GOVERNANCE OF THE EXTENDED ENTERPRISE: Bridging Business and IT Strategies -- About the Author -- Contents -- Acknowledgments -- Preface -- INTRODUCTION -- MANAGING CHANGE AS A BUSINESS PROCESS -- HOW DO WE GET THERE FROM HERE? -- VISION/LEADERSHIP -- VALUE CREATION AND PERFORMANCE MANAGEMENT -- GOVERNANCE FRAMEWORK AND CRITERIA -- GOVERNANCE OFFICER -- ENTERPRISE ARCHITECTURE: FRAMEWORK AND IMPLEMENTATION -- REFERENCE WORKS -- LOOKING FORWARD -- NOTES -- Chapter 1: EXTENDED ENTERPRISES -- CHANGE AGENTS IN THE EXTENDED ENTERPRISE ENVIRONMENT -- PARADIGM SHIFT IN THE BUSINESS ENVIRONMENT/CHANGES IN PROCESSES -- SUMMARY -- NOTES -- Chapter 2: STRATEGY: CHALLENGE FOR THE EXTENDED ENTERPRISE -- BUSINESS STRATEGY CHALLENGE -- NEW ENTERPRISE RISK MANAGEMENT STRUCTURES -- NEW REGULATORY COMPLIANCE CHALLENGE -- DEVELOPING STRATEGY WITH VALUE INNOVATION -- TRANSFORMING INTERNAL GOVERNANCE STRATEGY -- NEW INTERNAL GOVERNANCE CHALLENGE -- GOVERNANCE CHALLENGE -- BRIDGING THE GAP BETWEEN THE INFORMATION TECHNOLOGY ORGANIZATION AND INTERNAL CLIENTS -- MAKING STRATEGY A CONTINUAL PROCESS: COEVOLVING AND PATCHING -- MANAGING KNOWLEDGE FOR BETTER COMMUNICATION: KNOWLEDGE MANAGEMENT -- SHARING KNOWLEDGE THROUGH A KNOWLEDGE PORTAL -- SUMMARY -- NOTES -- Chapter 3: VALUE CREATION AND MANAGEMENT OF PERFORMANCE IN THE EXTENDED ENTERPRISE -- VISION AND MISSION -- VALUE CREATION AND STRATEGY IMPLICATIONS -- NECESSITY OF A CORE REPOSITORY OF KNOWLEDGE PORTAL -- SUGGESTED ARCHITECTURE FOR PERFORMANCE MEASUREMENT -- DELEGATE AND EMPOWER THROUGH PERFORMANCE MANAGEMENT -- FRAMEWORK FOR MEASUREMENT -- CONTROL OBJECTIVES FOR INFORMATION AND RELATED TECHNOLOGY3 -- MONITORING: MEASURING AND COMPARING OUTCOMES FOR IMPROVEMENTS -- ONGOING STRATEGY PROCESS: OPERATIONAL PERFORMANCE MONITORING -- SUMMARY -- NOTES.

Chapter 4: OPERATIONAL BUSINESS ACTIVITIES: VALUE REALIZATION FOR THE EXTENDED ENTERPRISE -- VALUE REALIZATION -- Managerial Transformation -- BLUEPRINT FOR KNOWLEDGE SHARING IN AN EXTENDED ENTERPRISE -- OBJECTIVES, GOALS, AND EXPECTATIONS -- INFORMATION AND KNOWLEDGE RESOURCES (INTANGIBLE BUSINESS RESOURCES) -- INFORMATION SHARING ACTIVITIES (TWO-WAY COMMUNICATION) -- OPERATIONAL BUSINESS ACTIVITIES -- TANGIBLE BUSINESS RESOURCES -- VALUE CREATION CYCLE -- SUMMARY -- NOTE -- Chapter 5: GOVERNANCE FRAMEWORK FOR THE EXTENDED ENTERPRISE -- GOVERNANCE DEFINITION -- ENTERPRISE GOVERNANCE CHALLENGE IN THE EXTENDED ENTERPRISE -- GOVERNANCE STRUCTURE FOR THE EXTENDED ENTERPRISE -- GOVERNANCE OBJECTIVES FOR THE EXTENDED ENTERPRISE -- COMPARISON WITH EXCELLENCE MODELS -- LEADERSHIP: DRIVER FOR VALUES AND GOVERNANCE IMPLEMENTATION -- MATURITY LEVELS OF LEADERSHIP -- MATURITY MODEL FOR EVALUATING THE LEVEL OF GOVERNANCE OF THE EXTENDED ENTERPRISE -- TOOLS FOR THE GOVERNANCE OF THE EXTENDED ENTERPRISE -- SUMMARY -- NOTES -- Chapter 6: ENTERPRISE ARCHITECTURE: GOVERNANCE IMPLEMENTATION FOR THE EXTENDED ENTERPRISE -- WHAT IS ENTERPRISE ARCHITECTURE? -- ENTERPRISE ARCHITECTURE: NEW FOCUS FOR CHIEF INFORMATION OFFICERS -- ARCHITECTURE LAYERS INTERRELATIONSHIPS -- IMPLEMENTING AND MAINTAINING THE ENTERPRISE ARCHITECTURE -- INFORMATION TECHNOLOGY GOVERNANCE IN THE EXTENDED ENTERPRISE -- STRATEGIC ALIGNMENT OF IT STRATEGIES WITH THE BUSINESS -- IT INFRASTRUCTURE TO ENABLE BUSINESS -- MATURITY MODEL OF THE ENTERPRISE ARCHITECTURE/IT ARCHITECTURE -- PARTNER ABILITY FOR NETWORKING/INFORMATION FLOWS AND RELATIONSHIPS -- MATURITY MODEL FOR IT GOVERNANCE -- ESTABLISH INFORMATION MODEL AND DATA MODEL FOR QUICK IMPLEMENTATION OF A KNOWLEDGE BASE -- SUMMARY -- NOTES -- APPENDIX A: QUESTIONS FOR THE BOARD AND SENIOR MANAGEMENT.

GOVERNANCE AND MANAGEMENT OF ENTERPRISE ARCHITECTURES -- GOVERNANCE AND MANAGEMENT QUESTIONS -- STRATEGY -- IT GOVERNANCE -- PERFORMANCE MANAGEMENT AND MEASUREMENT -- OPERATIONAL BUSINESS ACTIVITIES -- ENTERPRISE ARCHITECTURE -- NOTE -- APPENDIX B: PERFORMANCE REFERENCE MODEL -- SIX SIGMA PERFORMANCE MANAGEMENT TOOL -- SIX SIGMA IMPLEMENTATION -- SWOT (STRENGTH, WEAKNESSES, OPPORTUNITY, AND THREAT) ANALYSIS -- BUSINESS BALANCED SCORECARD PERFORMANCE MANAGEMENT TOOL -- NOTE -- APPENDIX C: ORGANIZATIONAL STRUCTURE EVOLUTION: CORE VERSUS CENTRAL -- APPENDIX D: FRAMEWORK AND QUALITY AWARDS -- MALCOLM BALDRIGE NATIONAL QUALITY AWARD FRAMEWORK -- DEMING AWARD -- EUROPEAN FOUNDATION FOR QUALITY (EFQM) FRAMEWORK -- ISO 9000-2000 -- NOTE -- APPENDIX E: BUSINESS REFERENCE MODEL -- APPENDIX F: KNOWLEDGE WORK, KNOWLEDGE MANAGEMENT, AND KNOWLEDGE PORTAL -- WHAT IS A KNOWLEDGE PORTAL? -- PORTAL DESIGN FOR THE EXTENDED ENTERPRISE -- NOTE -- APPENDIX G: ENTERPRISE ARCHITECTURE PROCESSES AT DIFFERENT MATURITY LEVELS -- APPENDIX H: MATURITY MODEL FOR BUSINESS ACTIVITIES IN THE EXTENDED ENTERPRISE -- MATURITY LEVEL REQUIREMENTS -- MATURITY MODEL FOR GOVERNANCE IN THE EXTENDED ENTERPRISE -- APPENDIX I: IT GOVERNANCE* -- WHY IS IT IMPORTANT TO THE ENTERPRISE? -- HOW DO ENTERPRISES PERCEIVE THE IMPORTANCE OF IT? -- WHY FOCUS ON IT GOVERNANCE? -- WHERE DOES IT GOVERNANCE FIT? -- WHAT SHOULD BOARDS DO ABOUT IT? -- WHAT SHOULD MANAGEMENT DO ABOUT IT? -- HOW IS INDUSTRY MEASURING UP? -- HOW DOES THE FUTURE LOOK? -- CONCLUSION -- NOTES -- APPENDIX J: IT GOVERNANCE MATURITY MODEL* -- MATURITY MODEL FOR IT -- APPENDIX K: COBIT INFORMATION PROCESSES -- GLOSSARY -- REFERENCES -- OTHER ITGI PUBLICATIONS -- INDEX.