On Time Technology Implementation / Edition 1

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Overview

On Time Technology Implementation presents technology implementation guidelines and lessons learned from over 30 years of successful, hands-on project experience.

Audience: Courses in management, business, library science, and engineering dealing with data management, information management, systems and technology; professionals in information systems and business staff & managers involved in strategy and planning to improve and implement business processes, information systems managers, business managers, project leaders, systems and business analysts, process engineers, and human resources.

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Editorial Reviews

Booknews
Provides step-by-step methods for managing the implementation of a computer system, with an emphasis on establishing a business process plan and strategy as the first step. The authors suggest points to consider when implementing electronic commerce solutions, enterprise resource planning software, knowledge management, and data warehousing applications. They also address how to assess outsourcing, define requirements, transfer data into the new system, evaluate software packages, and negotiate contracts. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780124499751
  • Publisher: Taylor & Francis
  • Publication date: 10/1/1999
  • Edition number: 1
  • Pages: 293
  • Product dimensions: 6.00 (w) x 8.90 (h) x 0.90 (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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Table of Contents

Preface.
Part I—Set the Direction:
Introduction:

Introduction.
Business Direction of Information Technology.
Business Processes and Technology.
Technology and Software Tool Trends.
Challenges Facing Information Technology and Management.
Critical Success Factors in Systems and Technology.
Trends in Software Development.
Trends in Software Packages.
Trends in Knowledge Management.
Techniques of the Past.
Where Are the Benefits?
A Real World Approach.
Organization of the Book.
Transition to a New Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Develop the Business Process Plan and Strategy:
Introduction.
Observations on Business Processes.
Common Problems with Processes.
Steps in Developing the Process Plan and Strategy.
How to Build Your First Process Plan.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Define the New Process, Benefits, and Requirements:
Introduction.
Step 1: Define the New Business Process.
Step 2: Determine Requirements for the New Process.
Step 3: Identify Costs and Benefits.
Step 4: Present the Results to Management.
Step 5: Determine the Technology Approach and Refine Costs and Benefits.
Step 6: Make the Buy or Build Decision.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Assess Outsourcing:
Introduction.
The Outsourcer's View of the World.
What Can Be Outsourced?
Steps in Outsourcing.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Part II—Software Development:
Define Requirements and Do Prototyping:

Introduction.
Step 1: Identify the Development Team and Establish the Development Plan.
Step 2: Develop Detailed Requirements for Development.
Step 3: Determine the Methods and Tools to be Applied Throughout Development.
Step 4: Perform Data Analysis.
Step 5: Develop the First Prototype.
Step 6: Conduct a Pilot of the Prototype and the New Process.
Step 7: Refine the Prototype and Conduct More Pilots.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Perform System Development and Integration:
Introduction.
Computer-Aided Software Engineering.
System Design.
Programming and Unit Testing.
Testing Preparation and Test Categories.
Integration of Programs.
Integration Testing.
System Testing.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Conversion, Procedures, and Training:
Introduction.
Steps in Data Conversion.
Steps in Documentation and Procedures.
Steps in Training and Using Training Materials.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Perform Maintenance, Enhancement, and Production Support:
Introduction.
Issues in Maintenance.
Issues in Enhancements.
Issues in Production Support.
Maintenance and Enhancement Steps.
Implement a Maintenance and Enhancement Policy.
Routine Production Support.
Production Crises.
Implement a Production Strategy.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Part III—Software Packages:
Carry Out Evaluation and Selection:

Introduction.
Selecting a Winning Combination.
Seven Steps in Evaluation and Selection.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Conduct Negotiations and Define the Implementation Plan:
Introduction.
Contract Negotiations for the Software Package.
Contract Negotiations for Consultants.
Implementation Planning Steps.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Implement the Package:
Introduction.
Managing Consultants.
The Package of the Process-Who Wins?
Steps in Package Implementation.
Implementing New Software Package Releases.
Implementing ERP Software.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Part IV—Knowledge Management:
Identify Opportunities and Develop Your Strategy:

Introduction.
Issues in Knowledge Management.
Steps in Establishing Knowledge Management.
Example: The Lessons Learned Knowledge Base.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Analyze Knowledge Management Technologies and Services:
Introduction.
Data Preparation.
Metadata.
On-Line Analytical Processing.
Models.
Artificial Intelligence.
Data Mining.
Data Visualization.
Combining Methods.
Example: Enterprise Resource Planning.
Consultants in Knowledge Management.
Evaluation of Products.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Implement Knowledge Management:
Introduction.
Steps in Implementing Knowledge Management.
Establish the Lessons Learned Knowledge Base.
Management and Support of Knowledge Management.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Part V—Electronic Commerce and Implementing Issues:
Implementing Electronic Commerce:

Introduction.
Steps in Implementing E-Commerce.
What Can Go Wrong?
Reduced Schedule and Low-Cost Approach.
Examples.
Lessons Learned.
Summary.
What to Do Next.
Overcome Implementation Issues:
Introduction.
Lack of Top Management Commitment.
Failure to Gain User Commitment.
Misunderstanding Requirements.
Lack of User Involvement.
Failure to Manage End-User Expectations.
Changing Scope, Objectives, and Requirements.
Lack of Required Knowledge and Skills in the Team.
New Technology.
Insufficient or Inappropriate Staffing.
Conflicts among User Departments.
Management Directs the Implementation.
A System Is Implemented, but There Is No Benefit.
Many Problems Build Up during Implementation.
Wrong Technology Solution Chosen for Implementation.
New Process and System Are Operational, but Dysfunctional with the Organization.
Picking Up the Pieces When the Implementation Fails.
Summary.
Index.

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  • Anonymous

    Posted January 11, 2000

    Many guidelines for developing systems and installing packages

    There are many implementation books available. What makes this different are several things- 1) it does not preach some method or buzzword method; 2) it coves development, packages, operations, and knowledge management; 3) it contains very practical guidelines that are handy in resolving systems issues. This is a how to do it rather what to do book.

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