Dynamic E-Business Implementation Management / Edition 1

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Overview

Implementing e-business requires a dynamic approach that can respond to changes in technology, management direction, customer and supplier behavior, and competition. Many traditional project management methods don't work with e-business. This book presents proven real world management methods that are adaptive, dynamic, and flexible in an e-business environment. It tackles the central issues of e-business: the burgeoning market for "buy-side" extranet/Internet procurement and supply chain management/business-to-business, Web-based transactions.

Audience: Dynamic E-Business Implementation Management is written for people who need to make technology and the Internet into part of their core competence.

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Editorial Reviews

From the Publisher
This book covers planning, identifying a team leader and assembling a team, and choosing methods and tools for e-business. It discusses management of resources between regular work and e-business implementation, dealing with vendors, team and management communication, and measurement and implementation issues. Each chapter follows a similar format, with an introduction, goals, methods, and examples. Of interest to business managers, project leaders, and IT managers. Lientz teaches management at the University of California- Los Angeles, and Rea is a consultant.Book News, Inc.®, Portland, OR
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Product Details

  • ISBN-13: 9780124499805
  • Publisher: Taylor & Francis
  • Publication date: 6/1/2000
  • Series: E-Business Solutions Series
  • Edition number: 1
  • Pages: 314
  • Product dimensions: 0.76 (w) x 6.00 (h) x 9.00 (d)

Meet the Author

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.

Kathryn P. Rea is president and founder of The Consulting Edge, Inc., which was established in 1984. The firm specializes in E-Business, process improvement, project management, and financial consulting. Rea has managed more than 65 major technology-related projects internationally. She has advised on and carried out projects in government, engergy, banking and finance, distribution, trading, retailing, transportation, mining, manufacturing, and utilities. She is the author of eight books and more than 20 articles in various areas of information systems and analysis.

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Read an Excerpt

Chapter 1: Introduction

What is E-Business? E-Business occurs when organizations perform transactions electronically with their customers or suppliers. In E-Business you have to modify your internal business activities to attain acceptable performance goals for the business transactions. E-Business employs e-commerce transactions and formats. In this regard, e-commerce is part of E-Business. Here are several common characteristics that you find on good E-Business web sites and in company operations.
  • Transactions flow seamlessly across departments. Traditional processes have barriers and boundaries between departments requiring a handoff of the transactions.
  • Exception transactions, workarounds, and shadow systems in departments are greatly reduced or eliminated. Traditional business processes tend to have many of these.
  • There is a focus on providing the web visitor with information. Traditional business focuses on doing the transaction with less information.
  • Policies and procedures are more formalized in E-Business. Many traditional processes rely on informal procedures that depend on critical employees with business knowledge. We will call these people "king bees" and "queen bees" because most junior employees rush up to these people with questions on their work. We also will use "business activity" in place of "business process" to indicate and reinforce the differences between a standard business process and a wider ranging E-Business activity.
  • In E-Business there is a greater dependence on systems and technology than in much of traditional business. The systems must be highly scalable to deliver good response time during peak loads of work.Traditional systems have to address more predictable workloads. Also, traditional systems tend to handle more reports and exceptions.

Implementing E-Business successfully means that you will have the following goals.

  • Business activities (which include the basic business processes) must be streamlined and made efficient. This applies not only to the core E-Business activities, but also to traditional work and supporting activities. E-Business and traditional business must be synchronized.
  • The business activities must become knowledge based. That is, information to help customers and suppliers must be added to the web site. You will also be taking advantage of the vast volume of information that is available through web navigation and activity by customers or suppliers. This information helps to differentiate your web site from those of your competitors.
  • Exception transactions, manual workarounds, and separate shadow systems in departments have to be eliminated through automation, policy change, or procedure change.
  • Organization change is often necessary. Barriers between departments have to be eliminated. The marketing department has to be overhauled to support E-Business promotions, discounts, and other marketing.
  • There may have to be infrastructure changes-in office location, office layout, and basic telephone and other services.
  • Some standard work processes must be changed to support the E-Business activities.
  • New systems and computer and communication components and systems have to be installed. A robust extranet network is necessary to support customers and suppliers.
  • There is a flood of information from E-Business transactions. This creates a need and opportunity to create new activities to assess the competition, analyze the product and customer data, and do financial analysis.

E-Business Implementation is Different

We have highlighted differences with traditional project management in the preface. Nevertheless, project management methods can be used as is or with the guidelines that will be provided in these chapters.

