ABSTRACT
Most enterprises lack a comprehensive process that ensures the synchronization of IT project and service investments with overall business planning and delivery. Indeed, many enterprises fail to clarify and prioritize IT investments based upon a hierarchy of business needs and values. Some enterprises do not insist that their IT projects have a line-of-business sponsor who takes responsibility for the project’s outcomes and who ensures sufficient line-of-business involvement in project delivery. To address these shortcomings, each and every enterprise should embrace a process where the business side of the house drives IT investment, where both business and IT management holistically view and oversee IT project deliverables and service delivery standards, and where ownership and responsibility for said IT projects and services are jointly shared by the business and the IT leadership.
