Conclusion: Just as one size car does not suit everyone, so one IT management reporting structure will not meet the needs of all firms or agencies. While there is no blueprint for developing an IT management structure, there are guiding principles and workplace change management practices to help get the restructure right the first time.

Due to fluctuating IT investment cycles and business transaction volumes changes, IT management reporting structures are rarely static. Consequently, management must be prepared to change IT management reporting structures quickly in response to business changes or when they are not meeting the purpose for which they were designed.

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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.