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The frequent failure of IT projects in the public sector suggests that significant underlying problems remain unsolved. IT projects typically involve a substantial commitment of resources and funds; consequently, project failure can result in the loss of not just the funds invested, but also of the benefits that would have been realized by successful implementation. The delivery of IT projects on time and on budget is inadequate to measure value realization. This research analyzes five Strategic Alignment (SA) perspectives that affect organizational performance in an Australian public agency when implementing IT projects: Organization Strategy (S), Knowledge (K), Decision-making (DM), Enterprise Architecture (EA) and Public Value Plan (PVP).This book shows how public IT decision-makers can realize the benefits of IT investment by effectively employing SA perspectives in IT management.