by Peter Weill, Jeanne Ross
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Product Description
Seventy per cent of all IT projects fail. 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.
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Average Customer Review:
0 of 0 people found the following review helpful:
 An essential book for the IT professional and business man bookshelfs, 2008-08-23
For decades IT strategy has not being aligned with business strategies. Some organizations may not fulfill strategic objectives because lack of support from a robust IT strategy.
Weill and Ross review the importance of maximizing IT investments through a strong IT governance aligned with business strategy. The right IT governance will pursues the business objectives fulfillment, which will translate in concrete benefits to the firm.
Great book not only for IT professionals but for business people interested how IT governance aligned with business strategy will provide great results to the firm.
0 of 0 people found the following review helpful:
One of the best books on IT Governance, 2008-05-27
I think the book is one of the best books in the industry articulating the importance of IT Governance. The book gives various blue prints for IT Governance in the industry which are helpful in designing IT operational models. The book caters both experienced IT managers and professionals aspiring to become IT managers. I think the book is worth the investment as the reader will get planning and implementation guidelines to institute structured governance methodologies at different levels of an organization.
Sree G
2 of 2 people found the following review helpful:
An easy to read and insightful overview of IT Governance, 2007-12-30
An excellent summary and insightful overview on IT Governance. This is an easy read emphasizing its principles with many real world examples and case studies. Well suited for senior leadership as well as IT operational management. The provided frameworks can be utilized to support internal IT Governance projects or to augment external expertise. Sets a solid foundation for more detailed studies and implementation projects specific to your organization.
0 of 0 people found the following review helpful:
Better IT Business Value Delivery, 2007-11-03
Peter and Jeanne's book provides an excellent foundation and series of models for explaining how to explicitly design your IT organization. The book gives concrete examples and demonstrates the implications of the different models on performance. It is a valuable book for both consultants and senior IT executives.
2 of 2 people found the following review helpful:
 Good with Academic Slant, 2007-05-16
A recent Dilbert cartoon had Dogbert telling management, "You need a dashboard full of information that you can ignore to make decisions in light of corporate politics" and I was reminded of this book.
Essentially, the authors outline numerous excellent examples of governance strategies and archetypes to put into place.
However, there are three caveats that come with this book and its recommendations:
1. If you are with a small to mid-sized company, it will take significant work on your part to adapt these practices to a company of less than 250 employees. The larger your company, the more of the author's advice you can put into play...assuming you have the capability and are not hindered by corporate politics and organizational fiefdoms - and thus my association with Dilbert's cynicism.
2. The diagram on page 109 [hardcover] of the governance structures gone bad (i.e. what the strategies look like in companies that have adopted the talk, but not walked the walk) needed a section or a chapter devoted to suggestions on how to avoid...or at least mitigate the risk of...those undesirable behaviors.
3. The writing style is noticeably academic in its tone and, as a result, some of its recommendations come off as being "pat answers"; compare with books like FROM BUSINESS STRATEGY TO IT ACTION and other strategy-level studies.
That said, for any consultant dealing with regulatory compliance, IT or organizational structures, the book belongs on your shelf as a resource to draw from. For a C-level executive or governance board director, consider reviewing this book and using its best practices as long-term targets.
J. Avellanet, Co-Founder of Cerulean Associates LLC
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