IT Success!: Towards a New Model for Information Technology / Edition 1

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Overview

IT Success! challenges the widespread assumption that an IT department is like a building contractor whose project managers, architects and engineers (all construction industry terms...) are supposed to deliver systems on schedule, within budget and to spec. Michael Gentle explains why this is not possible, and turns conventional wisdom on its head by showing that: you cannot define an IT project in terms of contractual budgets and schedules, anything can change during the life of a project, what is eventually delivered can never be what is actually needed.

He proposes a new model for IT in which the traditional client/vendor relationship, with its contractual commitments, is replaced by a shared risk/reward partnership geared towards workable results over time. Using real-world examples and a case study, the author walks you through the end-to-end processes of an IT department, covering subjects like demand management, investment planning, agile development and managing production applications.

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Product Details

  • ISBN-13: 9780470724019
  • Publisher: Wiley
  • Publication date: 12/4/2007
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 182
  • Sales rank: 296,157
  • Product dimensions: 7.30 (w) x 9.10 (h) x 0.50 (d)

Table of Contents


Introduction     ix
Acknowledgements     xiii
Abbreviations     xvii
Blinded by Specs     1
In Search of Excellence the Fundamentals     3
The more things change, the more they stay the same     3
A worldwide phenomenon     4
How the traditional IT model started     5
The construction industry trap     6
The free lunch trap     7
Houses of ill repute     8
A business problem rather than an IT problem     10
IT and original sin     12
No sacred cows     12
IT 101 - The Basics for Non-Specialists     15
The process breakdown for traditional IT activities     15
The process breakdown for business (i.e. non-IT) activities     16
The fundamental difference between IT and non-IT activities     18
'That's not my problem!' - process ownership and behaviour     19
The Flaws of the Traditional Model     21
The unintended consequences of the waterfall method     21
In search of a pizza parlour manager     22
Who provides process expertise - client or vendor?     22
When standard client-vendor relationships are possible     24
When standardclient-vendor relationships pose problems     25
Is a standard client-vendor relationship possible for IT?     26
The 'Statement of Requirements' (SoR) trap     26
A poor to non-existent pricing model     28
Should IT be run like a business (i.e. an ESP)?     30
The limits of outsourcing     31
Current IT organizational trends     32
The ultimate litmus test to determine one's business model     33
What model would be appropriate for IT?     34
Building a New Business Model for IT     35
Managing Demand     37
Managing demand - traditional model     37
Managing demand - new model     39
Capturing demand and identifying opportunities     41
Prioritizing and approving demand     43
Planning approved demand     49
Linking demand to resource capability     49
Approving demand based on portfolios     50
The missing component in Project Portfolio Management     53
Business cases are in the eye of the beholder     54
Building the IT plan and budget     55
Demand from a customer perspective     56
Shaking off the chains of the construction industry     56
Funding approved demand     58
Roles and responsibilities     59
Managing Supply     61
Managing supply - traditional model     61
Managing supply - new model     63
Iterative development in practice     65
Why prototyping has never become mainstream     74
Is prototyping the answer to everything?     78
Project critical success factors     79
Maintenance - letting go of the M-word     79
Delivery and implementation     81
Service and support     81
Monitoring Costs and Benefits     83
Monitoring costs and benefits for traditional IT activities     83
Monitoring costs and benefits for business (non-IT) activities     84
Monitoring costs and benefits - new model     85
Ownership and accountability for costs and benefits     86
Cost-benefit analysis during the life of a project     87
It is normal for costs and benefits to change!     88
Portfolio performance monitoring     88
Cost-benefit analysis after project delivery     89
Financials     91
The main categories of IT costs     91
Ownership of IT costs for the regulation of supply and demand     92
Who has the final say for IT investments?     92
Allocations vs cross-charging     93
Capturing costs for allocations and cross-charging     94
Benefits as part of the P&L and annual planning     95
Ongoing cost-benefit analysis for applications     96
Reducing application lifetime costs     100
The limits of financial ROI when applied to IT     102
The New Model in Practice     105
Players, Roles and Responsibilities     107
Players, roles and responsibilities - the business     107
Players, roles and responsibilities - IT     111
The new business-IT relationship     112
The changing role of the business analyst     113
The changing role of the developer     113
Towards the merging of the developer and analyst roles?     114
The changing role of the project manager     115
The changing role of the operations department     116
What role for PMOs?     117
The role of External Service Providers (ESPs)     119
Getting Started     121
The business challenge     121
The IT challenge     122
Where to start     123
How to start - from checklist to action plan      124
From the status quo to first results     128
From first results to asset management     133
The role of best-practice methodologies     136
How consulting companies can help     138
How tools can help     139
The costs of moving to the new model     140
In closing - addressing the three fundamental questions     142
Further reading     143
Case Study     145
The company     145
The business problem     146
The project context     146
Building an IT-business partnership     147
Kicking off the project     148
Feasibility study and defining a solution     149
Building the business case     150
Project approach     151
Product evaluation - buy or build decision     151
Building a prototype     152
Results     154
Timescales     155
Three months later     155
One year later     156
Two years later     156
Main lessons learnt (on the plus side)     156
Main lessons learnt (on the minus side)     157
Comments with respect to the new model      157
Reader feedback     158
Index     159
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