Revolutionizing IT	Corporations today invest colossal amounts to develop and upgrade their information systems. Nonetheless, IT projects rarely live up to expectations. Revolutionizing IT reviews the main reasons these projects fail. Based on their consulting experience, the authors identify two common big mistakes, i.e. excessive initial planning that defines the project too rigidly, and the tendency to expand the scope of the project as it progresses. They then deliver valuable advice on how to avoid these traps.
David H. Andrews and Kenneth R. Johnson John Wiley & Sons, 2002.
Do IT Smart	A study of the IT investment strategies of hundreds of companies has enabled the authors, McKinsey consultants, to derive several conclusions to help executives evaluate how relevant their investment policies really are, and thereby decide whether to focus on product development support systems, how to avoid over-automating order processing systems, etc.
Rolf-Dieter Kempis and Jürgen Ringbeck, The Free Press, 1998.
Crash	Nearly 60% of IT projects do not attain their objectives. Worse, there are many examples of clear failure, such as projects that go three times over budget or past deadlines, noticeable performance declines, etc. The author of this book studied numerous cases where such projects failed and discovered that the same causes were at the root of most of these catastrophes. The conclusions derived from these experiences are shared in the form of rules governing the effective management of large IT projects.
Tony Collins, Simon & Schuster, 1999.
Competing in the Information Age	Making the right IT choices is becoming increasingly crucial to corporate success, but there is often a lack of consistency between these choices and corporate strategy. This book proposes a systematic model to govern strategic thinking on key IT decisions.
Jerry N. Luftman, Oxford University Press, 1997.
Leveraging The New Infrastructure	Information technology investments should be dictated by strategic choices. However, it is often difficult for executives to see how aligned investments are with strategy. To remedy this situation, this book offers a thinking model, called the IT investment portfolio, and provides the results of a benchmarking study performed on some 100 companies comparing how they allocate resources relative to the market average.
Peter Weill and Marianne Broadbent., Harvard Business School Press, 1998.