000 02231cam a22003374a 4500
001 u6026
003 SA-PMU
005 20210418124108.0
008 031121s2004 maua b 001 0 eng
010 _a 2003025726
040 _aDLC
_beng
_cDLC
_dC#P
_dUKM
_dBAKER
_dMBB
_dNLGGC
_dBTCTA
_dYDXCP
_dLVB
_dIG#
_dSEO
_dOCLCQ
_dDEBSZ
_dTULIB
_dBDX
020 _a1591392535
020 _a9781591392538
035 _a(OCoLC)53824113
042 _apcc
050 0 0 _aHD30.2
_b.W4495 2004
082 0 0 _a658.4/038
_222
100 1 _aWeill, Peter.
245 1 0 _aIT governance :
_bhow top performers manage IT decision rights for superior results /
_cPeter Weill and Jeanne Ross.
260 _aBoston :
_bHarvard Business School Press,
_cc2004.
300 _axiv, 269 p. :
_bill. ;
_c24 cm.
504 _aIncludes bibliographical references and index.
505 0 _aIt governance simultaneously empowers and controls -- Five key it decisions: making it a strategic asset -- It governance archetypes for allocating decision rights -- Mechanisms for implementing it governance -- What it governance works best -- Linking strategy, it governance and performance -- Government and not for profit organizations -- Leadership principles for it governance.
520 _aSeventy 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 aroundIn 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.
650 0 _aInformation technology
_xManagement.
700 1 _aRoss, Jeanne W.
856 4 1 _3Table of contents
_uhttp://catdir.loc.gov/catdir/toc/ecip0411/2003025726.html
942 _cBOOK
994 _aZ0
_bSUPMU
596 _a1 2
999 _c6180
_d6180