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"Memiliki rencana untuk teknologi informasi (TI) adalah base line untuk tata kelola TI yang optimal. Tapi, membuat rencana hanyalah satu masalah, melaksanakannya akan menciptakan masalah baru yang lebih menantang. Dalam penelitian ini, kami menyelidiki korelasi antara rencana TI suatu organisasi dengan tingkat maturity tata kelola TI-nya. Kami menunjukkan bahwa, di satu sisi, untuk melaksanakan rencana TI memerlukan tingkat kematangan tata kelola TI tertentu, di sisi lain, pengalaman dalam menjalankan rencana TI mendorong organisasi dalam meningkatkan tata kelola TI. Kami membandingkan situasi di dua lembaga pemerintah dan menemukan indikasi bahwa organisasi dengan rencana TI yang ambisius memiliki tata kelola TI lebih matang dari organisasi yang rencana TI-nya relatif sederhana. Hasil penelitian menunjukkan bahwa perencanaan TI yang efektif harus mencakup rencana untuk pengembangan mekanisme tata kelola TI yang relevan dengan tujuan yang ingin dicapai, dan jadwal pelaksanaan rencana atau roadmap TI, harus mempertimbangkan pertumbuhan tingkat mekanisme tata kelola TI.

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AbstractHaving an information technology (IT) plan is a minimum baseline for optimal IT governance. But, creating a plan is only one problem, executing it poses even more challenging problems. In this research, we investigate the correlation between an organization?s IT plan and the organization?s IT governance maturity level. We show that, on one hand, executing an IT plan requires a certain IT governance maturity level, on the other hand, the experience of executing an IT plan drives the organization IT governance maturity level. We compare the situations in two government institutions and found indications that the organization with an ambitious IT plan has more mature IT governance than the other whose IT plan is relatively modest. The results suggest that an effective IT plan should include plans for the development of IT governance mechanisms relevant to the goals that the plan is intended to achieve, and the plan?s implementation schedule, also known as the IT roadmap, should take into consideration the growth of the IT governance mechanisms? maturity levels."

"Machine generated contents note: Important Message to the Individual ReaderA Note on Vocabulary and Cultural Differences xviiA Note on Our Perspectives and Prior WorkNotes and AcknowledgmentsNotesch. 1 Business and IT in Turbulent TimesTurbulence and Uncertainty Challenge EnterprisesThis Is Not about Alignment (Entirely)The Problem of Business and IT RelationshipsStrategic IT Management Changes the Mental Models about IT in the EnterpriseTo Whom Are We Writing? Who Is Our Audience? Whose Mental Models Are We Changing?ch. 2 The Barrier: Trust and PartnershipTrust and Performance Are Highly CorrelatedTrust and Partnership Are Highly CorrelatedContext and Performance Affect Trust and Ability to PartnerTrust and the Total Value Performance ModelTrust and GovernanceA Case of Broken TrustThe Role of Executive Leadershipch. 3 A Staircase to TrustWhat Is Trust?Dimensions of TrustContents note continued: Trust Improves Business PerformanceCan Trust between Business and IT Be Built?Personal Trust versus Organizational TrustMaslow's Hierarchy of Needs and ITBusiness Requirements for Total Value PerformanceHow Does Trust Affect IT Strategy in Turbulent Times?Producing Business Outcomes-An AssessmentReferencesch. 4 IT Strategy in Turbulent EnvironmentsChange and Turbulence DefinedHow Do Organizations Cope with Change and Turbulence?Assessing Turbulence in the EnterpriseOrganizational Capabilities and Environmental TurbulenceHow Do IT and IT Management Cope with Turbulence and Change?Producing Business Outcomes Despite Turbulence and Uncertainty: An Assessmentch. 5 Turbulence in Information TechnologyHistory of Technology TurbulenceThe Impact of Technology TurbulenceEnterprise Implications Based on Turbulence in ITTechnology Turbulence AssessmentContents note continued: Referencesch. 6 The Effects of IT SourcingThe IT Services Supplier as a Strategic ConcernStrategic IT OutsourcingThe Impact of Trust and TurbulenceLooking AheadStrategic IT Management Principles for the Business and IT RelationshipA Scorecard for Strategic IT Management PrinciplesNotech. 7 Requirements for Strategic IT ManagementThe Impact of Turbulence and TrustThe Impact of TurbulenceThe Impact of TrustTurbulence and Trust: Requirements for Business-IT PartnershipDemand and Supply Management of ITDemand and Supply Impact on OutsourcingTo Conclude: The Need for Relational GovernanceSelf-Assessment: IT Competenciesch. 