The Goal of IT/Business Alignment: Why so Elusive?

Has the ideal of IT/business alignment become the holy grail of IT leaders? The promise of IT/business alignment is to focus investment and activities, increase the value...

Quarterly Metrics Review with the CIO

Establish quarterly metric reviews with your CIO to support capacity planning and management. Use this template to create a metrics report for your CIO.

Quality IT Communication with Stakeholders is Key to Success

It is essential for all CIOs to maintain quality communication with core business stakeholders in order to build strong relationships and establish trust. Consistent...

Merger & Acquisition Project Planning and Monitoring Tool

92% of IT professionals who achieve their merger and acquisition (M&A) goals create an M&A plan with specific timelines outlined for application, infrastructure, data,...

Optimize Decision Rights

The responsibility for IT decisions is often misplaced with those most impacted being uninvolved in decisions that they should be making.

Improve Executive Advocacy for IT

IT managers often need to work through an executive intermediary, such as a CFO, CIO, or VP, who acts as an advocate for IT initiatives. The advocate may not understand...

Handling Senior Management Expectations

Often, IT makes wrong assumptions about what senior managers expect of the department and how it actually performs against those expectations. As a result, IT leaders...

Weekly Metrics Review with Staff

As an Infrastructure Manager, your time is scarce. Use this template to ensure that weekly metrics reviews are isolated to those facts you need to know about - SLA...

Change Control – Freezes & Risk Evaluation Policy

The purpose of this policy is to ensure that IT staff recognize that changes to computer systems tend to destabilize those systems.

Request for Change Form

The creation of a request for change (RFC) form for the enterprise can be a time consuming and daunting task. Save time by customizing this form to the context of your...
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