Too often, CIOs find it impossible to determine the answers to questions such as “What projects do I have running now?” “Which projects can I kill without adversely impacting my strategic route?” or “Where do I risk providing IT support for business that is based on obsolete technologies, skill sets?” That’s where IT planning comes in.  IT planning supports effective and consistent decision-making about how IT should be deployed and managed. It provides support for effective decisions and ensures that decision-making is performed in a consistent way by suggesting a framework, methodology or process.

Enterprise resource planning brings together the relevant people, processes, tools and information to create an information-based, process-centric information platform on which to base decisions. It stipulates a uniform methodology that is shared across stakeholders – this is key to collaboration and enablement of decision-making. No large company today would be able to compete without a strong ERP system that drives and integrates business processes, building and maintaining a high quality information base for making business decisions. IT planning requires the same approach: a centralized information base is fed by integrated processes, updated with every plan made and every decision made. This allows for accurate information to be provided to stakeholders at the time of decision-making. 

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