, Inc., Portland, OR
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 Index
