Making IT governance work in a Sarbanes-Oxley world
By: Jaap Bloem, Menno van Doorn, Piyush Mittal.
Contributors: Doorn, Menno van, 1964-; Mittal, Piyush.
Publisher: Wiley
Published: 2006
Place of publication: Hoboken, N.J
Language: eng
Number of pages: 272
ISBN-13: 9780471743590
Subjects: Information technology -- Management.; Corporate governance -- United States.; Corporations -- Accounting -- Law and legislation -- United States.
Description: "Making IT governance work is a challenge, but it's also a necessity due to Sarbanes-Oxley and other regulations, the increased expenditures on IT, and the fact that business and IT initiatives are increasingly interrelated. Making It governance work means, above all, that such initiatives must be successful so that investments on the technological side yield more than they cost. This requires the proper decision-making structures, clearer prioritization of projects, and commitments throughout the workforce. Comprehensive and eye-opening, Making IT Governance Work in a Sarbanes-Oxley World addresses both the human and economic aspects of IT governance."--Jacket.
Notes: Includes index.
Table of contents: title: Management: governance and its human dimension; title: Types of governance, business performance, and common sense; title: From the separation of powers to Sarbanes-Oxley; title: Corporate governance is good management; title: Governance in corporations: all about business performance; title: Essentials of IT governance; title: Plain common sense; title: Impact and challenges of betrayed trust; title: Progress and its crisis of faith; title: Role of IT and the Internet; title: American president intervenes; title: Challenges plus the millennium problem; title: Insight as the basis of realism; title: Accountability: an economic-based business focus for IT; title: A basis for IT management; title: It measurement: turning a three-leaf into a four-leaf clover; title: IT is infrastructure and e-business; title: Where are we insofar as micro and macro of e-business is concerned?; title: E-business and the shift from decree to dialogue; title: The IT democracy; title: Not dialogue but babble; title: Limits to the babble, but almost any governance structure will do; title: EXT: death of IT; title: Keep it simple, stupid!; title: Money makes the world go round: rapid economic justification and total economic impact; title: Strategic role of the CIO; title: Strategic focus and alignment; title: IT governance: from structures to mechanisms and techniques; title: IT portfolio management; title: What is involved in portfolio approach?; title: IT portfolio approach in practice; title: IT portfolio management begins with outlines, architecture, and calculation; title: Maturity and IT portfolio management; title: Governance, projects, programs, and performance; title: Portfolio approach as an aggregation of balanced scorecard, activity-based costing, and economic value added; title: After 50 years of portfolio thinking, it's the turn of IT; title: Thou shalt practice IT portfolio management; title: Initial practical lessons, plus one; title: Portfolio management? By all means, but; title: Activity-based costing, economic value added, and applied information economics; title: Charting costs; title: Hence ABC, but how?; title: ABC: the right price and IT; title: Real economic value and the ROI of IT; title: Critical remarks; title: Applied information economics; title: Human measure of ambition and limitation; title: Supervision: stimulating desirable behavior; title: Take action when necessary; title: Desirable behavior as a blind spot; title: Economics of governance; title: Extensive or little supervision?; title: Good mores or good laws?; title: Our limitations; title: Our intentions; title: Arguments and misunderstandings; title: Keep IT governance simple and make goals apparent; title: Balance of supervision and intervention; title: Leadership: overseeing change; title: IT governance and leadership; title: From control to distributed leadership; title: People no longer put up with control; title: Leadership roles; title: Realists at the helm; title: Cooperation instead of coercion; title: No prospects without building up trust; title: Management as institutionalized mistrust; title: Back to IT governance and leadership; title: Leadership and language; title: Charisma and leadership paradox; title: Issuing rules is maintaining supervision; title: Legislator as supervisor; title: IT management reform act of 1996 (Clinger-Cohen Act); title: Public company accounting reform and investor protection act of 2002 (Sarbanes-Oxley); title: European legislation: comply or explain; title: A European example: Dutch legislation; title: Frameworks and accountants as means of supervision; title: Management goals for information and IT; title: Cobit will do this, but...?; title: Cobit and the balanced scorecard; title: Sigma: plus or minus three times the standard deviation; title: Information orientation and the importance of desirable behavior; title: Accountants overlook IT value; title: Which framework should we choose?