Why do big IT Projects fail? There are many reasons. Mismanagement, new technology and immature IT Organization are amongst them. However, the most frequent reason for large project failure is organizational dynamics or politics.
There are various techniques applied to manage project portfolios. This paper discusses using Earned Value Management and Treemaps. The latter provides a very powerful visual technique.
The board’s role in leveraging technology as a strategic resource: Eight Big Ideas from a survey on Information Technology in the Boardroom.
The board’s role in leveraging technology as a strategic resource.
IT Governance provides the policies, procedures, tools, frameworks etc. to manage IT. Hence, it is critical to the success of any organization. Can you convince your board of the same? More importantly, can you then execute against this obvious premise? Use this primer to educate yourself so you can help your CEO and board
What three things must coexist to ensure IT Value? Read on to find the answer!
A soup to nuts guide on ITIL
Most IT-enabled business projects are designed to underachieve in realizing the expected benefits often incorporated in the project’s deployment plan in the first place!
This document offers a global overview of the following important international standards and guidance for IT control and IT security in relationship to COBIT: COSO, ITIL®, ISO/IEC 17799:2005, FIPS Pub 200, ISO/IEC TR13335, ISO/IEC 15408, 2005, PRINCE2®, PMBOK®, TickIT, CMMI®, TOGAF 8.1, IT Baseline Protection Manual and NIST 800-14.
The current debate over IT spending often misses the point. Its not how much you spend, its the way you manage your IT spending that counts. The goal is not reduced spending but selective, value-creating spending that makes a greater contribution to the bottom line.
