Planning IT provides a framework for assessing and improving the practice of information management in organizations. It describes the ways in which senior managers can diagnose the situation in their enterprise and generate an appropriate action plan. The book thus helps the manage, to make a more proactive and informed response to the opportunities of modern information technology and information systems.
Comprised of nine chapters, this book begins with an introduction to six guidelines for information management: establish an information management partnership; distinguish the potential benefits of information technology and information systems; think strategically about information management; identify the benefits and their value; manage the achievement of the benefits; and prepare for the future. The next six chapters address each of these guidelines in more detail, and each chapter ends with a set of questions which the manager should consider in the context of himself/herself and his/her enterprise. This will produce a score, and some action points, as part of an information management audit. The eighth chapter explains how to produce a consolidated action plan, structured according to the time scale of the individual actions (short- or long-term) and according to whether they are personal or team actions in the enterprise. The last chapter consolidates the book's main points and exhorts the manager to action.
This monograph is intended for both senior managers and non-specialists in information technology.

Chapter 1. Introduction The Aim of this Book The Approach The Structure The Six Guidelines The Information Management Audit The Action Plan ReferencesChapter 2. The Information Management Partnership Introduction The Top Manager The Middle Manager/User The IT Professional Organizational Measures Taking Stock ReferencesChapter 3. The Generic Benefits of IT/IS Introduction Managers Direct Resources to Achieve Results Systems for Efficiency Systems for Effectiveness Systems for Strategic Advantage Practical Points Taking Stock ReferencesChapter 4. How to Think Strategically Introduction Senior Managers and Strategy Strategic Thinking The IM Challenge The Internal View The External View The Information Strategy Taking Stock ReferencesChapter 5. Identifying the Benefits, and their Value Introduction Sharpening the Business Case The Business Case: Current Practice Example: Retail System Example: Marketing System The Investment Culture Taking Stock ReferencesChapter 6. Managing the Achievement of the Benefits Introduction What is an Information System? Managing the Project Managing the People Managing the Benefits Taking Stock ReferencesChapter 7. Preparing for the Future Introduction A Future Built on the Past A Future Built on Sand - Literally A Future Built on Sand - Metaphorically Taking Stock ReferencesChapter 8. Drawing it Together: The Action Plan Introduction Developing the Action Plan Hints for Guideline 1 - Establish an Information Management Partnership (See Chapter 2) Hints for Guideline 2 - Distinguish the Potential Benefits of IT/IS (See Chapter 3) Hints for Guideline 3 - Think Strategically About Information Management (See Chapter 4) Hints for Guideline 4 - Identify the Benefits, and their Value (See Chapter 5) Hints for Guideline 5 - Manage the Achievement of the Benefits (See Chapter 6) Hints for Guideline 6 - Prepare for the Future (See Chapter 7)Chapter 9. Conclusion Where are we now? Where do we want to be? How will we get there?Appendix 1: Information Management Audit: FormsAppendix 2: Action-Plan Forms