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E-grāmata: Managing IT Performance to Create Business Value

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(New Art Technologies, Monroe Township, New Jersey, USA)
  • Formāts: 388 pages
  • Izdošanas datums: 15-Sep-2016
  • Izdevniecība: Auerbach Publishers Inc.
  • ISBN-13: 9781498752879
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Managing IT Performance to Create Business ValuePalielināt
  • Formāts: 388 pages
  • Izdošanas datums: 15-Sep-2016
  • Izdevniecība: Auerbach Publishers Inc.
  • ISBN-13: 9781498752879
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Managing IT Performance to Create Business Value provides examples, case histories, and current research for critical business issues such as performance measurement and management, continuous process improvement, knowledge management, risk management, benchmarking, metrics selection, and people management. It gives IT executives strategies for improving IT performance and delivering value, plus it guides them in selecting the right metrics for their IT organizations. Additionally, it offers knowledge management strategies to mature an organization, shows how to manage risks to exploit opportunities and prepare for threats, and explains how to baseline an IT organizations performance and measure its improvement.

Consisting of 10 chapters plus appendices, the book begins with an overview of performance-based strategic planning, after which it discusses the development of a quality improvement (QI) plan, establishing benchmarks, and measuring performance improvements. It covers how to design IT-specific measures and financial metrics as well as the establishment of a software measurement program. From there, it moves on to designing people improvement systems and discusses such topics as leadership, motivation, recruitment, and employee appraisal.

The final few chapters show how to use balanced scorecards to manage and measure knowledge-based social enterprising and to identify, analyze, and avoid risks. In addition to covering new methods and metrics for measuring and improving IT processes, the author looks at strategies for measuring product development and implementing continuous innovation. The final chapter considers customer value systems and explains how to use force field analysis to listen to customers with the goal of improving customer satisfaction and operational excellence.
Preface ix
Acknowledgments xi
Author xiii
Chapter 1 Designing Performance-Based Strategic Planning Systems
1(12)
IT Roadmap
2(1)
Strategic Planning
2(3)
Strategy Implementation
5(6)
Implementation Problems
8(3)
In Conclusion
11(1)
References
12(1)
Chapter 2 Designing Performance Management and Measurement Systems
13(18)
Developing the QI Plan
15(3)
Balanced Scorecard
18(2)
Establishing a Performance Management Framework
20(2)
Developing Benchmarks
22(4)
Looking Outside the Organization
26(1)
Process Mapping
27(2)
In Conclusion
29(1)
Reference
29(2)
Chapter 3 Designing Metrics
31(26)
What Constitutes a Good Metric?
32(4)
IT-Specific Measures
36(5)
System-Specific Metrics
41(4)
Financial Metrics
45(7)
Initial Benefits Worksheet
49(1)
Continuing Benefits Worksheet
49(2)
Quality Benefits Worksheet
51(1)
Other Benefits Worksheet
51(1)
ROI Spreadsheet Calculation
51(1)
Examples of Performance Measures
52(3)
In Conclusion
55(1)
Project/Process Measurement Questions
55(1)
Organizational Measurement Questions
55(1)
References
55(2)
Chapter 4 Establishing a Software Measurement Program
57(14)
Resources, Products, Processes
59(1)
Direct and Indirect Software Measurement
59(1)
Views of Core Measures
60(1)
Strategic View
60(1)
Tactical View
60(1)
Application View
60(1)
Use a Software Process Improvement Model
61(1)
Organization Software Measurement
61(1)
Project Software Measurement
62(1)
Software Engineering Institute Capability Maturity Model
62(1)
Identify a Goal-Question-Metric (GQM) Structure
63(1)
Develop a Software Measurement Plan
64(2)
Example Measurement Plan Standard
66(4)
In Conclusion
70(1)
Chapter 5 Designing People Improvement Systems
71(18)
Impact of Positive Leadership
73(2)
Motivation
75(1)
Recruitment
76(2)
Employee Appraisal
78(4)
Automated Appraisal Tools
82(1)
Dealing with Burnout
83(3)
In Conclusion
86(1)
References
87(2)
Chapter 6 Knowledge and Social Enterprising Performance Measurement and Management
89(14)
Using Balanced Scorecards to Manage Knowledge-Based Social Enterprising
90(1)
Adopting the Balanced Scorecard
91(2)
Attributes of Successful Project Management Measurement Systems
93(2)
Measuring Project Portfolio Management
95(4)
Project Management Process Maturity Model (PM)2 and Collaboration
99(3)
In Conclusion
102(1)
References
102(1)
Chapter 7 Designing Performance-Based Risk Management Systems
103(24)
Risk Strategy
103(1)
Risk Analysis
104(1)
Risk Identification
105(3)
Sample Risk Plan
108(3)
RMMM Strategy
111(2)
Risk Avoidance
113(3)
Quantitative Risk Analysis
116(3)
Risk Checklists
119(1)
IT Risk Assessment Frameworks
120(3)
Risk Process Measurement
123(3)
In Conclusion
126(1)
Reference
126(1)
Chapter 8 Designing Process Control and Improvement Systems
127(22)
IT Utility
127(4)
Getting to Process Improvements
131(1)
Enhancing IT Processes
132(1)
New Methods
132(2)
Process Quality
134(3)
Process Performance Metrics
137(3)
Shared First
140(5)
Step 1 Inventory, Assess, and Benchmark Internal Functions and Services
141(1)
Tasks
141(2)
Step 2 Identify Potential Shared Services Providers
143(1)
Tasks
143(1)
Step 3 Compare Internal Services versus Shared Services Providers
143(1)
Step 4 Make the Investment Decision
144(1)
Step 5 Determine Funding Approach
144(1)
Step 6 Establish Service-Level Agreements
144(1)
Step 7 Postdeployment Operations and Management
145(1)
Configuration Management
145(2)
CM and Process Improvement
145(1)
Implementing CM in the Organization
146(1)
In Conclusion
147(1)
References
147(2)
Chapter 9 Designing and Measuring the IT Product Strategy
149(12)
Product Life Cycle
149(3)
Product Life-Cycle Management
152(1)
Product Development Process
153(2)
Continuous Innovation
155(4)
Measuring Product Development
159(1)
In Conclusion
160(1)
References
160(1)
Chapter 10 Designing Customer Value Systems
161(14)
Customer Intimacy and Operational Excellence
161(1)
Customer Satisfaction Survey
162(2)
Using Force Field Analysis to Listen to Customers
164(2)
Customer Economy
166(1)
Innovation for Enhanced Customer Support
167(3)
Managing for Innovation
170(3)
In Conclusion
173(1)
References
173(2)
Appendix I 175(38)
Appendix II 213(4)
Appendix III 217(6)
Appendix IV 223(32)
Appendix V 255(18)
Appendix VI 273
Jessica Keyes is the former president of New Art Technologies, Inc., a high-technology and management consultancy and development firm started in New York in 1989. Prior to founding New Art, Keyes was managing director of R&D for the New York Stock Exchange and has been an officer with Swiss Bank Co. and Bankers Trust, both in New York City. She earned a masters of business administration from New York University and a doctorate in management. A noted columnist and correspondent, Keyes is the author of more than 200 published articles and more than 25 books. She also is a frequent keynote speaker. She is currently a professor at both the University of Liverpool and University of Phoenix.
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