This book focuses on the art of managing IT. A simple and robust framework is proposed to describe and to structure the essential elements of IT management. The authors pay particular attention to didactic aspects in order to facilitate the retention of models presented as well as to promote reflection on the subjects introduced. Thanks to a concentrate of good practices, each company will rapidly be in a position to build their proper IT ecosystem.
"This book provides a practical reference that you will return to again and again in an ever-changing corporate environment where the demands on IT continue to increase. Make your first 100 days really count with the fundamental principles and core concepts critical to your success as a new IT Manager outlined in this valuable resource. The book also discusses how to work with your customers, manage your budget, develop an overall IT strategy and demonstrate the value of IT to the company"--
This Pocket Guide is a concise summary of the Frameworks for IT Management. A quick, portable reference tool to the standards used within the Service Management community. English version available: September 2007, Dutch, French, Japanese, Spanish, German available February 2008.
Education by itSMF the IT Service Management Forum
Note: This book is available in several languages: Chinese, English. This is the first book to provide a coherent view and guidance for using the Six Sigma approach successfully in IT service organisations. It particularly aims to merge ITIL and Six Sigma into a single approach for continuous improvement of IT service organisations. Six Sigma provides a quantitative methodology of continuous (process) improvement and cost reduction, by reducing the amount of variation in process outcomes. The production of a product, be it a tangible product like a car or a more abstract product like a service, consists of a series of processes. All processes consist of a series of steps, events, or activities. Six Sigma measures every step of the process by breaking apart the elements within each process, identifying the critical characteristics, defining and mapping the related processes, understanding the capability of each process, discovering the weak links, and then upgrading the capability of the process. It is only by taking these steps that a business can raise the ‘high-water mark’ of its performance. IT is now a fundamental part of business and business processes; this book demonstrates how IT can be made to work as an enabler to better business processes, and how the Six Sigma approach can be used to provide a consistent framework for measuring process outcomes. ITIL defines the ‘what’ of Service Management; Six Sigma defines the "how" process improvement; together they are a perfect fit of improving the quality of IT service delivery and support. The Six Sigma approach also provides measures of process outcomes, and prescribes a consistent approach in how to use these metrics.
Value-Driven IT Management explains how huge sums are wasted by companies (and governments) on poorly aligned, poorly justified and poorly managed IT projects based on 'wishful thinking' cost and benefit assumptions and that even 'successful' projects rarely seem to realise the benefits promised. The author contends that the root cause of the disappointment and disillusion often found in senior management with the value extracted from its IT investments is a complacent corporate culture that can actually foster uncommercial behaviours in both users and internal suppliers of IT solutions. The author sets out a detailed, pragmatic framework for commercialising the internal IT Function and measuring its value to the business. This is not to be achieved by deploying conventional IT best practices or by making the IT Function look like an external service provider. Instead the author proposes that the IT Function should transform its value to the business by embracing a small set of best value practices that will engender more commercial behaviours in both IT staff and users and will focus the IT Function's energies on delivering successful business outcomes that will win the respect of senior management. * Sets out a detailed approach to transforming the value that an IT department can and should add to the business it serves * Firmly rooted in the real world * Practical and based on 27 years of experience of what actually works in delivering IT services
This book is a revised edition of the best selling title Implementing IT Governance (ISBN 978 90 8753 119 5).For trainers free additional material of this book is available. This can be found under the "Training Material" tab. Log in with your trainer account to access the material.In all enterprises around the world, the issues, opportunities and challenges of aligning IT more closely with the organization and effectively governing an organization s IT investments, resources, major initiatives and superior uninterrupted service is becoming a major concern of the Board and executive management. An integrated and comprehensive approach to the alignment, planning, execution and governance of IT and its resources has become critical to more effectively align, integrate, invest, measure, deploy, service and sustain the strategic and tactical direction and value proposition of IT in support of organizations.Much has been written and documented about the individual components of IT Governance such as strategic planning, demand management, program and project management, IT service management, strategic sourcing and outsourcing, performance management, metrics, compliance and others. Much less has been written about a comprehensive and integrated approach for IT/Business Alignment, Planning, Execution and Governance. This title fills that need in the marketplace and offers readers structured and practical solutions using the best of the best practices available today. The book is divided into two parts, which cover the three critical pillars necessary to develop, execute and sustain a robust and effective IT governance environment:- Leadership, people, organization and strategy,- IT governance, its major component processes and enabling technologies.Each of the chapters also covers one or more of the following action oriented topics: - the why and what of IT: strategic planning, portfolio investment management, decision authority, etc.; - the how of IT: Program/Project Management, IT Service Management (including ITIL); Strategic Sourcing and outsourcing; performance, risk and contingency management (including COBIT, the Balanced Scorecard etc.) and leadership, team management and professional competences.
