Direkt zur Hauptnavigation springen Direkt zum Inhalt springen
Filtern nach
Aktive Filter
Letzte Suchanfragen

Ergebnisse für *

Es wurden 2 Ergebnisse gefunden.

Zeige Ergebnisse 1 bis 2 von 2.

Sortieren

  1. Manage IT as a business
    how to achieve alignment and add value to the company
    Autor*in: Lientz, Bennet P.
    Erschienen: c2004
    Verlag:  Elsevier Butterworth Heinemann, Amsterdam

    Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place; network operations are reliable and stable. The cause is usually a... mehr

    Standort:
    Universität Potsdam, Universitätsbibliothek
    Fernleihe:
    uneingeschränkte Fernleihe, Kopie und Ausleihe
    Link zum Verbundkatalog:
    Gemeinsamer Bibliotheksverbund (GBV)

     

    Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place; network operations are reliable and stable. The cause is usually a misalignment of IT with the business. In this book, Bennet Lientz and Lee Larssen present over 200 specific, practical guidelines and steps that show how to: align IT and the business, develop methods that make IT more proactive in helping the business, more effectively manage vendors, avoid negative surprises, ensure that more projects are completed on time and within budget, among other things. The techniques in this book have been implemented in over 60 organizations around the world and in over 20 different industries, and the authors include several examples in each chapter to illustrate their points. Follow these proven recommendations to manage IT as a business that adds value to the company. * Techniques in the book have been implemented in over 60 organizations in over 20 countries * Guidelines show how to align IT and the business and make IT more proactive in helping the business * The authors present concrete method to manage IT as a business that adds value to the company Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place, network operations are reliable and stable. The cause is usually a misalignment of IT with the business. In this book, Bennet Lientz and Lee Larssen present over 200 specific, practical guidelines and steps that show how to: align IT and the business, develop methods that make IT more proactive in helping the business, more effectively manage vendors, avoid negative surprises, ensure that more projects are completed on time and within budget, among other things. The techniques in this book have been implemented in over 60 organizations around the world and in over 20 different industries, and the authors include several examples in each chapter to illustrate their points. Follow these proven recommendations to manage IT as a business that adds value to the company. * Techniques in the book have been implemented in over 60 organizations in over 20 countries * Guidelines show how to align IT and the business and make IT more proactive in helping the business * The authors present concrete method to manage IT as a business that adds value to the company

     
    Export in Literaturverwaltung   RIS-Format
      BibTeX-Format
    Hinweise zum Inhalt
    Volltext (An electronic book accessible through the World Wide Web; click for information)
    Quelle: Verbundkataloge
    Beteiligt: Larssen, Lee
    Sprache: Englisch
    Medientyp: Ebook
    Format: Online
    ISBN: 0750678259; 1592781853; 9780750678254; 9781592781850
    Schlagworte: Information technology; Information technology
    Umfang: Online-Ressource (xix, 281 p), 23 cm
    Bemerkung(en):

