In parts one and two of this series (see "Evaluating the External Technologica
November 1, 2006 | Authored By: Kenneth Rau
Showing 1 - 15 of 15
This is the first in a series of Executive Updates about how the management unit of a nonprofit organization, find
February 15, 2010 | Authored By: Kenneth Rau
Why are seminars on measuring IT performance so well attended but implementation of performance management programs so rare?
March 31, 2006 | Authored By: Kenneth Rau
Throughout this Executive Update series, we have been examining a nonprofit association facing serious IT leadership
August 16, 2010 | Authored By: Kenneth Rau
This is the second in a series of Executive Updates about how the management unit of a nonprofit organization, find
June 1, 2010 | Authored By: Kenneth Rau
There has been a love-hate relationship between IT and performance measurement ever since IT emerged from the freight elevator, stumbled into the express elevator, emerged on the executive floor, and became a reluctant member of the business's manag
June 20, 2006 | Authored By: Kenneth Rau
This Executive Update, the final in a four-part series,1 is about negotiating an
October 27, 2010 | Authored By: Kenneth Rau
I bumped into an old friend at the Cutter Summit last month whom I hadn't seen for several years. He told me he was now a member of the nefarious three-time losers club as a CIO.
June 1, 2006 | Authored By: Kenneth Rau
If you periodically conduct surveys of the users of IT services in your organization, how con
September 5, 2007 | Authored By: Kenneth Rau
In a previous Executive Up
July 14, 2007 | Authored By: Kenneth Rau
IT Marketing: The Forgotten Func
July 31, 2005 | Authored By: Kenneth Rau
February 28, 2005 | Authored By: Kenneth Rau
Opening Statement: The CIO Dashboard and IT Performance Management: Key to Demonstrating IT’s Value?
Why are seminars on measuring IT performance so well attended but implementation of performance management programs so rare?
March 31, 2006 | Authored By: Kenneth Rau
IS departments commonly face three types of scenarios as they assist their parent organizations with mergers or the acquisition of a targeted business. These scenarios, which cover the gamut from naive to sophisticated, are listed below:
November 30, 2006 | Authored By: Kenneth Rau
Read the Executive Summary
December 1, 2005 | Authored By: Kenneth Rau