Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The

“An excellent reference for the CIO and for the line manager seeking to engage the business with the transparency into the investment and cost equation they demand to justify the cost of IT.” From the foreword by, Mike Antico, CTO, Wolters Kluwer, New York, USA To be able to maximize your IT r...

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Những tác giả chính:	S. Harris, Michael, Herron, David, Iwanicki, Stasia
Định dạng:	Sách
Ngôn ngữ:	English
Được phát hành:	CRC Press 2009
Truy cập trực tuyến:	http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1652
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id	oai:scholar.dlu.edu.vn:DLU123456789-1652
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institution	Thư viện Trường Đại học Đà Lạt
collection	Thư viện số
language	English
description	“An excellent reference for the CIO and for the line manager seeking to engage the business with the transparency into the investment and cost equation they demand to justify the cost of IT.” From the foreword by, Mike Antico, CTO, Wolters Kluwer, New York, USA To be able to maximize your IT resources, as well as justify IT expenditures, CIO’s and other IT managers must be able to identify meaningful metrics and explain them in a way that management can understand. The Business Value of IT: Managing Risks, Optimizing Performance, and Measuring Results solves this problem by providing practical answers to these four questions: · What does IT contribute to the business? · Why should we care about IT governance? · How can we best measure IT performance? · How do we mitigate the risks associated with change? Learn how to maximize value in the short, medium, and long term Leading consultants Michael D. Harris, David E. Herron, and Stasia Iwanicki share their real-world experiences to explain how you can demonstrate IT’s value, and potentially find extra value you didn’t know your IT organization creates. They also show how to apply risk management to process improvement and avoid unintended consequences of process improvement programs. You will discover the processes necessary to prioritize your IT organization’s activities. Identify alternative measurement frameworks. Evaluate the best approaches to outsourcing. Many IT organizations have successfully implemented the techniques described in this book and have proven—and even increased—their business value as a result. But why hasn’t your IT shop done so? This work identifies the organizational and cultural obstacles you need to remove to get started on a metrics program, transform processes, change mindsets, and enhance IT performance and value. Providing unique and expert guidance, it— • Examines the important metrics for demonstrating value to business users • Focuses on techniques, methods, and processes for effectively implementing and using a metrics program • Looks closely at the key issues in software development and outsourcing • Demonstrates how to govern IT and how governance delivers real business value • Shows how to change IT for better performance, identify risks associated with change, and minimize these risks
format	Book
author	S. Harris, Michael Herron, David Iwanicki, Stasia
spellingShingle	S. Harris, Michael Herron, David Iwanicki, Stasia Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The
author_facet	S. Harris, Michael Herron, David Iwanicki, Stasia
author_sort	S. Harris, Michael
title	Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The
title_short	Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The
title_full	Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The
title_fullStr	Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The
title_full_unstemmed	Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The
title_sort	business value of it: managing risks, optimizing performance and measuring results, the
publisher	CRC Press
publishDate	2009
url	http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1652
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spelling	oai:scholar.dlu.edu.vn:DLU123456789-16522009-12-04T02:48:50Z Business Value of IT: Managing Risks, Optimizing Performance and Measuring Results, The S. Harris, Michael Herron, David Iwanicki, Stasia “An excellent reference for the CIO and for the line manager seeking to engage the business with the transparency into the investment and cost equation they demand to justify the cost of IT.” From the foreword by, Mike Antico, CTO, Wolters Kluwer, New York, USA To be able to maximize your IT resources, as well as justify IT expenditures, CIO’s and other IT managers must be able to identify meaningful metrics and explain them in a way that management can understand. The Business Value of IT: Managing Risks, Optimizing Performance, and Measuring Results solves this problem by providing practical answers to these four questions: · What does IT contribute to the business? · Why should we care about IT governance? · How can we best measure IT performance? · How do we mitigate the risks associated with change? Learn how to maximize value in the short, medium, and long term Leading consultants Michael D. Harris, David E. Herron, and Stasia Iwanicki share their real-world experiences to explain how you can demonstrate IT’s value, and potentially find extra value you didn’t know your IT organization creates. They also show how to apply risk management to process improvement and avoid unintended consequences of process improvement programs. You will discover the processes necessary to prioritize your IT organization’s activities. Identify alternative measurement frameworks. Evaluate the best approaches to outsourcing. Many IT organizations have successfully implemented the techniques described in this book and have proven—and even increased—their business value as a result. But why hasn’t your IT shop done so? This work identifies the organizational and cultural obstacles you need to remove to get started on a metrics program, transform processes, change mindsets, and enhance IT performance and value. Providing unique and expert guidance, it— • Examines the important metrics for demonstrating value to business users • Focuses on techniques, methods, and processes for effectively implementing and using a metrics