This publication showcases the results of a handful of graduates of the postgraduate Master of IT Management at TU Delft. It presents summaries of eight theses written between 2003 and 2008, selected to provide an excellent picture of the full range of graduation projects. Since all of these theses focus on real-life management problems, they have gone on to influence processes and progress within a range of business environments. This overview therefore not only gives you an insight into an academic program, but also into the IT issues that have helped shape various organizations. In other words, it gives you a flavor of IT management improvement over the last five years. A fundamental question is addressed in this book: “What is the academic value of this work?” Anne Persson, Professor at the University of Skövde, Sweden answers this question, while Udo Groen, executive board-member of ProRail in the Netherlands answers the same question from a business perspective. These two perspectives perfectly mirror the structure of the master program: bringing academic knowledge to business experience and vice versa.
The contents Chapter 1 IT strategy management in the IT revolution times・・・8 1.1 The IT revolution and the management・・・9 1.1.1 The Internet and the business model patent・・・9 1.1.2 The Internet and the e-commerce of the pulse tile (EC)・・・11 1.1.3 IT management・・・13 1.2 The pot of the management information learning which is indispensable to IT engineer ・・・17 1.2.1 Why do we fail in the implementation of IT system? ・・・17 1.2.2 The basic concept in case of management for IT management・・・21 Chapter 2 Strategic management concept and IT management・・・25 2.1 The business management technique utilization and IT management・・・26 2.1.1 The relation between the business activity process and the business management technique ・・・26 2.1.2 The direction of the paradigm shift by the business activity・・・28 2.2 The practicing 4 corner viewpoint about IT management・・・31 2.2.1 To get the object area and the aim of making IT.・・・31 2.2.2 The 4 corner viewpoint which explores the essence of IT・・・34 2.2.3 It does a focus to the cost.・・・38 2.2.4 We have a focus to the quality・・・40 2.2.5 We focus to the interface.・・・42 2.2.6 We focus to the speed.・・・43 Chapter3 The approach of the practice which leads IT management to the success by 7 steps・・・46 3.1 The 1st step・・・47 - The analysis evaluation of the inside and the external environment - 3.1.1The analysis evaluation of the business environment ・・・47 3.1.2 Balanced scorecard・・・50 3.2 The 2nd step・・・54 - Business model design - 3.2.1 The business model design・・・54 3.2.2 4P&4C・・・57 3.2.3 E- market place・・・60 3.2.4 CRM・・・63 3.2.5 The benchmarking・・・66 3.3 The 3rd step・・・69 - Data architecture design - 3.3.1 The data architecture design・・・69 3.3.2 Data warehouse &Big Data・・・71 3.3.3 XML・・・74 3.4 The 4th step・・・73 - Application architecture design - 3.4.1 The application architecture design ・・・77 3.4.2 The concurrent engineering・・・80 3.4.3 ABC/ABM・・・85 3.4.4 ERP・・・88 3.5 The 5th step・・・87 3.5.1 Technology strategy design ・・・91 3.5.2 PDM・・・94 3.5.3 The out-sourcing・・・97 3.5.4 The mobile computing・・・100 3.5.5 SFA/CTI・・・102 3.6 The 6th step・・・105 3.6.1 The organization strategy design out of the in-house ・・・105 3.6.2 The supply chain management (SCM) ・・・107 3.6.3 The TOC theory・・・110 3.6.4 The extranet・・・113 3.6.5 3PL・・・115 3.7 The 7th step・・・118 - IT cash flow management design - 3.7.1 The IT cash flow management design・・・118 3.7.2 The cash-flow management・・・120 3.8 The essence of the approach by the practice 7 step・・・123 3.8.1 You can grasp the whole picture of the practice 7 step.・・・123 Chapter 4 BASIC design of the operation management・・・124 4.1 The business model and the operation management・・・125 4.1.1 The source of the business model is in the operation management.