    Includes bibliographical references and index

    IntroductionIssues with Information Technology and Management -- Some Past Attempts at Improving IT -- Efforts at Improving Business Processes -- A Brief Review of IT Management -- Trends and Challenges in IT Governance -- A Winning Approach to IT Governance -- Benefits of the Approach -- Organization of the Book -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for the IT Organization -- Summary -- 2. IT Oversight and Governance -- Introduction -- General Purpose and Scope of Oversight -- The Role of Business Processes -- The Missing Roles of IT Governance that Cause Business Failure -- Modern Governance of IT -- Modern Roles and Responsibilities of IT -- Modern Roles and Responsibilities of Business Units -- IT Governance and Business Vision, Mission, and Objectives -- Benefits of Effective IT Governance -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for IT Oversight and Governance -- Summary -- 3. Technology Assessment, Management, and Direction -- Introduction -- 10 Myths about Technology -- Steps in Technology Management -- Assess Your Current Technology -- Identify and Track of New Technology -- Select the New Technology -- Develop a Framework for Technology Implementation and Support -- Implement the New Technology -- Critical Success Factors for Technology Management -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Technology Management -- Summary -- 4. Develop the Strategic IT Plan -- Introduction -- Measure Current IT -- Review the Business Plans and Business Direction -- Develop the IT Strategic Plan -- Relate the Strategic IT Plan to the Business Units -- IT Planning Guidelines -- Get the IT Strategic Plan and Action Items Approved -- Resource Management and Allocation -- Update Your IT Strategic Plan -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for IT Planning -- Summary -- Part II: Manage the People and the Work -- 5. Manage Risk and the Project Portfolio -- Introduction -- Where and How IT Projects Originate -- Assess Current Projects -- Project Evaluation and Selection -- Comprehensive Resource Allocation -- Set Up a Winning Project -- Define the Role of Management -- Report on the Project -- Hold Project Meetings -- Implement Collaboration in Projects -- Track Projects -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Risk and Project Management -- Summary -- 6. Manage the IT Staff -- Introduction -- Evaluate the Current Staff -- Recruit and Hire New IT Employees -- Allocate Personnel Resources -- Build a Collaborative IT Culture -- Motivate IT Employees -- Deal with Personnel Issues -- Upgrade Skills of Junior Employees -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for IT Staffing -- Summary -- 7. Manage the Work -- Introduction -- Check on Work Informally -- Assess Your Methods and Tools -- Organize IT Work Efforts -- Review Work and Project Milestones -- Deal with Issues -- Use Lessons Learned Effectively -- Decide on the Approach for Documentation -- Introduce New Methods or Tools -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Work Management -- Summary -- Part III: Direct and Coordinate IT -- 8. Coordinate Business Unit Activities -- Introduction -- Collaborate on Defining the Roles of Business Units in IT -- Create Long Term Process Plans -- Develop a Business Unit IT Strategy -- Define and Support the Business Unit Role in IT -- Provide Effective End User Support -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for User Relations -- Summary -- 9. Direct Outsourcing and Manage Vendors -- Introduction -- Some Examples of Outsourcing Success and Failure -- Pursue an Organized Approach to Outsourcing -- Develop an Overall Outsourcing Strategy -- Determine What is to Be Outsourced -- Prepare for Outsourcing -- Prepare the Request for Proposal -- Select the Right Vendors -- Plan and Execute the Transition of Work -- Perform the Transition of the Work -- Manage the Outsourcing -- Manage Multiple Vendors -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Outsourcing -- Summary -- 10.Communicate with Management -- Introduction -- Implement Collaboration in Management Communications -- Use Informal Communications -- Make Formal Presentations -- Present the Overall Status of IT -- Present the Status of an Individual Project -- Address a Specific Issue -- Propose New Work -- Present an IT Budget -- Communicate with Business Unit Managers -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Management Communications -- Summary -- 11. Software Packages and System Development -- Introduction -- Evaluate the Process and System and Determine Requirements -- Make the Buy or Build Decision -- Evaluate and Select the Software Package -- Implement the Software Package -- Perform Software Development -- Carry Out Data Conversion -- Produce Operations Procedures and Training Materials -- Conduct the Training -- Gain User Acceptance -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Packages and Development -- Summary -- 12. Implementing Change in IT Management -- Introduction -- Implement New Roles and Responsibilities for IT -- Instill Greater Collaboration -- Measure What You Have, Do, and Where You Are Going -- Become Issues Focused -- Implement More Dynamic Resource Allocation -- Become Process Oriented -- Align IT and the Business -- Redirect IT Resources -- Deal Effectively with Resistance to Change -- Examples -- Tactics for Implementation -- Performance Measures for Implementation -- Summary -- Part IV: Address Specific Challenges -- 13. Personnel and Staffing Issues -- Introduction -- IT Staff Turnover is High -- IT Morale is Low -- There is Poor Communications between IT and Users -- Too Much Critical Work Depends on the Same Few People -- IT Staff Members Work in Isolation -- Supervisors Lack Management Skills -- 14. Systems and Technology Issues -- Introduction -- The Wrong Technology is Selected -- There are Integration Problems with the Technology -- The Technology Does Not Deliver Results -- The Technology Was Imposed on Us -- Legacy Systems Consume Too Many Resources and Are Inflexible -- There is High Backlog of Work -- 15. Management Issues -- Introduction -- Management is Not Involved in IT -- Some Managers are Overinvolved with IT -- Management Places Unrealistic Demands on IT -- Management Falls under the Influence of Vendors -- Management Changes Direction -- Middle Level Managers Resist IT Efforts -- 16. Business Unit Issues -- Introduction -- The Wrong Employees Are Assigned to IT Work and Projects -- Employees Resist Change -- There are Too Many Exceptions and Workarounds -- There are Shadow Systems in the Department -- Several Business Departments Do not Get Along -- There are Problems with the Business Rules and Policies -- 17. Vendor and Outsourcing Issues -- Introduction -- Vendor Performance is Poor -- There is Substantial Turnover of Vendor Staff -- Multiple Vendors are Fighting -- The Vendor is Not Managing Their Work -- There is a Difficulty in Transferring Knowledge from the Vendor -- There are Problems in Vendor Communications -- The Vendor Has a Close Personal Relationship with a Senior Manager -- Appendices -- A. Magic Cross Reference -- B. References -- C. Web Sites -- Index.

