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| 049 | _aMAIN | ||
| 100 | 1 |
_aFell, Gregory J., _d1964- |
|
| 245 | 1 | 0 |
_aDecoding the IT value problem, + website : _ban executive guide for achieving optimal ROI on critical IT investments / _cGregory J. Fell. |
| 264 | 1 |
_aHoboken, New Jersey : _bWiley, _c2013. |
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| 300 | _a1 online resource. | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 490 | 1 | _aWiley CIO series | |
| 504 | _aIncludes bibliographical references and index. | ||
| 520 |
_a"Gain greater returns from your IT investmentsRevealing the secrets to proven, effective strategies that enable businesses to leverage the full value of highly expensive IT investments, Decoding the IT Value Problem is a no-nonsense guide for making smart IT investments and cutting through the noise of vendor marketing and media hype. Author Gregory Fell describes in rich detail the actual processes, frameworks, infrastructure and discipline required to develop and execute corporate IT strategies that areprofitable and sustainable. Provides a proven framework for developing and successfully executing profitable IT strategies Plain English guidance for gaining the most return on investment from critical IT investments Explores developing and executing IT strategy; forecasting, calculating and managing IT costs; leveraging IT investments to drive business growth; IT and the evolving global economy; IT value management; communicating IT value across the enterprise; and leading change, transformation and innovation If you're a senior level manager or executive responsible for managing IT value in your business, Decoding the IT Value Problem is the practical and clearly written guide you'll turn to, with tools and tips for smart investment and management of IT costs"-- _cProvided by publisher. |
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| 588 | 0 | _aPrint version record and CIP data provided by publisher. | |
| 505 | 0 | _aDecoding the IT Value Problem; Contents; Foreword: Uncovering an Essential Skill of IT Management; Preface; Acknowledgments; Introduction; Chapter 1 The Value of IT; The 80/20 Law of IT Spending; The User Interface Is Not the Project; Just Like Buying a Car; Don't Forget Maintenance Costs; The Math of Availability; My Favorite Analogy; The Hard Facts of Uptime; Chapter 2 Why IT Projects Fail; Technology Is Not the Problem; Communication Is Critical; IT Projects Are Really Business Process Change Projects; When You Change a Process, Don't Forget the People; Paradigm Shifts Are Real. | |
| 505 | 8 | _aChapter 3 The Washington PrincipleThe Skills of a Leader; Why We Need IT Governance; A Process for Generating Commitment; They Cannot Read Your Mind; Multiple Levels of Governance; Delivering Expected Value; The Basics of Good Governance; Chapter 4 Balancing Risk and Exposure; The CIA Model of Risk Assessment; An Easy Method for Modeling Risk; The Risk Profile Matrix; Bring Options and Recommendations to the Table; Managing IT Security Risks; What about the Black Swan?; Note; Chapter 5 Time Is the Enemy; Riding to Nowhere?; It's All about Time; If Necessary, Rebaseline the Project; The 5 Whys. | |
| 505 | 8 | _aChapter 6 Software Is Not ManufacturedThe Art of Programming; Consider Agile or Lean Methodologies; Chapter 7 Technology Disruptors; Keep Your Eyes on the Horizon; Think Like a VC; When Technology Disruption Hits Close to Home; Specific Trends to Watch; Beyond the Keyboard and Screen; Encourage Exploration, Experimentation, and Fast Failure; Chapter 8 The Office of Know; Correcting a Classic Case of Misalignment; Are CIOs Wired Differently?; Sometimes There's a Good Reason for Being Risk Averse; Technology Is Not the Only Solution; The View from the Crow's Nest. | |
| 505 | 8 | _aFaster, Nimbler, and More ProactiveWalking the Assembly Line; Gone Hunting; Moving from No to Yes; Chapter 9 Enterprise Resource Planning: One Size Fits Most; ERP Basics; ERP versus Best of Breed; Single Instance versus Multiple Systems; Keeping ERP Systems Up to Date; Chapter 10 Outsourcing IT; Three Strategies; Your Vendor Is Not Your Partner; The Value of Being Selective; Outsourcing to the Cloud; Scale Counts; Offshoring; Outcome{u2010}Based Outsourcing; Chapter 11 Rebaselining the IT Budget; Robbing Peter to Pay Paul Is Not a Good Business Strategy; The Annual Budget Trap; A Different Approach. | |
| 505 | 8 | _aMoore's Law and the Cost of ITAnd the Moral of the Story Is . . .; Some IT Projects Are Very Expensive; Chapter 12 The CFO's Perspective; Cash, Risk, and Benefits; Chapter 13 Optimizing the CEO-CIO Relationship; Making a Strategic Contribution; The CIO Evolution; Chapter 14 Conclusions; Don't Burn Your Money; Note; Recommended Reading; About the Author; Index. | |
| 650 | 0 | _aInformation technology. | |
| 650 | 0 |
_aInformation technology _xCost effectiveness. |
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| 650 | 0 |
_aCapital investments _xEvaluation. |
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| 650 | 7 |
_aBUSINESS & ECONOMICS _xStrategic Planning. _2bisacsh |
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| 650 | 7 |
_aCapital investments _xEvaluation. _2fast _0(OCoLC)fst00846329 |
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| 650 | 7 |
_aInformation technology. _2fast _0(OCoLC)fst00973089 |
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| 650 | 7 |
_aInformation technology _xCost effectiveness. _2fast _0(OCoLC)fst00973093 |
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| 655 | 4 | _aElectronic books. | |
| 776 | 0 | 8 |
_iPrint version: _aFell, Gregory J., 1964- _tDecoding the IT value problem, + website. _dHoboken, New Jersey : Wiley, 2013 _z9781118438053 _w(DLC) 2013017991 |
| 830 | 0 | _aWiley CIO series. | |
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