ABSTRACT
This chapter explores how the leader can 'get Information Technology (IT) right'. It also explores IT governance in the context of nonprofits, and identifies several core principles for IT governance. The chapter considers the nature of IT decision-making, the roles of those making the decisions, and the types of decisions to be made. It presents a set of practical IT governance practices used to support the decision-making framework, and considers how the nonprofit can match the mechanisms to their circumstance. Processes refer to the way in which the nonprofit performs its work. The IT governance processes are formal strategic IT decision-making and IT monitoring procedures. The governance practices of relational mechanisms aim to build resilient, collaborative, and constructive relationships amongst executives and managers amongst the business and IT staff. The portfolio management process is closely related to the project steering committee structure.
