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
IT Directors, Managers, Consultants, and Staff
Introduction Issues 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
- 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
- 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<B
- No. of pages:
- © Butterworth-Heinemann 2004
- 27th August 2004
- Paperback ISBN:
Bennet Lientz has taught and consulted on project management for the past 28 years to more than 5000 people. He developed the concept of the management critical path, acted as project manager of the Internet, and turned around 10 failing projects. This Second Edition is Lientz’ seventh book; he has also written more than 25 articles in various areas of project management.
The John E. Anderson School of Management, University of California, Los Angeles, U.S.A.
Lee Larssen has served as a business and IT manager and consultant for the past twenty-five years. She has extensive hands-on experience in the following areas: · Business process outsourcing for manufacturing, distribution, marketing, and logistics · Strategic planning for business units in manufacturing and distribution · IT outsourcing in the areas of systems operations, networking, system development, software package implementation, and systems support · IT management- managed groups of up to 150 employees · Coordinated the implementation of three major ERP systems · Implemented E-Business with suppliers for seven organizations · Developed and implemented score card measurements for IT and business processes · Management process improvement efforts for over a ten year period Education: · B.A., fine arts, Massachusetts Institute of Fine Arts, 1962 · M.A., mathematics, Oxford University, 1968 Positions Held: · Consultant in process improvement and IT to over forty firms in Asia, Latin America, Australia, and Europe in the following industries, 1999-present - Manufacturing - Distribution - Logistics - Marketing - Power generation and distribution - Banking - Insurance - Natural resource development · Served as project management for implementing modules of SAP and Peoplesoft in five firms · Manager, Operations, Toyota Automotive Group, 1979- 1999 · Consultant as IT manager to firms, 1974-1979 - Graphic arts - Sports management - Distribution - Marketing
Consultant in process improvement and IT Management