LEADER 05429nam 2200697Ia 450 001 9910451065203321 005 20200520144314.0 010 $a1-281-13539-9 010 $a9786611135393 010 $a0-470-72441-2 035 $a(CKB)1000000000404829 035 $a(EBL)326421 035 $a(OCoLC)608624358 035 $a(SSID)ssj0000184465 035 $a(PQKBManifestationID)11169214 035 $a(PQKBTitleCode)TC0000184465 035 $a(PQKBWorkID)10199658 035 $a(PQKB)10034205 035 $a(MiAaPQ)EBC326421 035 $a(CaSebORM)9780470724019 035 $a(Au-PeEL)EBL326421 035 $a(CaPaEBR)ebr10301429 035 $a(CaONFJC)MIL113539 035 $a(EXLCZ)991000000000404829 100 $a20080519d2007 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aIT success!$b[electronic resource] $etowards a new model for information technology /$fMichael Gentle 205 $a1st edition 210 $aChichester ;$aHoboken, NJ $cJohn Wiley & Sons$dc2007 215 $a1 online resource (184 p.) 300 $aDescription based upon print version of record. 311 $a0-470-72401-3 320 $aIncludes bibliographical references and index. 327 $aIT SUCCESS! Towards a New Model for Information Technology; Contents; Introduction; Acknowledgements; Abbreviations; Part I Blinded by Specs; 1 In Search of Excellence the Fundamentals; The more things change, the more they stay the same; A worldwide phenomenon; How the traditional IT model started; The construction industry trap; The free lunch trap; Houses of ill repute; A business problem rather than an IT problem; IT and original sin; No sacred cows; 2 IT 101 - The Basics for Non-Specialists; The process breakdown for traditional IT activities 327 $aThe process breakdown for business (i.e. non-IT) activitiesThe fundamental difference between IT and non-IT activities; 'That's not my problem!' - process ownership and behaviour; 3 The Flaws of the Traditional Model; The unintended consequences of the waterfall method; In search of a pizza parlour manager; Who provides process expertise - client or vendor?; When standard client-vendor relationships are possible; When standard client-vendor relationships pose problems; Is a standard client-vendor relationship possible for IT?; The 'Statement of Requirements' (SoR) trap 327 $aA poor to non-existent pricing modelShould IT be run like a business (i.e. an ESP)?; The limits of outsourcing; Current IT organizational trends; The ultimate litmus test to determine one's business model; What model would be appropriate for IT?; Part II Building a New Business Model for IT; 4 Managing Demand; Managing demand - traditional model; Managing demand - new model; Capturing demand and identifying opportunities; Prioritizing and approving demand; Planning approved demand; Linking demand to resource capability; Approving demand based on portfolios 327 $aThe missing component in Project Portfolio ManagementBusiness cases are in the eye of the beholder; Building the IT plan and budget; Demand from a customer perspective; Shaking off the chains of the construction industry; Funding approved demand; Roles and responsibilities; 5 Managing Supply; Managing supply - traditional model; Managing supply - new model; Iterative development in practice; Why prototyping has never become mainstream; Is prototyping the answer to everything?; Project critical success factors; Maintenance - letting go of the M-word; Delivery and implementation 327 $aService and support6 Monitoring Costs and Benefits; Monitoring costs and benefits for traditional IT activities; Monitoring costs and benefits for business (non-IT) activities; Monitoring costs and benefits - new model; Ownership and accountability for costs and benefits; Cost-benefit analysis during the life of a project; It is normal for costs and benefits to change!; Portfolio performance monitoring; Cost-benefit analysis after project delivery; 7 Financials; The main categories of IT costs; Ownership of IT costs for the regulation of supply and demand 327 $aWho has the final say for IT investments? 330 $a"Fifty years after the birth of corporate computing, IT today is still characterized by 50-70% project failure rates. Which is pretty scary when you come to think of it: either a goblin has cast a spell on a whole profession - or that profession is doing something fundamentally wrong". 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. 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Clotfelter 210 $aChicago $cUniversity of Chicago Press$d1985 215 $a1 online resource (336 p.) 225 1 $aNational Bureau of Economic Research monograph 300 $aDescription based upon print version of record. 311 0 $a0-226-11048-6 320 $aIncludes bibliography and indexes. 327 $tFront matter --$tNational Bureau of Economic Research --$tRelation of the Directors to the Work and Publications of the National Bureau of Economic Research --$tContents --$tPreface --$t1. Tax Policy and Support for the Nonprofit Sector: An Overview --$t2. Contributions by Individuals: Estimates of the Effects of Taxes --$t3. Contributions by Individuals: Simulating the Effects of Tax Policies --$t4. Volunteer Effort --$t5. Corporate Contributions --$t6. Charitable Bequests --$t7. Foundations --$t8. Charitable Giving Behavior and the Evaluation of Tax Policy --$tAppendix A. Description of Pooled Data Set for Individual Contributions --$tAppendix B. Means, Estimated Coefficients, Variances, and Covariances for Individual Giving Equations, I975 --$tAppendix C. Volunteering and Giving in a Simple Model of Individual Behavior --$tAppendix D. Description of National Study of Philanthropy and Related Transformations --$tAppendix E. Calculation of Marginal Tax Rates on Corporate Income --$tAppendix F. Top Marginal Tax Rates on Corporate Net Income, 1936-77 --$tAppendix G. Comparison of Aggregate Tax-Rate Variables --$tReferences --$tAuthor Index --$tSubject Index 330 $aThe United States is distinctive among Western countries in its reliance on nonprofit institutions to perform major social functions. This reliance is rooted in American history and is fostered by federal tax provisions for charitable giving. In this study, Charles T. Clotfelter demonstrates that changes in tax policy-effected through legislation or inflation-can have a significant impact on the level and composition of giving. Clotfelter focuses on empirical analysis of the effects of tax policy on charitable giving in four major areas: individual contributions, volunteering, corporate giving, and charitable bequests. For each area, discussions of economic theory and relevant tax law precede a review of the data and methodology used in econometric studies of charitable giving. In addition, new econometric analyses are presented, as well as empirical data on the effect of taxes on foundations. While taxes are not the most important determinant of contributions, the results of the analyses presented here suggest that charitable deductions, as well as tax rates and other aspects of the tax system, are significant factors in determining the size and distribution of charitable giving. 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