For almost every type of enterprise operating in the context of today’s global economy, success requires a substantial investment in business process enabling information technologies (IT). As a consequence of these circumstances, IT budgets have grown substantially, even as corporate management questions the real value of such investments. For their part, the IT vendor community have recognized the obvious opportunities but have all to often overstated the return on investment (ROI) and understate the difficulties in bring major information technology enablement projects to fruition.  For the corporate IT unit caught somewhere in the middle, the challenge as always is how to satisfy the customer, given real-world resource constraints, the actual limitations of available IT solutions, and most importantly, the business process and organizational barriers posed by the enterprise itself. To survive — let alone succeed and prosper — IT management must demonstrate consistency and economy in the day-to-day delivery of IT services and project work.  But how is this to be achieved? The purpose of this essay is to provide a partial answer by offering a practical and proven methodology for managing information technology service and project commitments within large, global enterprise. The author’s approach focuses on the need for effective communications, customer expectations management, and the measurement of outcomes for continuous service improvements to deliver positive results. Whatever the size of the reader’s own organization, he/she may readily size the author’s approach to appropriate complement the needs of his/her own organization.