    Electronic reproduction; Mode of access: World Wide Web
  2. Manage IT as a business
    how to achieve alignment and add value to the company
    Autor*in: Lientz, Bennet P.
    Erschienen: c2004
    Verlag:  Elsevier Butterworth Heinemann, Amsterdam

    Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place; network operations are reliable and stable. The cause is usually a... mehr

    Standort:
    Hochschulbibliothek Friedensau
    Signatur:
    Online-Ressource
    Fernleihe:
    keine Fernleihe
    Link zum Verbundkatalog:
    Gemeinsamer Bibliotheksverbund (GBV)

    Standort:
    Bibliotheks-und Informationssystem der Carl von Ossietzky Universität Oldenburg (BIS)
    Fernleihe:
    keine Fernleihe
    Standort:
    Bibliotheks-und Informationssystem der Carl von Ossietzky Universität Oldenburg (BIS)
    Fernleihe:
    keine Fernleihe
    Link zum Verbundkatalog:
    Gemeinsamer Bibliotheksverbund (GBV)

     

    Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place; network operations are reliable and stable. The cause is usually a misalignment of IT with the business. In this book, Bennet Lientz and Lee Larssen present over 200 specific, practical guidelines and steps that show how to: align IT and the business, develop methods that make IT more proactive in helping the business, more effectively manage vendors, avoid negative surprises, ensure that more projects are completed on time and within budget, among other things. The techniques in this book have been implemented in over 60 organizations around the world and in over 20 different industries, and the authors include several examples in each chapter to illustrate their points. Follow these proven recommendations to manage IT as a business that adds value to the company. * Techniques in the book have been implemented in over 60 organizations in over 20 countries * Guidelines show how to align IT and the business and make IT more proactive in helping the business * The authors present concrete method to manage IT as a business that adds value to the company Many IT projects fail to deliver the benefits to the business that were promised. Yet IT managers and staff work hard to meet the needs of the business: Systems are put in place, network operations are reliable and stable. The cause is usually a misalignment of IT with the business. In this book, Bennet Lientz and Lee Larssen present over 200 specific, practical guidelines and steps that show how to: align IT and the business, develop methods that make IT more proactive in helping the business, more effectively manage vendors, avoid negative surprises, ensure that more projects are completed on time and within budget, among other things. The techniques in this book have been implemented in over 60 organizations around the world and in over 20 different industries, and the authors include several examples in each chapter to illustrate their points. Follow these proven recommendations to manage IT as a business that adds value to the company. * Techniques in the book have been implemented in over 60 organizations in over 20 countries * Guidelines show how to align IT and the business and make IT more proactive in helping the business * The authors present concrete method to manage IT as a business that adds value to the company

     
    Export in Literaturverwaltung   RIS-Format
      BibTeX-Format
    Hinweise zum Inhalt
    Volltext (An electronic book accessible through the World Wide Web; click for information)
    Quelle: Verbundkataloge
    Beteiligt: Larssen, Lee
    Sprache: Englisch
    Medientyp: Ebook
    Format: Online
    ISBN: 0750678259; 1592781853; 9780750678254; 9781592781850
    Schlagworte: Information technology; Information technology
    Umfang: Online-Ressource (xix, 281 p), 23 cm
    Bemerkung(en):