・・・125 4.1.2 The feature of the operation・・・127 4.1.3 The becoming information-oriented strategy to support the cross cooperation of the operation management ・・・127 4.2 BASIC design of the feature of the operation management・・・131 4.2.1 The knowledge management which is charged with a role of the creation of the knowledge assets・・・133 4.2.2 The asymmetry and the customer relationship management of the information・・137 4.2.3 The Web strategy of GM which aims at the shortening the period and the inventory reduction・・・140 4.2.4 The business process & value chain management to aim at the additional value creating maximization・・・142 4.2.5 The Net procurement to have pursued the optimization and the prediction of demand precision of the parts supply・・・146 4.3 BASIC design of the woof feature of the operation management・・・149 4.3.1 The cost & resource management which aimed at the total-optimization・・・149 Chapter 5 The industry trend and the standard trend of the Net procurement・・・153 The target of the Net procurement and the influence over the industry 5.1.1 The menace of e -the series・・・154 5.2 The pool of the Net procurement in the automotive industry・・・157 5.2.1 Covisint and JNX.・・・157 5.3 The change of Net procurement by the information industry, electron and the electrical industry・・・159 5.3.1 RosettaNet・・・159 Cpapter 6 e Business case study・・・162 6.1 The Internet business in the automotive industry・・・163 6.1.1 The Net procurement by the automobile manufacturer・・・163 6.2 e- business of electron and the electrical industry・・・166 6.2.1 the application service which provides B to B SCM for the member company・・・166 6.2.2 The Net procurement system by Web-EDI・・・170 6.3 The e business of the wholesale and retail industry・・・173 6.3.1 The increase in efficiency of the ordering of the book wholesale by the mobile computing ・・・173 6.3.2 The decentralization of power type information utilization strategy of the clothes manufacturer・・・175 This book aims at getting the basic knowledge of the IT strategic management and moreover academic essence about IT approach for IT engineer and IT consultant. IT management ability is required to coordinate IT for the strategic management. This manual shows IT framework, and moreover the idea of the system-thinking, In chapter 1, you can get the business management technique and IT management framework. In chapter 2, you can receive the relation between IT management and strategic management concept. Chapter 3 clarifies the approach of the practice which leads IT management to the success by 7 steps. The approach of IT strategic management consists of 7 steps. In each steps there exists the strategic design for optimization of operation processes and strategic management. These strategic design steps are related to strategic management concepts which are suitable for each operation process. In chapter 5, while taking the standardization trend of the latest industry trend and the standard of the Net procurement, it clarifies the essence of the e business. I n chapter 6,you can read e Business case study in the Internet business in the automotive and electrical industry and so on. Author : TOMOHISA FUJII RESISTERD MANAGEMENT CONSULTANT IT COODINATOR SYSTEM ANALYST
Six Sigma provides a quantitive methodology of continuous (process) improvement and cost reduction, by reducing the amount of variation in process outcomes. The production of a product, be it a tangible product like a car or a more abstract product like a service, consists of a series of processes. All processes consist of a series of steps, events, or activities. Six Sigma measures every step of the process by breaking apart the elements within each process, identifying the critical characteristics, defining and mapping the related processes, understanding the capability of each process, discovering the weak links, and then upgrading the capability of the process. It is only by taking these steps that a business can raise the ‘high-water mark’ of its performance. IT is now a fundamental part of business and business processes; this book demonstrates how IT can be made to work as an enabler to better business processes, and how the Six Sigma approach can be used to provide a consistent framework for measuring process outcomes. ITIL defines the ‘what’ of Service Management; Six Sigma defines the ‘how’ of process improvement; together they are a perfect fit of improving the quality of IT service delivery and support. The Six Sigma approach also provides measures of process outcomes, and prescribes a consistent approach in how to use these metrics. This Pocket guide, provides a coherent view and guidance for using the Six Sigma approach successfully in IT service organisations. It particularly aims to merge ITIL and Six Sigma into a single approach for continuous improvement of IT service organizations.
