Information technology management
the discipline whereby all of the information technology resources of a firm are managed in accordance with its needs and priorities
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- The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources.
- Here we explore three major mechanisms for facilitating inter-unit coordination of IT management: structural design approaches, functional coordination modes, and computer-based communication systems. We define these various mechanisms and their interrelationships, and we discuss the relative costs and benefits associated with alternative coordination approaches.
- To illustrate the cost-benefit tradeoffs of coordination approaches, we present a case study in which computer-based communication systems were used to support team-based coordination of IT management across dispersed business units. Our analysis reveals possibilities for future approaches to IT coordination in large, dispersed organizations.
- Gerardine DeSanctis and Brad M. Jackson (1994) "Coordination of information technology management: Team-based structures and computer-based communication systems." Journal of Management Information Systems Vol 10 (4). p. 85-110. Abstract
- Since the late 1980s, architecture frameworks have emerged within the federal government, beginning with the publication of the National Institute of Standards and Technology framework in 1989. Subsequently, we issued Enterprise architecture (EA) guidance, and our research of successful public and private sector organizations’ IT management practices identified the use of Enterprise architectures as a factor critical to these organizations’ success.
- Since that time, other federal entities have issued Enterprise architecture frameworks, including the Department of Defense, Department of the Treasury, and the federal CIO Council. Although the various frameworks use different terminology and somewhat different structures, they are fundamentally consistent in purpose and content, and they are being used today to varying degrees by many federal agencies.
- United States General Accounting Office (GAO) (2002) Information Technology: Enterprise Architecture Use Across the Federal Government Can Be Improved. GAO-02-6, Feb 19, 2002.