The senior management of organisations frequently perceive IT Projects as merely technological in nature. They fail to realise that in reality, the mission of IT is to provide technology-based support to business processes that can be key to the organisation. This lack of understanding means that these IT projects are not aligned with the business objectives and that investments in resources and personnel are not adequately prioritised. This can lead to an opportunity loss: a mere computerising of the business is sought, and processes that could turn out to be transformative, generating added value, driving a true digital transformation of the business are overlooked. This article proposes a model for implementing and operating a portfolio of strategic IT projects. Based on Good Governance principles, these latter projects move strategic decision-making up to an organisation's senior management, succeeding in gradually implicating these managers into the IT strategy. But above all, the model succeeds in achieving the targeted strategic alignment of IT projects with the organisation's business objectives and interests. The model has already been implemented in fourteen medium and large size public universities. The follow-up through interviews of the nine longest-standing experiences—some are nearly a decade old—revealed that the portfolio implementation strategy had helped to markedly improve the following elements: the institutions’ state of maturity of Good Governance; senior management's involvement in IT projects; and the identification of the most interesting IT projects for the business. To conclude, based on our experience, we can affirm that the strategic IT alignment projects is an effective IT Governance tool and, by extension, an example of Good Governance practice.

组织的高级管理层经常将IT项目视为本质上只是技术。他们没有意识到，实际上，IT的任务是为业务流程提供基于技术的支持，这对于组织至关重要。这种缺乏了解意味着这些IT项目与业务目标不符，并且对资源和人员的投资没有得到充分的优先考虑。这可能导致机会丧失：仅对企业进行计算机化处理，而流程却可能具有变革性，产生附加值，推动企业进行真正的数字化转型，却被忽略了。本文提出了一种用于实施和运营战略性IT项目组合的模型。根据善治原则，后面的这些项目将战略决策提升到组织的高级管理层，从而成功地将这些经理逐渐牵连到IT战略中。但最重要的是，该模型成功地实现了IT项目与组织业务目标和利益的目标战略匹配。该模型已经在十四所中型和大型公立大学中实施。通过对9种最悠久经验的采访（其中有些已有近10年的历史）进行了跟踪调查，结果表明，投资组合实施策略有助于显着改善以下要素：机构的良好治理成熟度；高级管理层参与IT项目；以及确定企业最有趣的IT项目。最后，根据我们的经验，