3. Discuss the motivation and criteria behind the “staying on the surfboard
principle”. Explain how you think this framework could / should evolve over
4. The case describes the portfolio management process which begins with
an identification off the business drivers. Explain why KLM developed a
specific approach for capturing business drivers. What could be a point of
critique in this process?
5. The journey towards better enterprise governance of IT has been, and
continues to be an enriching one for KLM, and many challenges have been
overcome. However, as with any journey, there are still more challenges
ahead which must also be overcome to ensure that the journey will be
continued in a positive way. What according to you are the important areas
that needs to be improved in the coming period?
Read the article I attached and answer the questions