Format:
1 online resource (195 pages)
Edition:
1st ed.
ISBN:
9780750660969
,
9780080474847
Content:
Business expectations of their IT departments are simple: Deliver IT without fuss, get involved in achieving business results, and provide leadership. But while business emphasis is on business results and leadership, IT is focused on the technology. How to get your IT Department to Add Real Value to Business presents a practical framework that defines the roles and activities for the CIO to meet business expectations. It introduces a new approach to IT in large organizations, which shifts the focus from day to day technological operations to three critical areas of performance for IT: IT management, business results and information leadership. The concepts are simple and elegant but the implementation is increasingly demanding. However, these changes are essential if in-house IT functions are to survive and prosper in organizations. The author's framework has already proven itself in changing business and IT perspectives significantly. Large organisations have commenced the implementation process, and are reporting significant results. The book offers ground-breaking perspectives on the role of IT in organisations. These perspectives are finding favour with business and IT people alike. The book offers practical and anecdotal examples and plans to assist in implementing the framework
Note:
Front Cover -- What Business Really Wants From IT -- Copyright Page -- Contents -- Computer Weekly Professional Series -- Preface: What do all these people do in IT? -- 1. There is no 'F' in IT -- Move over the librarians -- Where's the 'F' in IT? -- Never mind the ball, get on with the game -- IT people are IT people -- When good words go bad -- Peddaling your bicycle faster won't make it into a car -- 2. The three roles of IT in organizations -- Introduction to the momentum line -- Maintain business momentum -- Improve business results -- Provide aligned leadership -- 3. The new business-IT agenda -- Remind me again why we outsourced! -- Supply and demand -- IT demand management - three roles -- The three roles expanded -- Everything filters through -- The focus changes -- If you're going to do something, try to have a reason for it -- Real IT performance -- 4. Managing technology to maintain business momentum - the first pillar of IT performance -- Why manage IT (as against doing IT)? -- IT availability and stability -- Operations and efficiency -- Management of IT services benefits -- Asset management -- Performance, measurement and reporting -- Supporting business momentum -- Activities of an MBM manager -- 5. Managing business results from an IT perspective - new rules, new challenges -- The unique unused gifts that IT people bring to the organization -- Developing the business case and accompanying benefits statement -- Achieving the benefits promised in the benefits statement -- Business measures -- Process management -- Information content -- The real life cycle of systems -- Portfolio management -- Step changing business -- 6. Information leadership in the information age -- The reluctant technologist -- Interpreting the external inputs
,
Internal influence and leadership activities - translating inputs into meaning and action within the organization -- The hard stuff is easy, the soft stuff is hard -- 7. A matter of survival - proving the benefits of IT -- What happens to costs and benefits over time? -- The benefits process -- Keeping it simple -- 8. Getting, keeping and using the cash - budgeting for IT -- Back to the momentum of the business -- Three types of IT activity mean three types of budget -- 9. Measures of IT - some principles of measurement -- Measures must be linked to objectives -- Measures must be understandable to the business -- Measures must be communicated -- Measures must result in something - they must have a reason to exist -- Three IT roles equals three measurement frameworks -- Measuring the performance of technology -- Measuring improved business results brought about by the application of information technologies -- Measuring IT leadership -- Implementing measures -- Communicating to the business -- 10. New IT skills and people -- New skills for the three roles -- IT supply skills -- Maintain business momentum (MBM) skills -- Improve business results (IBR) skills -- Information leadership (IL) skills -- 11. Applying the model - check your mindset at the door -- What changes? -- Governance - three types of meeting: MBM, IBR, and IL -- Focus on business benefits -- IT's survival depends on measurement and reporting -- Playing the three role game -- People -- 12. To boldly go ... -- An implementation plan -- Impact analysis -- Syndication -- IT supply and demand -- Organization changes -- Strategy -- IL strategy -- Putting the implementation plan together -- 13. In the beginning -- Bibliography -- Index
Additional Edition:
Print version White, Terry What Business Really Wants from IT Oxford : Taylor & Francis Group,c2004 ISBN 9780750660969
Language:
English
Keywords:
Electronic books
URL:
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