Managing Information Technology
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Managing Information Technology
There are two different, interdependent components of IT that are important to a CIO: strategy, which is long-term; and tactical and operational concerns, which are short-term. Based on this distinction and its repercussions, this book clearly separates strategy from day-to-day operations and projects from operations – the two most important functions of a CIO. It starts by discussing the ideal organization of an IT department and the rationale behind it, and then goes on to debate the most pressing need – managing operations. It also explains some best industry standards and their practical implementation, and discusses project management, again highlighting the differences between the methodologies used in projects and those used in operations. A special chapter is devoted to the cutover of projects into operations, a critical aspect seldom discussed in detail. Other chapters touch on the management of IT portfolios, project governance, as well as agile project methodology, how it differs from the waterfall methodology, and when it is convenient to apply each. Taking the fundamental principles of IT service management and best practices in project management, the book offers a single, seamless reference for IT managers and professionals. It is highly practical, explaining how to apply these principles based on the author’s extensive experience in industry.
Managing Information Technology
-X, MARTIN et al, Managing Information Technology: What Managers Need to Know, 3E*/ "Providing an up-to-date treatment of information technology management that is "not" written for information systems professionals only, this widely used book prepares readers to be effective exploiters of computer/communications technologies now and in the future, and illustrates topics with over two dozen original information technology management case studies." Places 27 original, substantive, real-world information technology management case studies at the ends of Chapter 1 and the four major parts of the book (Information Technology, Applying Information Technology, Acquiring Information Systems, and The Information Management System) that illustrate a wide variety of key issues in information technology management. Focuses on the information technology resources (computers and microelectronics, networks, software, data, and people) that organizations provide and alternative approaches to managing them; the opportunities and pitfalls provided by these technologies; and what the user-manager, and the systems professional, need to know to make effective use of these technologies. Comes completely rewritten and reorganized for greater clarity and a more focused plan of approach, with updated and streamlined chapters, plus two new chapters on electronic commerce and the social, ethical, and political issues surrounding the use of information technology.
Managing Information Technology for Business Value
Annotation A call for IT and business managers to reformulate the way they manage IT, this book contends that if IT is to deliver business value, it should be measured in core business terms such as customer satisfaction, revenue growth, and profitability. Leading academic research and industry best practices are synthesized, and principles and strategies are presented for managing for optimum IT business value, the IT budget, and the IT organization's capability. In a time when IT spending is reduced and IT organizations are often perceived as cost centers, a necessary and timely counterbalance is provided, and the argument is made that IT investments can and should be linked directly to enterprise business indicators. Also discussed is how IT spending should improve corporate profitability and how the relationship between IT initiatives and business indicators should be explicit and empirical.