8 The Service RelationshipIT Is a Service BusinessService Performance Is the Foundation for IT Credibility and TrustIT Service Management Is CriticalSo What?Conclusion and ScorecardsScorecard EvaluationContents note continued: Notesch. 9 The Partnership RelationshipReasons for the Business-IT PartnershipDefining the Business-IT PartnershipDealing with Culture, Behavior, and SilosImplementing the Business-IT PartnershipEngaging the BusinessImplementing Partnerships Requires Agreement on Roles for the PartnersIs This a Real Problem?"Teaming" Is the New PartnershipPartners Exist at Every LevelSummaryPartnership Scorecardsch. 10 The Leadership RequiredGoal #1: Leadership Is Required for Partnership, Trust, and Common GoalsGoal #2: Leadership Requires Leaders-and a Good Understanding of the Leadership RequirementsGoal #3: The Requirements for (Proactive) Transactional LeadershipGoal #4: The Requirements for Transformational LeadershipGoal #5: Leadership Is Earned through Credibility, Trust, and CultureLeadership Scorecardch. 11 Enterprise IT CapabilitiesContents note continued: Connecting IT Value, IT Competence, and Enterprise IT CapabilitiesConnecting IT Capability with IT Methodologies and ProcessesBreaking Down the Barriers between IT and Business: Enterprise IT CapabilitiesEnterprise IT Capability OverviewThe Core Ideas for Enterprise IT CapabilitiesAssessing Enterprise Performance against RequirementsReviewing the Initial Enterprise IT Capability AssessmentsIT's Capability to Change: The IT Dynamic CapabilityReferenceSeven Fundamental Capabilities of the EnterpriseGood Methodologies and Processes Aren't EnoughThe Challenge to CEOs and ClOs: What Exactly Should Be Done?Strategic IT Management Applies to More than Just the Current IT Organization(s)Business Outcomes Are Requiredch. 12 Strategic Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Planning &​ InnovationContents note continued: Strategic IT Management: The Systemic Capabilities for Producing Outcomes for Planning &​ InnovationStrategic IT Management: The Business Outcomes for Planning &​ InnovationWhat Is the Current Status with Planning &​ Innovation?Planning &​ Innovation ScorecardBottom Line: Planning &​ Innovation Performancech. 13 Tactical Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Information &​ IntelligenceEnterprise IT Capability: Development &​ TransformationEnterprise IT Capability: Service &​ Resource OptimizationSummary: Tactical Enterprise IT Capabilities and Competenciesch. 14 Operational Enterprise IT Capabilities and CompetenciesEnterprise IT Capability: Service &​ Operational ExcellenceEnterprise IT Capability: SourcingEnterprise IT Capability: Cost &​ PerformanceSummary: Operational Enterprise IT Capabilities and CompetenciesContents note continued: ch. 15 Managing Complex Business-IT RelationshipsClear Strategic PositioningFormal Organizational ArrangementsTrustExample EnterprisesExample #1: Angus InternationalExample #2: Global Financial ServicesExample #3: National Governmental Agencych. 16 What Should Be Done?Applying Frameworks to Describe the EnterpriseThe Power of FrameworksOrganizational ContextTurbulence and ChangeWhat Needs to Be Done?ch. 17 Requirements for CIO and IT LeadershipMessage #1: The CIO and IT Managers Have Important "To Do's" on Their ListsMessage #2: The Business-IT Partnership Requires CIO and IT Management LeadershipMessage #3: Enterprises Need Strategic IT Management and Enterprise IT CapabilitiesMessage #4: The CIO Needs to Manage the Technology Well; This Is Necessary, but Not SufficientContents note continued: Message #5: Authority, Control, and "Reporting to the CEO" Are Not SufficientMessage #6: Be Faster; Be FlexibleMessage #7: An Active, Proactive Leadership Approach Is Required, with Clear VisionConclusions: For the CIO, What Does Strategic IT Management Offer?ch. 18 Requirements for CEO and Business LeadershipMessage #1: The Enterprise Needs Strategic IT ManagementMessage #2: Strategic IT Management Requires CEO Leadership for Organizational Context, Culture, and ChangeMessage #3: The CEO Provides the Enterprise Leadership to Generate and Actively Communicate the Business Vision and ITMessage #4: The CEO Builds and Supports the Environment for Partnership, Teamwork, CollaborationMessage #5: The CEO Builds and Supports IT Governance as Critical to Change ManagementMessage #6: Engage the CMO, CFO, and Board in Strategic IT ManagementMessage #7: Good IT Is Necessary; Do Not Accept Poor PerformanceContents note continued: Messages to Business Managers and ProfessionalsConcluding Message to the CEOSelf-Assessment for Business Leadershipch. 19 Reflections and RecommendationsSummarizing the Enterprise IT Capabilities and Their ImportanceThe Bottom Line."