Restructuring the Information Technology Organization To Improve User Services and Return on Investment: Do Compromises Work?


In the last several years, Central Michigan University reached a level of technological growth, excitement, and frustration that forced significant changes in both the information technology infrastructure and organization. The university employed a combination of external consultants, an internal technology task force, and electronic "town meetings" to discuss and recommend a new organizational approach to implement and support a technology initiative. The resulting initiative will include an expanded campus network, computing system upgrades, new uses of distance learning technologies, and increased coordination of user support services. A new matrix organizational structure for information technology governance was developed that acknowledged the value of both distributed support and a strong central organization. This paper has been updated as an article in _CAUSE/EFFECT_ magazine (CEM9626).

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