Managing IT as an Investment: Partnering for Success

Ken Moskowitz, Harris Kern

Managing IT as an Investment: Partnering for Success

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Summary

70% of IT organizations are still viewed as cost centers, not value centers. That must change. Managing IT as an Investment shows IT leaders exactly how to change it. Respected CIO Ken Moskowitz and top IT consultant Harris Kern offer a complete action plan for managing technology as a strategic asset, partnering with the business, building a culture based on shared values, nurturing individuals to new levels of productivity and satisfaction, creating exceptional value - and being recognized for it throughout an organization. 

Table of Contents

Foreword.
Preface.
Acknowledgments.
Introduction.
1. The Maturing of IT as a Business Discipline.

The Value Chain and the Evolution ofInformation Technology. The Message: Manage IT as a Strategic Asset. Investing in Values.

2. Consequence-Based Thinking.

Big-Picture Thinking. Tapping In. Common Language.

3. Partnering.

The Global Matrix-ed Organization. Business Cases. Business Teams. Operating Principles. Partnering within IT.

4. Value Management.

Other Examples of Communication Value.

5. Strategy.

Business Strategy Formation Process. Enterprise Vision. Technology Vision. Strategy. Making Strategy Operational. The Importance of the PerformanceManagement Process. How to Measure Progress(Part of Marketing IT).

6. The Small Picture.

Communicating the Small Picture. How to Translate “Geek Speak” . Meeting Management.

7. Organization.

Alignment with the Business. Technology Alignment. The Evolution of Alignment. Personal Productivity Services Group. Desktop Development Group. Training Department Evolution.

8. Human Capital Management.

Quality of Life. Recruiting/Hiring. Transitioning into the Enterprise. Mentoring for Success. Managing the Process. Performance Management Process. The Organization as a Career.

9. Investing in Values.

How We Succeed. Actions as Result of Values. The Hidden Harvest. Values of the Saturn Car Company.

10. CEO Roles and Responsibilities.

Leadership. Partnership. Education. Flying Solo. The Leadership, Partnership, Education Model.

Appendix A. Sample Business Case Template.

Document Overview. Project Summary. Financial Summary. Supporting Information. Preliminary Requirements. Other Considerations. Assumptions. Risks. Sign-Off.

Appendix B. Personal Productivity Services Organization Overview.

Desktop Development Group Overview. Training Department Overview. Help Desk. Sample Help Desk Customer Service Survey. Technical Support. Second-Level Support. Applications Architecture Overview. Architecture Group Involvement.

Appendix C. Desktop Development Standards and Procedures.

Project Lifecycle. Requirements Gathering and Analysis. Project Acceptance. Project Planning. Design. Prototyping. Scope Freeze. Testing (End-User Acceptance). Support. Marketing. Implementation. Maintenance/Change Control. Postimplementation Follow-Up.

Appendix D. Systems Development Contract.

User Responsibilities. IT Responsibilities.

Index.

商品描述(中文翻譯)

摘要

IT組織中有70％仍被視為成本中心，而非價值中心。這必須改變。《以投資的方式管理IT》一書向IT領導者展示了如何改變這種情況。受人尊敬的CIO Ken Moskowitz和頂尖IT顧問Harris Kern提供了一個完整的行動計劃，以將技術管理為戰略資產，與業務合作，建立基於共享價值觀的文化，培養個人的生產力和滿意度，創造卓越的價值 - 並在整個組織中獲得認可。

目錄

前言
前言
致謝
引言
1. IT作為業務學科的成熟
價值鏈和信息技術的演變。信息：將IT作為戰略資產管理。投資價值。
2. 基於結果的思考
全局思維。利用。共同語言。
3. 合作
全球矩陣組織。業務案例。業務團隊。操作原則。在IT內部合作。
4. 價值管理
其他溝通價值的例子。
5. 策略
業務策略形成過程。企業願景。技術願景。戰略。使戰略運作。績效管理過程的重要性。如何衡量進展（IT營銷的一部分）。
6. 小圖
傳達小圖。如何翻譯“Geek Speak”。會議管理。
7. 組織
與業務對齊。技術對齊。對齊的演變。個人生產力服務組。桌面開發組。培訓部門的演變。
8. 人力資本管理
生活質量。招聘/雇用。轉型為企業。成功的指導。管理過程。績效管理過程。組織作為職業。
9. 投資價值
我們成功的方式。價值行動的結果。隱藏的收穫。Saturn汽車公司的價值觀。
10. CEO的角色和責任
領導力。合作。教育。獨自飛行。領導，合作，教育模型。
附錄A.樣本業務案例模板。
文件概述。項目摘要。財務摘要。支持信息。初步要求。其他考慮因素。假設。風險。簽署。
附錄B.個人生產力服務組織概述。
桌面開發組概述。培訓部門概述。幫助台。樣本幫助台客戶服務調查。技術支持。二級支持。應用架構概述。架構組參與。
附錄C.桌面開發標準和程序。
項目生命周期。需求收集和分析。項目接受。項目計劃。設計。原型。範圍凍結。測試（最終用戶接受）。支持。營銷。實施。維護/變更控制。實施後跟進。
附錄D.系統開發合同。

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