| Information Technology Success | | | | continuous impact on organizations, have made |
| The IT/IS department's role is to provide technical | | | | managing IT performance a critical function for most |
| support for the entire organization. While we know that | | | | organizations. Executives are constantly looking for |
| this alone is a complex task, today's business model | | | | ways to use IT/IS more effectively, and identify uses |
| requires IT/IS to not only support users, but to align | | | | which generate a higher value add. At the same time |
| technology to meet the business needs of the | | | | they must guarantee the effective integration and |
| organization. Understanding business unit objectives | | | | return on investment in order to achieve organizational |
| and translating them quickly and accurately into IT | | | | goals and gain a competitive edge. Information |
| priorities is essential today. Just as critical is the ability | | | | Technology Success |
| to effectively communicate IT planning and | | | | So how does a performance management team |
| performance data in a way that is useful to business | | | | measure how well an organization's IT/IS is aligned to |
| unit management. | | | | organizational objectives? To answer that, first let's |
| The growing complexity of IT/IS, the frequent | | | | take a look at the different vehicles for aligning and |
| technology changes which take place, and its | | | | measuring IT performance. |