Dynamic E-business Implementation Management: How to Effectively Manage E-business Implementation

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Routledge, 2001 - Business & Economics - 314 pages
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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.
This Book Enables the Reader to:
* Set up an e-business implementation plan using proven project templates
* Anticipate and cope with dynamic change during e-business implementation
* Encourage and motivate the e-business team to participate in project management and resolving issues
* Deal with e-business implementation issues and crises
* Address 100 specific e-business management issues
* Communicate effectively with management on e-business
* Share and allocate resources among e-business and other work
* Manage e-business teams of business staff, vendors, and IT
* Gather and use e-business lessons learned as the basis for expanding and improving future e-business efforts
Answers Questions Such as:
* What are critical success factors in e-business implementation?
* How do you get employees and managers to participate in e-business?
* How do you set up your e-business implementation plan fast?
* How do you share resources between e-business and other work?
* How do you use project templates and modern software tools to increase your chance of e-business success?
* How do you manage and control risk in your e-business project?
* How do you direct large-scale e-business efforts in the real world?

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Part II Manage Your EBusiness Implementation
Part III EBusiness Issue Management

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About the author (2001)

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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