【導讀】MITI. March1999. MITI-2-. WhatisITgovernance?Govern：。"…". ITgovernance：。MITI-3-. Search. Th. ecu. sto. me. ra. cti. on. of. pu. rch. asi. ng. b. oo. ks. “SalesAgent”(Supplier-. orientedconcept). Ac. ce. ss. thebookstore.”Na. vig. ati. on. shelves.”accordingly.”(Providescustomized. Av. ail. ab. ility. beordered,whichtakestime.”youwant.”(3milliontitles). Purchasing. “Soldatpublisher’ssuggested. retailprice.”marketprice.”(20-40%off). :“PurchasingAgent”。(automationofsales. activities). On-lineaccess. Likethe“newbooks”rack. store.Samepriceasa. conventionalstore.it’squickertoetothe. MITI-4-. Processes. Priorto1995. 1996:. Companyto. panyEDI. Delivery. Procurement. time/Procurement. Procurementtime:. 50%savings. Procurementprice:. 30%savings. workonly.Present. Historyofthe. GE. procurement. system1997:. Web-based. procurement. Determinationof. supplierprice. Web-based. procurement. MITI-5-. Decision-making. support. RoleofIT. Operational. efficiency. LaborsavingsIntra-. department. Inter-. department. Inter-corporate. Sales&. Marketing. Systems. EIS. Customer. Service. Global. Product. Development. EDIrder. essing. O. Proc. doingbusiness). Operationallevel(easeofuse,developmentcosts). Operation

　　

【正文】 dingly and do they operate accordingly? Examples of roles: ? Centralized type: The majority of IT functions are centralized in the head office IT department, with overall optimization the goal. ? Decentralized type: IT functions are spread out among user departments with each seeking its own merits and the head office IT department providing the minimum necessary coordination. ? Profit center type: The head office IT department provides the addedvalue services required by user departments for a price. When it makes decisions on IT strategy, is top management provided by the head office IT department with a number of strategic options that could be taken? Does the head office IT department provide parisons and explanations of the managerial significance, merits, and demerits of each? ? Proposals are returned because there is not enough information to arrive at a decision, or alternative proposals are requested. Does the head office IT department prioritize IT investment projects within a panywide framework based on the quantified investment value of the project. (When projects are difficult to quantify, does the head office IT department assign priorities after clearly noting the points on which it would like to defer to a decision by the top management?) ? Departmental ego undermines panywide optimization. 14. Organizational design of head office IT department 15. Voicing of opinions on IT strategy to top management 16. Priority among pany investments II. Performance of Staff Functions 3) Support for top management, support for panywide optimization 4: I am extremely confident that it has been achieved. 3: I think it has been achieved. 2: I can’t say one way or the other. 1: I don’t think it has been achieved. 0: It has not been achieved, and I think it is a major problem. MITI 27 Is there a clear definition of the number and skills of the IT personnel the pany requires in terms of the position of IT within pany strategy and the price/quality petitiveness of vendors? Are sufficient investments made in the education and training that would achieve these requirements? ? The pany lacks an IT staffing plan, or it has failed to achieve its plan, or have IT personnel has turned into “nonperforming assets.” Is training and encouragement provided so that IT can be sufficiently used at all levels of the pany? ? Examples: The individual IT skills of the CEO, CIO, directors, and employees have been measured and recorded, with education and training provided according to individual needs, and strong encouragement given for IT utilization. 17. Management of skills of pany IT personnel (outsourcing strategy) 18. Literacy management Is there a clear understanding of the economic value of a uniform, standardized systems architecture for the entire pany, and has the head office IT department taken the leadership necessary to fully optimize systems to panywide requirements? ? Example: Given the changes in IT strategy and technological advances that are likely, architecture is constantly studied from the perspective of two years in the future. ? Example: There has been a definition of those areas that should be standardized throughout the pany and those that can be left to individual user departments, and this is managed in an appropriate fashion. Is the head office IT department in close munication with user departments and able to balance the needs of users with the achievement of panywide optimization? ? Examples of mechanisms that ensure munication: meetings (between CIO and user department heads, between head office IT department and user department IT officers), assignment of IT officers to user departments. 19. Use of unified, standardized architecture for panywide optimization 4) Support to user divisions 4: I am extremely confident that it has been achieved. 3: I think it has been achieved. 2: I can’t say one way or the other. 1: I don’t think it has been achieved. 0: It has not been achieved, and I think it is a major problem. 20. Communication with user divisions MITI 28 Is there a clear understanding of the importance of user department ownership in applications development, and is there a development system in place that allows user departments to exert leadership in the utilization of head office IT department skills and abilities? ? Everything is left up to the head office IT department, or the key people in the user department fail to be adequately involved. Is there a clear consideration of the kind of information required by different strategic objectives? Are systems built to gather and process data accordingly and without redundancy? Is data maintained according to strategic objectives? ? Example: Using a data warehouse to develop marketing. Do user departments have a healthy understanding of the costs involved in their utilization of IT services? ? Their clear contracts between the service provider (inhouse/subsidiary IT personnel or outside vendors) and the user department are covering the level of service and the costs incurred. Do the people making decisions on projects receive at least monthly reports on the progress and flow of funds for individual projects? When problems are encountered, do they take steps to minimize excess time and costs? ? Not just aware of the status, but able to quickly make course corrections (including cancellation of the project entirely). Are the systems installed measured not only in terms of “fulfillment of technical specifications” but also “investment effects from a business perspective” and “user satisfaction?” Is this linked to the personnel and performance evaluations of IT staff? 21. Applications management 22.