Proper IT management in a contemporary business environment is of utmost importance, on an equal footing even with proper financial management and business acumen. Understanding information technology is therefore essential to all organizations. The IT Management Essentials offers a sound and structured framework for the techniques, methodologies, and activities related to IT management.00Modern information technology is more than simply high-tech and gadgetry. In the near future, professional organizations without information technology will be a thing of the past. IT infrastructure will be used to support virtually all activities within any organization: general and financial management, human resources, sales and marketing, production, and, of course, e-business and e-commerce.00This book bridges the prevalent IT gap in both commercial and nonprofit organizations. On the one hand, managers need to be able to estimate the opportunities, threats, costs and revenues of information systems and to consider the benefits of a possible adaptation to the latest technologies. On the other, IT specialists are experts in the technological field, but are often less familiar with the strategic and management aspects of business information systems within organizations. The role of the IT professional is currently shifting from that of a technological expert to that of a business analyst, solutions architect and IT services delivery manager.0.
A one-minute-manager approach to issues, "Socially Responsible IT Management" explains how following each principle can save money or time. With step-by-step instructions on how to accomplish objectives, this book shows readers how to overcome the social crisis that has resulted from the widespread use of information technology.
Every manager knows a business is a system, yet very few have studied systems thinking or system dynamics. This is a critical oversight, one which Simple_Complexity remedies. Simple_Complexity reveals the fundamental system archetype at work in your enterprise and prescribes new and exciting ways to re-invigorate your management thinking. Picking up where the greats in management thought leave off, Simple_Complexity provides a systems context that powerfully enriches traditional management thought and practice.
If you are in search of real-world practical scenarios of IT performance management practices, with a desire to obtain examples of strategic directives, accountabilities, outcomes, and performance measures for managing IT services, with an interest toward how performance management integrates with strategic and operational management, then Integrat
Managing IT in Construction/Managing Construction for Tomorrow presents new developments in:- Managing IT strategies - Model based management tools including building information modeling- Information and knowledge management- Communication and collaboration - Data acquisition and storage- Visualization and simulation- Architectural design and
Innovation Management: Strategies, Concepts and Tools for Growth and Profit is a unique book in the rapidly growing discipline of Innovation Management. It seeks to build on the experience from an earlier discipline—Competitive Strategy. It took more than two decades for practitioners to realize that successful strategy is driven by implementation, not by formulation. Similarly, successful innovation—the key to growth and profit—rests on disciplined management and implementation of the innovation process from start to finish. This book first answers the key questions: Why innovate? How to innovate? Who innovates? It then provides 10 essential and practical tools to help innovators guide their ideas to marketplace success. Following the publication of the successful first edition, and in response to many readers' positive feedback for its case studies, the second edition contains a large number of new mini case studies about innovative start-ups, businesses, and ideas in the period of 2007–12 Innovation Management shows how companies and individuals can transform creative ideas into powerful, sustainable, change-the-world businesses and emphasizes the crucial role of execution in implementing inspiring ideas.
