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| Preface | |
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| Acknowledgments | |
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| Define the Goals | |
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| Today's Reality | |
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| The Entire IT Spend: Reducing Cost and Improving Bottom-Line Impact | |
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| The Strategy-to-Bottom-Line Value Chain | |
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| Disconnects | |
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| Critical Success Factors | |
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| Completing the Picture: The New Information Economics Practices | |
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| Summary of the Book | |
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| Define the Goals: Management Agenda | |
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| Ask the Right Questions | |
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| The Right Questions Focus on Affordability and Impact | |
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| Affordability Questions: The Starting Point for the Right Actions | |
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| Impact Questions: The Roadmap for the Right Actions | |
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| Examples: Answering the Questions | |
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| The Contexts for Management Questions Are Planning and Budgeting Processes | |
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| Why Ask Affordability and Impact Questions? Taking Action | |
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| Chapter Summary | |
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| Ask the Right Questions: Management Agenda | |
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| Connect to the Bottom Line | |
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| Bottom-Line Impact Based on Cause and Effect | |
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| Cause and Effect Is Based on Management's Intentions | |
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| Management's Strategic Intentions | |
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| Principles of IT's Bottom-Line Impact | |
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| Summary and Additional Implications | |
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| Connect to the Bottom Line: Management Agenda | |
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| Understand Costs and Resources | |
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| Introduction | |
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| Origins of Portfolio Management | |
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| IT Portfolio Management in Prioritization | |
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| Portfolios in NIE Practices | |
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| Four IT Portfolio Concepts | |
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| Practical Problems in Applying Portfolio Management | |
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| Summing Up Portfolios and Portfolio Management in Information Technology | |
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| Chapter Summary | |
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| Understand Costs and Resources: Management Agenda | |
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| Focus on the Right Things | |
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| The Goals and Principles for Right Decisions/Right Results | |
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| Goal 1: Actionable, Commonly Understood Strategic Intentions | |
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| Goal 2: The Right Bottom-Line Results from IT | |
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| Goal 3: The Right Management Culture and Management Roles | |
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| Goal 4: Portfolios and Portfolio Management | |
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| Goal 5: Actions and Results | |
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| Summary of Right Decisions/Right Results-Goals and Principles | |
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| Goals and Principles Applied to the Strategy-to-Bottom-Line Value Chain and NIE Practices | |
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| Focus on the Right Things: Management Agenda | |
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| Adopt Effective Process to Produce Action | |
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| The Strategy-to-Bottom-Line Value Chain | |
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| Establishing the Process Connections | |
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| Management Roles | |
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| New Information Economics Practices | |
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| Summing Up New Information Economics Practices | |
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| Summing Up: Adopt Effective Process to Produce Action | |
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| Adopt Effective Process to Produce Action: Management Agenda | |
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| Tackle the Practical Problems | |
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| A Practical Perspective | |
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| The Practical Problems Revolve around People | |
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| Addressing Practical Problems: IT Impact Management | |
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| Practical Problems Getting from Strategy to Bottom-Line Impact | |
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| The Role of IT Impact Management | |
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| Tackle the Practical Problems: Management Agenda | |
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| Make the Right Decisions | |
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| The Management Context for "Make the Right Decisions" | |
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| Elements of Right Decisions | |
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| Make the Right Decisions: Two NIE Practices | |
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| The Prioritization Practice | |
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| The Alignment Practice | |
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| Make the Right Decisions with Prioritization and Alignment | |
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| Chapter Summary | |
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| Make the Right Decisions: Management Agenda | |
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| Plan for the Right Results | |
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| Two Planning Processes | |
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| The Strategic Demand/Supply Planning Practice | |
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| The Innovation Planning Practice | |
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| Chapter Summary: Plan for the Right Results | |
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| Plan for the Right Results: Management Agenda | |
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| Keep Score | |
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| Management Issues | |
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| Frameworks and Process | |