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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