Information technology supports efficient operations, enterprise integration, and seamless value delivery, yet itself is too often inefficient, un-integrated, and of unclear value. This completely rewritten version of the bestselling Architecture and Patterns for IT Service Management, Resource Planning and Governance retains the original (and still unique) approach: apply the discipline of enterprise architecture to the business of large scale IT management itself. Author Charles Betz applies his deep practitioner experience to a critical reading of ITIL 2011, COBIT version 4, the CMMI suite, the IT portfolio management literature, and the Agile/Lean IT convergence, and derives a value stream analysis, IT semantic model, and enabling systems architecture (covering current topics such as CMDB/CMS, Service Catalog, and IT Portfolio Management). Using the concept of design patterns, the book then presents dozens of visual models documenting challenging problems in integrating IT management, showing how process, data, and IT management systems must work together to enable IT and its business partners. The edition retains the fundamental discipline of traceable process, data, and system analysis that has made the first edition a favored desk reference for IT process analysts around the world. This best seller is a must read for anyone charged with enterprise architecture, IT planning, or IT governance and management. Lean-oriented process analysis of IT management, carefully distinguished from an IT functional model Field-tested conceptual information model with definitions and usage scenarios, mapped to both the process and system architectures Integrated architecture for IT management systems Synthesizes Enterprise Architecture, IT Service Management, and IT Portfolio Management in a practical way
This book examines the massive changes currently taking place in the business world and commonly known under the label “digitalization.” In addition, it describes the significant impacts of technological innovations on processes, products, services and business models. The digital transformation resulting from these developments leads to disruption for many enterprises and industries. While for many years, IT departments mainly concentrated on fulfilling the requirements of business departments effectively and efficiently by means of high-quality IT services and operations, today’s IT departments are increasingly expected to actively co-design and co-create the enterprise. This book describes how information technology enables innovation for businesses, and how IT departments can proactively and in a timely manner collaborate with the business departments of their corporation to leverage these innovations. It also delineates the implications of digitalization for the structures, processes and people in today’s IT departments. IT leaders and managers who are responsible for corporate IT, as well as practice-oriented researchers, will find valuable inspirations and guidance in this book, the central mission of which is to encourage and enable a more proactive role for IT in the digital transformation processes. "This book demonstrates the impact of digital transformation on IT organizations and their management. It also presents potential risks for technology availability, security and data protection. The authors develop a vision of what IT management should look like in ten years if it is to continue playing an important role in the company. The book seeks to motivate IT executives and managers with IT responsibility to actively adapt their thinking and their IT organizations before they are forced to react to external pressure. Definitely worth reading!" Sven Kreimendahl, Director Business Technology Services, Campana & Schott
It is now accepted that IT functions are a fundamental part of the competitive business model. Instead of simply offering services IT must ‘create value’ for the business. This practical title describes the strong financial skills that IT managers must have in order to support: Operations: Finance departments rely heavily on IT managers being able to identify, track and measure costs – sometimes at a very granular level Budgeting: the very technical nature of IT operations means that budgeting can be more complex than many other areas Project Delivery: large technical project deliveries means that costs can be correspondingly complex to account for Business Modeling; pricing models rely heavily on IT managers skills and accuracy. Where one service supports many commercial offerings a strong model is needed to apportion costs appropriately Investment and business cases: a sound understanding of the financial contribution the IT assets make to the overall business is critical to gain support for ongoing investment This outstanding title covers the main financial concepts that managers need to be familiar with in order for IT to take its proper senior place as a contributor to the business. It assumes a basic level of financial understanding and builds on the techniques required almost daily; therefore it is overwhelmingly practical and based on real world scenarios. Not only are the techniques fully described but issues such as - roles, - implementation, - daily management and even - tooling are detailed.