    Includes bibliographical references and index

    IntroductionIssues with Information Technology and Management -- Some Past Attempts at Improving IT -- Efforts at Improving Business Processes -- A Brief Review of IT Management -- Trends and Challenges in IT Governance -- A Winning Approach to IT Governance -- Benefits of the Approach -- Organization of the Book -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for the IT Organization -- Summary -- 2. IT Oversight and Governance -- Introduction -- General Purpose and Scope of Oversight -- The Role of Business Processes -- The Missing Roles of IT Governance that Cause Business Failure -- Modern Governance of IT -- Modern Roles and Responsibilities of IT -- Modern Roles and Responsibilities of Business Units -- IT Governance and Business Vision, Mission, and Objectives -- Benefits of Effective IT Governance -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for IT Oversight and Governance -- Summary -- 3. Technology Assessment, Management, and Direction -- Introduction -- 10 Myths about Technology -- Steps in Technology Management -- Assess Your Current Technology -- Identify and Track of New Technology -- Select the New Technology -- Develop a Framework for Technology Implementation and Support -- Implement the New Technology -- Critical Success Factors for Technology Management -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Technology Management -- Summary -- 4. Develop the Strategic IT Plan -- Introduction -- Measure Current IT -- Review the Business Plans and Business Direction -- Develop the IT Strategic Plan -- Relate the Strategic IT Plan to the Business Units -- IT Planning Guidelines -- Get the IT Strategic Plan and Action Items Approved -- Resource Management and Allocation -- Update Your IT Strategic Plan -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for IT Planning -- Summary -- Part II: Manage the People and the Work -- 5. Manage Risk and the Project Portfolio -- Introduction -- Where and How IT Projects Originate -- Assess Current Projects -- Project Evaluation and Selection -- Comprehensive Resource Allocation -- Set Up a Winning Project -- Define the Role of Management -- Report on the Project -- Hold Project Meetings -- Implement Collaboration in Projects -- Track Projects -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Risk and Project Management -- Summary -- 6. Manage the IT Staff -- Introduction -- Evaluate the Current Staff -- Recruit and Hire New IT Employees -- Allocate Personnel Resources -- Build a Collaborative IT Culture -- Motivate IT Employees -- Deal with Personnel Issues -- Upgrade Skills of Junior Employees -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for IT Staffing -- Summary -- 7. Manage the Work -- Introduction -- Check on Work Informally -- Assess Your Methods and Tools -- Organize IT Work Efforts -- Review Work and Project Milestones -- Deal with Issues -- Use Lessons Learned Effectively -- Decide on the Approach for Documentation -- Introduce New Methods or Tools -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Work Management -- Summary -- Part III: Direct and Coordinate IT -- 8. Coordinate Business Unit Activities -- Introduction -- Collaborate on Defining the Roles of Business Units in IT -- Create Long Term Process Plans -- Develop a Business Unit IT Strategy -- Define and Support the Business Unit Role in IT -- Provide Effective End User Support -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for User Relations -- Summary -- 9. Direct Outsourcing and Manage Vendors -- Introduction -- Some Examples of Outsourcing Success and Failure -- Pursue an Organized Approach to Outsourcing -- Develop an Overall Outsourcing Strategy -- Determine What is to Be Outsourced -- Prepare for Outsourcing -- Prepare the Request for Proposal -- Select the Right Vendors -- Plan and Execute the Transition of Work -- Perform the Transition of the Work -- Manage the Outsourcing -- Manage Multiple Vendors -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Outsourcing -- Summary -- 10.Communicate with Management -- Introduction -- Implement Collaboration in Management Communications -- Use Informal Communications -- Make Formal Presentations -- Present the Overall Status of IT -- Present the Status of an Individual Project -- Address a Specific Issue -- Propose New Work -- Present an IT Budget -- Communicate with Business Unit Managers -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Management Communications -- Summary -- 11. Software Packages and System Development -- Introduction -- Evaluate the Process and System and Determine Requirements -- Make the Buy or Build Decision -- Evaluate and Select the Software Package -- Implement the Software Package -- Perform Software Development -- Carry Out Data Conversion -- Produce Operations Procedures and Training Materials -- Conduct the Training -- Gain User Acceptance -- Alignment of IT and the Business -- Manage Risk -- Examples -- Lessons Learned -- Performance Measures for Packages and Development -- Summary -- 12. Implementing Change in IT Management -- Introduction -- Implement New Roles and Responsibilities for IT -- Instill Greater Collaboration -- Measure What You Have, Do, and Where You Are Going -- Become Issues Focused -- Implement More Dynamic Resource Allocation -- Become Process Oriented -- Align IT and the Business -- Redirect IT Resources -- Deal Effectively with Resistance to Change -- Examples -- Tactics for Implementation -- Performance Measures for Implementation -- Summary -- Part IV: Address Specific Challenges -- 13. Personnel and Staffing Issues -- Introduction -- IT Staff Turnover is High -- IT Morale is Low -- There is Poor Communications between IT and Users -- Too Much Critical Work Depends on the Same Few People -- IT Staff Members Work in Isolation -- Supervisors Lack Management Skills -- 14. Systems and Technology Issues -- Introduction -- The Wrong Technology is Selected -- There are Integration Problems with the Technology -- The Technology Does Not Deliver Results -- The Technology Was Imposed on Us -- Legacy Systems Consume Too Many Resources and Are Inflexible -- There is High Backlog of Work -- 15. Management Issues -- Introduction -- Management is Not Involved in IT -- Some Managers are Overinvolved with IT -- Management Places Unrealistic Demands on IT -- Management Falls under the Influence of Vendors -- Management Changes Direction -- Middle Level Managers Resist IT Efforts -- 16. Business Unit Issues -- Introduction -- The Wrong Employees Are Assigned to IT Work and Projects -- Employees Resist Change -- There are Too Many Exceptions and Workarounds -- There are Shadow Systems in the Department -- Several Business Departments Do not Get Along -- There are Problems with the Business Rules and Policies -- 17. Vendor and Outsourcing Issues -- Introduction -- Vendor Performance is Poor -- There is Substantial Turnover of Vendor Staff -- Multiple Vendors are Fighting -- The Vendor is Not Managing Their Work -- There is a Difficulty in Transferring Knowledge from the Vendor -- There are Problems in Vendor Communications -- The Vendor Has a Close Personal Relationship with a Senior Manager -- Appendices -- A. Magic Cross Reference -- B. References -- C. Web Sites -- Index.

    Electronic reproduction; Mode of access: World Wide Web