Making IT Count: Strategy, Delivery, Infrastructure
Routledge, 2002 - Technology & Engineering - 267 pages
'Making IT Count: from strategy to implementation' focuses on the practical elements of delivering Information Technology strategy. Studies regularly show that over half of Information Technology strategies are never implemented, or are unsuccessful in delivering the desired results, and that a significant percentage of strategies implemented were never in the original plans. The linkage between strategy development and delivery needs a very clear focus; this is the key topic that the authors address.
The book highlights eight major fallacies in managing IT, and eighteen better practices. It then details how to draw up strategy, instigate navigation techniques and make sourcing decisions. Change and delivery are a major focus, as is infrastructure development. Caselets and full length case studies of organizations such as General Electric, Siemens, Colonial Mutual, Charles Schwab, Macquarie Bank, ICI, United Airlines, Norwich Union, Walgreens and Dell and have been included to show how strategies have been successfully implemented and managed.
Shows practitioners how to actually carry out, develop and implement an Information Technology strategy
Contains "caselets" and full case studies of recent successful implementations of Information Technology strategies by organizationsAuthors combine a wealth of experience and expertise to provide practical guidance to professionals
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1 Strategy IT and the strange case of missing business value
where we need to be
3 Baselining the enterprise
getting IT from A to B
5 Dealing with the IT strategy navigation challenge
6 Delivering sourcing strategy for IT and ebusiness
Other editions - View all
achieve alignment application service providers applications approach architecture areas assessment balanced scorecard Bank build business innovation business processes business strategy business units business value capabilities Caselet example cent Chapter Charles Schwab CitiPower client competitive complex contract core cost culture Customer Relationship Management decisions deliver delivery detailed drugstore.com e-business infrastructure e-commerce effective ensure evaluation external Feeny Figure focus function goals identified implementation improvement in-house Information Technology initiatives insourcing integrated internal Internet investment involved issues IT-based business IT/e-business learning legacy systems leverage Lithgow Macquarie Macquarie Bank measures ment moving to e-business on-line operations organization organization’s organizational performance planning political potential practice priorities problems programme project management quadrant relationships requirements risk role SAP R/3 Schwab skills sourcing staff success suppliers task technical tion users vendor Vistorm Walgreens Willcocks