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245	1		_aIT success! : _btowards a new model for information technology / _cMichael Gentle.
100			_aGentle, Michael
260			_aEngland : _bJohn Wiley & Sons, _c2007.
300			_axix, 162 p.:
300			_c24 cm.
500			_aIncludes index
020			_a978-0-470-72401-9
650			_aInformation resources management
650			_aInformation technology _xManagement
650			_aStrategic planning
050			_a004.0684 G28i
943			_b0 _c0 _d0 _e1 _f0 _g2 _h0 _i0 _j0
944			_b1 _c1 _d0
953			_pHED2590
546			_aEnglish
953			_cCollLib
505			_aIntroduction. Acknowledgements. Abbreviations. PART I: BLINDED BY SPECS. 1 In Search of Excellence the Fundamentals. The more things change, the more they stay the same. A worldwide phenomenon. How the traditional IT model started. The construction industry trap. The free lunch trap. Houses of ill repute. A business problem rather than an IT problem. IT and original sin. No sacred cows. 2 IT 101 - The Basics for Non-Specialists. The process breakdown for traditional IT activities. The process breakdown for business (i.e. non-IT) activities. The fundamental difference between IT and non-IT activities. `That`s not my problem!` - process ownership and behaviour. 3 The Flaws of the Traditional Model. The unintended consequences of the waterfall method. In search of a pizza parlour manager. Who provides process expertise - client or vendor? When standard client-vendor relationships are possible. When standard client-vendor relationships pose problems. Is a standard client-vendor relationship possible for IT? The `Statement of Requirements` (SoR) trap. A poor to non-existent pricing model. Should IT be run like a business (i.e. an ESP)? The limits of outsourcing. Current IT organizational trends. The ultimate litmus test to determine one`s business model. What model would be appropriate for IT? PART II: BUILDING A NEW BUSINESS MODEL FOR IT. 4 Managing Demand. Managing demand - traditional model. Managing demand - new model. Capturing demand and identifying opportunities. Prioritizing and approving demand. Planning approved demand. Linking demand to resource capability. Approving demand based on portfolios. The missing component in Project Portfolio Management. Business cases are in the eye of the beholder. Building the IT plan and budget. Demand from a customer perspective. Shaking off the chains of the construction industry. Funding approved demand. Roles and responsibilities. 5 Managing Supply. Managing supply - traditional model. Managing supply - new model. Iterative development in practice. Why prototyping has never become mainstream. Is prototyping the answer to everything? Project critical success factors. Maintenance - letting go of the M-word. Delivery and implementation. Service and support. 6 Monitoring Costs and Benefits. Monitoring costs and benefits for traditional IT activities. Monitoring costs and benefits for business (non-IT) activities. Monitoring costs and benefits - new model. Ownership and accountability for costs and benefits. Cost-benefit analysis during the life of a project. It is normal for costs and benefits to change! Portfolio performance monitoring. Cost-benefit analysis after project delivery. 7 Financials. The main categories of IT costs. Ownership of IT costs for the regulation of supply and demand. Who has the final say for IT investments? Allocations vs cross-charging. Capturing costs for allocations and cross-charging. Benefits as part of the P&L and annual planning. Ongoing cost-benefit analysis for applications. Reducing application lifetime costs. The limits of financial ROI when applied to IT. PART III: THE NEW MODEL IN PRACTICE. 8 Players, Roles and Responsibilities. Players, roles and responsibilities - the business. Players, roles and responsibilities - IT. The new business-IT relationship. The changing role of the business analyst. The changing role of the developer. Towards the merging of the developer and analyst roles? The changing role of the project manager. The changing role of the operations department. What role for PMOs? The role of External Service Providers (ESPs). 9 Getting Started. The business challenge. The IT challenge. Where to start. How to start - from checklist to action plan. From the status quo to first results. From first results to asset management. The role of best-practice methodologies. How consulting companies can help. How tools can help. The costs of moving to the new model. In closing - addressing the three fundamental questions. Further reading. 10 Case Study. The company. The business problem. The project context. Building an IT-business partnership. Kicking off the project. Feasibility study and defining a solution. Building the business case. Project approach. Product evaluation - buy or build decision. Building a prototype. Results. Timescales. Three months later. One year later. Two years later. Main lessons learnt (on the plus side). Main lessons learnt (on the minus side). Comments with respect to the new model. Reader feedback. Index.
520			_a"Fifty years after the birth of corporate computing, IT today is still characterized by 50-70# project failure rates. Which is pretty scary when you come to think of it: either a goblin has cast a spell on a whole profession - or that profession is doing something fundamentally wrong".
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942			_2lcc _cBK _arizal _b2015-04-07 23:18:19 _drizal _e2015-04-07 23:18:19
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