Why are many information technology (IT) governance software implementations challenged and what are the critical success factors (CSFs) for the rollouts? This question has recently gained importance, since IT governance is high on the corporate agenda and software applications have become available which promise to enforce and streamline IT governance mechanisms. However, early research has shown some of the difficulties surrounding the implementations of theses tools. This article presents and discusses several implementation case studies based on a comprehensive research framework, and concludes with a discussion of implementation practices. It can be seen that three major factors can overcome most common failure point: careful project planning, top management support, and tight organizational integration. *

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This paper suggests a new perspective for Decision Support Systems (DSS) that is guided by the dominant role of experience in decision making. This perspective is motivated by evidence from cognitive research supporting the view that organizational problem solvers rely to a large extent on episodic knowledge gained from similar problem solving experiences. In addition, research indicates that organizational workers tend to cooperate and seek others' experiences, especially as task domains become more complex and relevant knowledge becomes more sparse. To this end we propose a decision support architecture using a combined approach of Case-Based Reasoning and Analogical Reasoning, which utilizes previous decision making results to aid in current problem solving activities, and distributed case management, which facilitates the exchange of computer-mediated experiences among organizational workers. A prototype implementation that demonstrates the feasibility of this approach is also described.

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