IT Success! Towards a New Model for Information Technology

by Gentle, Michael

• ISBN13: 9780470724019
• ISBN10: 0470724013
• Edition: 1st
• Format: Paperback
• Copyright: 2007-10-29
• Publisher: WILEY

Summary

"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. Michael Gentle explains why this is not possible, and turns conventional wisdom on its head by showing that: you cannot define an IT project in terms of contractual budgets and schedules anything can change during the life of a project what is eventually delivered can never be what is actually neededHe proposes a new model for IT in which the traditional client/vendor relationship, with its contractual commitments, is replaced by a shared risk/reward partnership geared towards workable results over time. Using real-world examples and a case study, the author walks you through the end-to-end processes of an IT department, covering subjects like demand management, investment planning, agile development and managing production applications.

Author Biography

Michael Gentle has over 25 years of experience in IT departments, consulting companies and software vendors in Europe, North America and Asia-Pacific. He brings a refreshingly new angle to an old problem - and directly challenges both IT professionals and business executives to think differently about how to achieve IT success.

www.michaelgentle.com

Table of Contents

Introduction	p. ix
Acknowledgements	p. xiii
Abbreviations	p. xvii
Blinded by Specs	p. 1
In Search of Excellence the Fundamentals	p. 3
The more things change, the more they stay the same	p. 3
A worldwide phenomenon	p. 4
How the traditional IT model started	p. 5
The construction industry trap	p. 6
The free lunch trap	p. 7
Houses of ill repute	p. 8
A business problem rather than an IT problem	p. 10
IT and original sin	p. 12
No sacred cows	p. 12
IT 101 - The Basics for Non-Specialists	p. 15
The process breakdown for traditional IT activities	p. 15
The process breakdown for business (i.e. non-IT) activities	p. 16
The fundamental difference between IT and non-IT activities	p. 18
'That's not my problem!' - process ownership and behaviour	p. 19
The Flaws of the Traditional Model	p. 21
The unintended consequences of the waterfall method	p. 21
In search of a pizza parlour manager	p. 22
Who provides process expertise - client or vendor?	p. 22
When standard client-vendor relationships are possible	p. 24
When standard client-vendor relationships pose problems	p. 25
Is a standard client-vendor relationship possible for IT?	p. 26
The 'Statement of Requirements' (SoR) trap	p. 26
A poor to non-existent pricing model	p. 28
Should IT be run like a business (i.e. an ESP)?	p. 30
The limits of outsourcing	p. 31
Current IT organizational trends	p. 32
The ultimate litmus test to determine one's business model	p. 33
What model would be appropriate for IT?	p. 34
Building a New Business Model for IT	p. 35
Managing Demand	p. 37
Managing demand - traditional model	p. 37
Managing demand - new model	p. 39
Capturing demand and identifying opportunities	p. 41
Prioritizing and approving demand	p. 43
Planning approved demand	p. 49
Linking demand to resource capability	p. 49
Approving demand based on portfolios	p. 50
The missing component in Project Portfolio Management	p. 53
Business cases are in the eye of the beholder	p. 54
Building the IT plan and budget	p. 55
Demand from a customer perspective	p. 56
Shaking off the chains of the construction industry	p. 56
Funding approved demand	p. 58
Roles and responsibilities	p. 59
Managing Supply	p. 61
Managing supply - traditional model	p. 61
Managing supply - new model	p. 63
Iterative development in practice	p. 65
Why prototyping has never become mainstream	p. 74
Is prototyping the answer to everything?	p. 78
Project critical success factors	p. 79
Maintenance - letting go of the M-word	p. 79
Delivery and implementation	p. 81
Service and support	p. 81
Monitoring Costs and Benefits	p. 83
Monitoring costs and benefits for traditional IT activities	p. 83
Monitoring costs and benefits for business (non-IT) activities	p. 84
Monitoring costs and benefits - new model	p. 85
Ownership and accountability for costs and benefits	p. 86
Cost-benefit analysis during the life of a project	p. 87
It is normal for costs and benefits to change!	p. 88
Portfolio performance monitoring	p. 88
Cost-benefit analysis after project delivery	p. 89
Financials	p. 91
The main categories of IT costs	p. 91
Ownership of IT costs for the regulation of supply and demand	p. 92
Who has the final say for IT investments?	p. 92
Allocations vs cross-charging	p. 93
Capturing costs for allocations and cross-charging	p. 94
Benefits as part of the P&L and annual planning	p. 95
Ongoing cost-benefit analysis for applications	p. 96
Reducing application lifetime costs	p. 100
The limits of financial ROI when applied to IT	p. 102
The New Model in Practice	p. 105
Players, Roles and Responsibilities	p. 107
Players, roles and responsibilities - the business	p. 107
Players, roles and responsibilities - IT	p. 111
The new business-IT relationship	p. 112
The changing role of the business analyst	p. 113
The changing role of the developer	p. 113
Towards the merging of the developer and analyst roles?	p. 114
The changing role of the project manager	p. 115
The changing role of the operations department	p. 116
What role for PMOs?	p. 117
The role of External Service Providers (ESPs)	p. 119
Getting Started	p. 121
The business challenge	p. 121
The IT challenge	p. 122
Where to start	p. 123
How to start - from checklist to action plan	p. 124
From the status quo to first results	p. 128
From first results to asset management	p. 133
The role of best-practice methodologies	p. 136
How consulting companies can help	p. 138
How tools can help	p. 139
The costs of moving to the new model	p. 140
In closing - addressing the three fundamental questions	p. 142
Further reading	p. 143
Case Study	p. 145
The company	p. 145
The business problem	p. 146
The project context	p. 146
Building an IT-business partnership	p. 147
Kicking off the project	p. 148
Feasibility study and defining a solution	p. 149
Building the business case	p. 150
Project approach	p. 151
Product evaluation - buy or build decision	p. 151
Building a prototype	p. 152
Results	p. 154
Timescales	p. 155
Three months later	p. 155
One year later	p. 156
Two years later	p. 156
Main lessons learnt (on the plus side)	p. 156
Main lessons learnt (on the minus side)	p. 157
Comments with respect to the new model	p. 157
Reader feedback	p. 158
Index	p. 159
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