Making IT Count : Strategy, Delivery, Infrastructure

by Olson; Willcocks; Petherbridge

• ISBN13: 9780750648219
• ISBN10: 075064821X
• Format: Paperback
• Copyright: 2002-09-24
• Publisher: Elsevier Science

Summary

'Making IT Count: from strategy to implementation' focuses on the practical elements of delivering Information Technology strategy. Studies regularly show that over half of Information Technology strategies are never implemented, or are unsuccessful in delivering the desired results, and that a significant percentage of strategies implemented were never in the original plans. The linkage between strategy development and delivery needs a very clear focus; this is the key topic that the authors address. the book highlights eight major fallacies in managing IT, and eighteen better practices. It then details how to draw up strategy, instigate navigation techniques and make sourcing decisions. Change and delivery are a major focus, as is infrastructure development. Caselets and full length case studies of organizations such as General Electric, Siemens, Colonial Mutual, Charles Schwab, Macquarie Bank, ICI, United Airlines, Norwich Union, Walgreens and Dell and have been included to show how strategies have been successfully implemented and managed.

Table of Contents

About the authors	ix
Butterworth-Heinemann -- Computer Weekly Professional Series	xi
Strategy, IT and the strange case of missing business value	1	(35)
Introduction: positioning IT	1	(2)
Fallacy one: ignoring the IT amplifier effect	3	(2)
Fallacy two: riding to IT success by being first mover	5	(2)
From dotty.com to dot.coma: the new rules fallacy	7	(4)
The 'all reading off the same hymn sheet' mistake: misalignment and performance inhibitors	11	(3)
Fallacy five: 'but we have strong planning processes'	14	(5)
Fallacy six: it's plug and play -- IT as a fire-and-forget missile	19	(3)
Fallacy seven: outsourcery -- become a virtual organization	22	(4)
Fallacy eight: our distinctiveness makes comparisons irrelevant and learning unlikely	26	(8)
Conclusion	34	(2)
References	34	(2)
Plotting the course: where we need to be	36	(22)
Introduction	36	(1)
The first benchmark: direction -- strategy and the strategic use of IT	37	(8)
The second benchmark: organization, people and IT function	45	(3)
The third benchmark: development and project management	48	(1)
The fourth benchmark: delivery of on-going operations and infrastructure	49	(7)
Conclusions	56	(2)
References	57	(1)
Baselining the enterprise	58	(26)
Introduction	58	(4)
An appraisal of the organization and resource capability	62	(3)
A review of alliances and partnering agreements	65	(3)
An assessment of the current IT infrastructure and architectures	68	(10)
Readiness for the introduction of new technology	78	(3)
Governance issues for the management of projects and resource utilization	81	(1)
Conclusion	82	(2)
References	83	(1)
Putting the pieces together: getting IT from A to B	84	(25)
Introduction	84	(2)
Rules of engagement	86	(2)
The delivery plan	88	(3)
Planning and prioritization	91	(5)
The resource plan	96	(2)
Managing the team	98	(1)
Communications plan	99	(4)
Risk management plan	103	(2)
Business process re-engineering	105	(2)
Conclusion	107	(2)
References	108	(1)
Dealing with the IT strategy navigation challenge	109	(43)
Introduction	109	(1)
Integrated navigation: an overview	110	(7)
Getting a dashboard view: the IT cost/contribution model	117	(2)
A balanced IT scorecard can really help	119	(2)
New measures are needed	121	(1)
What is a 'balanced business scorecard'?	122	(3)
How to develop a scorecard	125	(5)
The IT scope of the scorecard	130	(2)
Risks in measurement systems	132	(3)
Emerging benefits	135	(2)
Putting the scorecard to work: integrated performance management	137	(6)
Building in the IT perspective	143	(1)
Illustrative case: international finances and property services company (IFAPS)	144	(6)
Conclusion: building a navigation scheme	150	(2)
References	151	(1)
Delivering sourcing strategy for IT and e-business	152	(29)
Introduction	152	(1)
IT outsourcing: towards a routine mode of managing	153	(2)
A mixed track record	155	(5)
Managing the risks in outsourcing IT and e-business	160	(2)
Contextual risks: competitiveness, strategic intent and vendors	162	(3)
Building to contract: pitfalls and pick-me-ups	165	(1)
Post-contract management as risk mitigation	166	(2)
Sourcing IT capability: how to make the vital decisions	168	(5)
IT sourcing: emerging practices and prospects	173	(5)
Conclusion	178	(3)
References	180	(1)
Change and delivery 1: mobilizing the organization	181	(25)
Introduction	181	(2)
The dimensions of transformation: e-business as an example	183	(4)
Managing the change process: beyond the quick fix	187	(7)
Managing the shadow track: a political approach to IT-enabled change	194	(10)
Conclusions	204	(2)
References	204	(2)
Change and delivery 2: managing IT-based business innovations	206	(20)
Introduction	206	(2)
IT-based business innovation revisited	208	(2)
The example of ERP implementation: record so far	210	(2)
ERP: efficiency or transformation?	212	(2)
ERP, the CIO and IT function: asleep at the wheel?	214	(3)
On being wide-awake: core IT capabilities	217	(2)
Implementation as innovation: `dolphins not whales'	219	(4)
Conclusion	223	(3)
References	224	(2)
Delivering business strategy: the criticality of infrastructure	226	(34)
Introduction	226	(2)
Case study one -- CitiPower: strategy, infrastructure and the role of a programme office	228	(8)
Case study two -- Charles Schwab: building the engine room for on-line investing	236	(4)
Case study three -- Macquarie Bank: supporting strategy with infrastructure across seven groups	240	(11)
Case study four -- what the IT services market can provide: Vistorm	251	(5)
Conclusion: lessons from the cases	256	(4)
References	260	(1)
Index	261