Versus Traditional Project Management

Project management started as informal guidelines and practices. As time passed, it grew more formal with information gathering, data analysis, and management reporting following sets of standard procedures. This reached extremes in many IT and engineering organizations where people were assigned full time to carry out the mechanics of project management.

Project management in some cases lost direction. The old standard formal methods of project management did not fit the nature of modern projects. The methods did not take advantage of new software tools and technology. Here are some differences that expand on the chart in the preface.

  • Structure. Traditional project management is quite rigid. E-Business demands flexibility and the ability to address change.
  • Project leader. In traditional projects the role of the project leader is to act as a project administrator using various project management tools such as GANTT and PERT charts. It is very different in E-Business. The leaders must spend much of their time addressing issues. In traditional project management there is one project leader; in E-Business you are better off with several.
  • Project teams. Traditional project teams were composed of people who performed work on tasks in the project. It was assumed that these people worked full time on the project. Not so in E-Business. There is a need for a collaborative and participative approach where team members define and update their own work. There is a greater requirement for teamwork. Team members in E-Business have to do at least part of their normal work as well as work in E-Business implementation.
  • Technology. Technology in standard projects is just part of the project. In E-Business, systems and technology play a much wider role.
  • Objectives. The objectives in a standard project are defined at the start and are assumed to not vary much during the project. In E-Business you can be hit by new technology or the web site of a competitor that you cannot ignore.
  • Scope. The scope of a traditional project is more narrow and focused than that of E-Business implementation.
  • Structure of the tasks. Traditional projects have both parallel and sequential tasks. E-Business tasks tend to be more parallel due to time pressure. In traditional project management, people pay attention to the critical path. The critical path is the longest path in the project from start to finish, so that anything delayed on the critical path results in a delayed project. This sounds well and good, but in E-Business you have to pay attention to tasks that have risk. Tasks that have risk have issues behind them. Who is to say that these are on the critical path? Normally, they are not, and then addressing the critical path leads you in the wrong direction.
  • Lessons learned. Lessons learned were significant, but were not a dominant feature of projects. In E-Business, gathering and using lessons learned and experience effectively are critical to your long term E-Business success...
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Table of Contents

Manage Your E-Business Implementation.
Develop Your E-Business Implementation Plan.
Become an Effective E-Business Implementation Manager.
Manage Your E-Business Teams.
Obtain E-Business Resources and Funding.
Use Technology Effectively to Support E-Business Work.
Coordinate Your E-Business Activities.
Communicate with Management.
Track Your E-Business Efforts.
Manage E-Business Resources.
Manage E-Business Work.
Manage E-Business, Projects and Regular Work.
Manage E-Business Contractors and Vendors.
Measure the Effectiveness of Your E-Business Effort.
Address E-Business Management Issues.
100 Specific E-Business Issues.
Appendices.
Index.

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Customer Reviews

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Sort by: Showing all of 4 Customer Reviews
  • Anonymous

    Posted August 26, 2000

    great guide to getting e-business going

    E-business has been portrayed in many books as loaded with jargon and being different. With this book implementing e-business is made more common sense and down to earth. This book is easy to read and use. It gives very specific instructions for dealing with problems that you are likely to encounter. In our bank we have been working in e-business for over four years. Using this book the effort to make changes and improvements has been reduced. We have provided the book to our users as a guide.

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  • Anonymous

    Posted August 19, 2000

    one of the best e-business implementation books

    This book covers all of the major areas of e-business implementation--from the initial concept through expansion. It deals with strategy, how to get a team together, dealing with managers, coping with technology. Very specific and useful guidelines.

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  • Anonymous

    Posted August 30, 2000

    very detailed and useful guidelines

    Using a collaborative approach which is essential for E-commerce, the book provides many detailed guidelines for setting up the implementation, managing the implementation,and measuring results. Of specific interest are guidelines for management communications, vendors, consultants, users, and IT managers and staff. More importantly it covers what to do when you encounter many specific situations.

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  • Anonymous

    Posted July 20, 2000

    one of the most useful e books

    Rather than waste time on defining concepts and talking in general terms, this book provides detailed guidelines gathered from real experience. This is an excellent book and one that has proven very useful just in the few weeks we have used it. It covers how to develop your strategy, define the project plan, organize the team, and carry out the implementation. It also deals with over 60 specific implementation issues that you are likely to encounter. We have met up with 9 of these already. Very well organized and easy to read.

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