Manage It As A Business

Overview

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 ...

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Manage IT as a Business

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Overview

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.

Audience: IT Directors, Managers, Consultants, and Staff.

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Product Details

  • ISBN-13: 9780750678254
  • Publisher: Taylor & Francis
  • Publication date: 8/1/2004
  • Pages: 304
  • Product dimensions: 6.00 (w) x 9.00 (h) x 0.68 (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.

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

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Table of Contents

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
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

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