program • Looks closely at the key issues in software development and outsourcing • Demonstrates how to govern IT and how governance delivers real business value • Shows how to change IT for better performance, identify risks associated with change, and minimize these risks Part I: What Does IT Contribute to the Business? What Should the Business Expect from IT? Information for Decisions Value for Money Risk Management Innovation Process Responsiveness How Do I Measure the Value of IT? What Is Value? Why Is it Important to Measure IT Value? Financial Value Measures Total Cost of Ownership (TCO) Return on Investment (ROI) Economic Value Added (EVA) Real Options Valuation (ROV) Return on Assets (ROA) Return on Infrastructure Employed (ROIE) Non-Financial Value Measures Multi-Dimensional Value Strategic Value Using IT Value Measurements for Decisions Dashboards The Business Case Value Visualization How Much IT Is Enough? ROI or Return on Investment for IT Spending IT Spending as a Percentage of Gross Company Revenue IT Distribution Analysis Organizational Evaluation Containing Cost Versus Innovation Am I Paying Too Much for IT? What Is a Budget? Defining a Budget for IT IT as a Percent of Revenue IT as a Percent of Total Operating Expenses (Opex) IT as a Strategic Business Partner IT Poised to Enable the Business Strategy Capitalizing IT Expenses Monthly Budget Review Monthly Project Review Part II: Why Should We Care About IT Governance? Who Governs IT? What Is IT Governance? Key Elements of IT Governance IT Principles Decisions IT Architecture Decisions IT Infrastructure Decisions Business Needs Decisions IT Investment and Prioritization Decisions Decision Input and Decision Making Models What Models Should IT Use? Capability Maturity Model Integration (CMMI®) Control Objectives for Information and Related Technology (COBIT®) IT Infrastructure Library (ITIL®) Service Strategy Processes Service Design Processes Service Transition Processes Service Operation Processes Continual Service Improvement Processes International Organization for Standardization (ISO) Project Management Six Sigma Are We Outsourcing Effectively? Why Should We Outsource or Why Are We Outsourcing? What Are Our Competitors Outsourcing Today? What Should We Be Outsourcing? Is Our Governance of Outsourcing Appropriate? Are We Engaging With Our Outsourcing Vendors Appropriately? Are Our Service Level Agreements (SLAs) Driving the Behavior We Need? The SLA Framework Identifying Service Level Measures Measuring Levels of Service Monitoring Performance What Tools Should IT Use? What Are the Business Benefits of Using IT Tools? What Are the Business Risks of Using IT Tools? How Will IT React to Business Questions About Tools? An IT Software Tools Taxonomy Service Management Tools Service Support Tools Service Delivery Tools What Criteria Should We Use for Evaluating Software Tools? What Are the Best Options for Delivering IT Tools to End Users? Part III: Why Should We Measure IT Performance? How Do I Measure IT Performance? IT Value Contribution Four Key Performance Measures (+ One) Cost Quality Duration Customer Satisfaction The Missing Measure: Size Function Point Analysis Combing the Key Performance Measures Cost and Size Duration and Size Quality and Size Effort and Size Productivity A Successful Measurement Program Determining the Source of the Data Ensuring the Integrity of the Data Reporting the Data Is IT Operating Effectively? Introducing the Measurement Model Quantitative Data Qualitative Data Collecting the Data Quantitative Data Collection Qualitative Data Collection Analyzing the Data and Reporting the Results Measuring Effectiveness Improved Estimating Practices Where Are We in Relation to Industry Peers? Comparing to Industry Data Where Does the Data Come From? Comparative Data Points Developing a Baseline Initialization Establishing Baseline Objectives Defining Baseline Deliverables Identifying Key Data Elements Data Collection Defining the Data Collection Process Collecting Quantitative Data Collecting Qualitative Data Analysis Establishing Performance Profiles Establishing Internal Benchmarks Comparing Findings to Industry Data Project Performance Baseline The Baseline Process The Collection Process Quantitative Data Qualitative Data Baseline Deliverables Analysis of Process Strengths and Weaknesses Not-for-Profit Industry Data Sources ISBSG Software Engineering Institute Data The Importance of Auditing Objectives of an Audit Scope of the Audit The Auditing Process Problem Resolution How Can We Do IT Better? The IT Industry Context Case Studies Case Study 1 – Large Financial Institution Case Study 2 – Mid-Size Insurance Company Case Study 3 – Large Service Organization Performance Modeling Part IV: How Should We Change? How Can We Manage IT Changes? The Need for Change Management Types of Change Seven Principles of Managing Change Principle 1: Two Levels of Management Support Principle 2: Proper Funding Principle 3: The Business Case Principle 4: Setting and Managing Expectations Principle 5: It’s About the People Principle 6: Communicate, Communicate, Communicate Principle 7: Measurement Is Key Managing Resistance Using a Change Agent or a Coach Further Readings How Should IT Manage Risk? Why Perform Risk Planning? How To Begin Risk Planning How Does Security Relate To Risk Planning? What Legislation Has Affected Risk Planning, and Why? Sarbanes–Oxley Act of 2002 Health Insurance Portability and Accountability Act of 1996 (HIPAA) Gramm–Leach–Bliley Act of 1999 (GLB Act) How Should IT Manage Its People? What Should You Expect From Your CIO? Leadership Management Skills Communication Skills Technical Expertise Business Expertise Vision — Ability to Create and Manage Change Ability to Hire, Develop, and Retain High-Quality IT Professionals Who Can Work Together International or Global Experience Industry-Specific Experience Relationship Skills IT Staff as Assets IT Staff and Change IT Staff as Stakeholders What Should IT Expect From the Business? It’s the Relationship That Matters Develop an Operating Model Statement of Commitment Index 2009-12-04T02:48:50Z 2009-12-04T02:48:50Z 2008 Book http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1652 en application/rar CRC Press

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