Info
- Utilizzare la checkbox di selezione a fianco di ciascun documento per attivare le funzionalità di stampa, invio email, download nei formati disponibili del (i) record.
IT success! [[electronic resource] ] : towards a new model for information technology / / Michael Gentle
| IT success! [[electronic resource] ] : towards a new model for information technology / / Michael Gentle |
| Autore | Gentle Michael <1957-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester ; ; Hoboken, NJ, : John Wiley & Sons, c2007 |
| Descrizione fisica | 1 online resource (184 p.) |
| Disciplina |
004.068/4
005.1 |
| Soggetto topico |
Information resources management
Information technology - Management Strategic planning |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-281-13539-9
9786611135393 0-470-72441-2 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
IT 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
The 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 A 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 The 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 Service 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 Who has the final say for IT investments? |
| Record Nr. | UNINA-9910451065203321 |
Gentle Michael <1957->
|
||
| Chichester ; ; Hoboken, NJ, : John Wiley & Sons, c2007 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
IT success! [[electronic resource] ] : towards a new model for information technology / / Michael Gentle
| IT success! [[electronic resource] ] : towards a new model for information technology / / Michael Gentle |
| Autore | Gentle Michael <1957-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester ; ; Hoboken, NJ, : John Wiley & Sons, c2007 |
| Descrizione fisica | 1 online resource (184 p.) |
| Disciplina |
004.068/4
005.1 |
| Soggetto topico |
Information resources management
Information technology - Management Strategic planning |
| ISBN |
1-281-13539-9
9786611135393 0-470-72441-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
IT 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
The 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 A 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 The 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 Service 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 Who has the final say for IT investments? |
| Record Nr. | UNINA-9910784733903321 |
|
Gentle Michael <1957->
|
||
| Chichester ; ; Hoboken, NJ, : John Wiley & Sons, c2007 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
IT success! : towards a new model for information technology / / Michael Gentle
| IT success! : towards a new model for information technology / / Michael Gentle |
| Autore | Gentle Michael <1957-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Chichester ; ; Hoboken, NJ, : John Wiley & Sons, c2007 |
| Descrizione fisica | 1 online resource (184 p.) |
| Disciplina |
004.068/4
005.1 |
| Soggetto topico |
Information resources management
Information technology - Management Strategic planning |
| ISBN |
9786611135393
9781281135391 1281135399 9780470724415 0470724412 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
IT 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
The 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 A 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 The 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 Service 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 Who has the final say for IT investments? |
| Record Nr. | UNINA-9910959316303321 |
|
Gentle Michael <1957->
|
||
| Chichester ; ; Hoboken, NJ, : John Wiley & Sons, c2007 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||