The concept of Architecture has received widespread acceptance within the construction industry. However, its importance within the Information Technology industry is a contested one. Critics of Architecture in the Information Technology (IT) industry posit that there is inadequate evidence to assume that it makes a difference to performance of IT. Enterprises increasingly need to ensure that they leverage their IT benefits not only within their silos but across business units. This need has driven ideas to introduce enterprise-wide blueprints or Enterprise Architecture (EA) Planning solutions to guide them in the design and implementation of IT. This study uses a quantitative survey to attempt to answer two questions: 1) What factors influence EA Planning within organizations? 2) To what extent does EA Planning improve IT performance? The Diffusion of Innovation theory (Compatibility, Ease of Use and Relative Advantage) was used to investigate the use of EA Planning whilst the Resource Based View of the Firm was used to investigate the performance impact of EA Planning. IT Performance is measured by Heterogeneity of Physical IT Infrastructure, Replication of IT Infrastructure Services, Business Application Integration and Enterprise Data Integration. EA Planning is measured by EA Planning Human Capital, IT Infrastructure Flexibility and Partnership Quality. Data was collected from 90 architects, some from South African consulting companies and the rest from architects around the world linked to popular Enterprise Architecture virtual communities. The key findings were significant relationships between the following for the factors that influence use of EA Planning: Compatibility and IT Infrastructure Flexibility; Ease of Use of EA Planning Policies and EA Planning Human Capital; Relative Advantage and EA Planning Partnership Quality. Significant relationships were found between the following for factors that influence IT Performance: EA Planning Human Capital and IT Performance (a combination of Enterprise Data Integration, Business Application Integration, Replication of IT Infrastructure Service and Heterogeneity of Physical IT Infrastructure); EA Planning IT Infrastructure Flexibility and Heterogeneity of Physical IT Infrastructure; EA Planning IT Infrastructure Flexibility and Business Application Integration. EA Planning Partnership Quality was rejected as a determinant of IT Performance. This study sheds light on how resistance to EA Planning can be reduced and also highlights the potential benefits of EA Planning in organizations. The implications will directly affect the relationship between EA practitioners and IT projects.

This research intends to investigate the relationships among governance environment, organizational structure, information technology governance, information technology use, and information technology performance. An empirical study was conducted to collect from Taiwanese companies. The result shows three major findings. First, small positive effect exists between information technology use and the alignment between governance environment and organization structure. Second, information technology use has positive effects on information technology performance. Finally, the relative governance of IT department does not affect IT use. This research helps organizations understand how information technology governance affects IT use and performance. Organizations could adjust their organization governance strategy to fir its structural and cultural environment in order to improve information technology performance.

In last decades, we are viewers of the trend, when business informatics adopts and implements general managerial methodology, methods and tools. These are modified in the specific condition of business informatics. We can demonstrate this trend on the follow examples: Corporate Governance, derived IT Governance. Corporate Performance Measurement (CPM), derived IT Performance Measurement (IT PM) or Balanced Scorecard (BSC), derived IT Balanced Scorecard (IT BSC). There is enough scope for all this domains in the Czech written literature. But there is no scope for IT controlling. The main goal of this thesis is verify the Eschenbach concept of controlling can be adopted by business informatics in its specific condition. This diploma thesis also handles about problems and benefits caused by implementation this concept of controlling in business informatics. The main goal is reached by exploration literature, researches, case studies, articles and other paper or electronic essays, when the methods of deduction and synthesis are used for customizing general facts about controlling for IT Governance and IT Management Thesis is divided in three parts: At the beginning of this diploma thesis, there are introduced right assumptions for correct understanding of IT controlling. The benefits of this part we can see in the defining of system attributes of business informatics and comparison IT Management and IT Governance with two theoretical approaches to management control system. By this comparison is verified the possibility to adopt controlling in business informatics. In the second part of this diploma thesis, there is description of author concept IT controlling based on Eschenbach. There is description of main IT controlling function, institutionalization of IT controlling and the role of IT controller in organizational structure. The rest of this thesis is devoted to the concrete IT controlling functions, problems and solving of theirs. These are divides in two categories. The firs one is focused on performance oriented IT controlling. The second one is focused on IT costs oriented IT controlling. This thesis handles about IT controlling complexly. The result of this diploma thesis is author concept of IT controlling based on Eschenbach concept of controlling.

The topic of this master thesis are the Systems for managing enterprise IT. This paper is divided into three parts, where the first and second part gives a comprehensive view and concentrates existing knowledge from the examined area. The third part consists of my own conclusions based on available resources. For the overall IT Management, it is necessary to manage and measure IT Performance. Therefore, the first part deals with IT Performance Management (ITPM).Performance Management should penetrate the entire organization and ITPM should be part of the overall Performance Management of the organization. It is necessary to manage and measure performance at all levels of the organization (strategic, tactical and operational level). To measure the organizational IT performance, it is necessary to design relevant metrics. To design these metrics it is recommendable to follow a framework, whether ITIL or COBIT. The second part of this paper deals with IT Management frameworks and their support for designing metrics. It deals with the new wave in IT -- ITSM (IT Service Management). The de facto standard for ITSM is ITIL. Furthermore, the second part discusses the de facto standard for IT Governance -- COBIT and IT Balanced Scorecard for clarifying and translating the vision and strategy into specific objectives. The third part describes a specific procedure for designing metrics according to the ITIL framework. In addition, this part describes the software Metricus which enables a centralized management of ITPM and uses a holistic view of the overall ITPM.

Purpose – Motivated by the increasing role of information technology (IT) in today’s organizations, the purpose of this paper is to examine the relationships between business and IT executives in order to improve the organizational performance of the different aspects of IT technology and related systems. In the process, special attention is given to drivers which facilitate the cooperation between the parties involved. Design/methodology/approach – This survey-based research utilizes structural equation modeling methodology to uncover the relevant variables pertaining to the promotion of a positive social and strategic context needed to increase the effectiveness of organizational IT facets. Findings – The effectiveness of IT in modern organizations is contingent on a social alignment, business – IT alignment, strategic consistency, and common vision among the people who manage the IT function and those who need the organization. Research limitations/implications – This study is based on a sample of Portuguese manufacturing organizations. Therefore, findings and conclusions should be interpreted accordingly. In this context, future research in other organizational cultural settings is called for in order to refine and validate the results of this study. Practical implications – The role of establishing an organizational culture which stresses the common goal and mutual trust and cooperation in creating effective IT organizational utilization is underscored. As such, business executives are encouraged to exercise their leadership skills in order to create an organizational strategy which aligns IT capabilities and investments with the competitive strategy of the organization. In this context, creating an organizational culture which promotes business – IT alignment in a healthy social context is necessary. Originality/value – The issues and concerns addressed in this study should bridge the gap between business and IT executives. In the process, this study facilitates and encourages the effective utilization of the different facets of IT technology as they better serve the people of the organization. This advances the cost and practice of the strategic organizational role of IT investments.