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Title: Managing IT as an Investment: Partnering for Success by Ken Moskowitz, Harris Kern ISBN: 0-13-009627-X Publisher: Prentice Hall PTR Pub. Date: 16 July, 2002 Format: Hardcover Volumes: 1 List Price(USD): $44.99 |
Average Customer Rating: 4 (3 reviews)
Rating: 2
Summary: An important topic treated too lightly
Comment: Really, IT is facing a big transformation from cost center through service provider to (hopefully) business partner. However, this one ends up with some interesting points here, some good concepts there (more than half are quotes from famous schalors such as Porter), and followed by some cases description (it's not qualified as study). I suggest authors should fit the content into one article and save both our time and money.
So the bottom line: For those who could implement the concepts already, this book provides no add value; for those who couldn't, this book can't help you, either.
Rating: 5
Summary: Keep the Focus on What it Takes to Achieve IT Success
Comment: This book was suggested reading for my masters degree in business management. As a former project leader and current manager in IT this book is priceless. Making technical, leadership and communication work together in partnering IT is the key. All too often IT is seen as a separate entitity as opposed to the vital asset that it is. Getting that handshake between IT's role and the business end of your corporation is an investment all successful IT centers make.
Rating: 5
Summary: Best practices in customer-focused IT management
Comment: Although the title implies a focus on IT portfolio management, the book goes into the core of IT management. For the IT manager or CIO this book is one of the most coherent and practical guides to what you need to do in order to deliver service and support in a cost-effective, mature manner.
The underlying theme is developing a value-based partnership between IT and the business process owners that IT supports. This is introduced and developed in Chapter 1 (Introduction), and is placed within the context of Porter's value chain. This chapter also covers value alignment as a guiding principle. Chapters 2 through 4 expand upon the concepts by explaining consequence-based thinking (a powerful technique for examining initiatives), organizational factors and issues in the form of matrixed resources and business/IT alignment, and value management.
Chapter 5 is particularly valuable because it shows how to transform the goals and objectives from the first four chapters into a strategy. The tactics that support the strategy are discussed in the subsequent chapters: drilling down into the small picture (Chapter 6), organizational details (Chapter 7), human capital management (Chapter 8) and investing in values (Chapter 9).
The final chapter, CIO responsibilities, and the appendices provide a strong foundation of guidelines and tools. I thought the appendices were particularly valuable, especially A (Sample Business Case Template) and (C) Desktop Development Standards and Procedures). Other material in the appendices includes (B) Personal Productivity Services Organization Overview and (D) Systems Development Contract.
There are two additional books that will nicely complement this one, and I recommend reading them after this one in the following order: Smart Business by Dave L. Chapman and Barry Sheehy, and Building Operational Excellence: Strategies to Improve It People and Processes by Dale Kutnick and Bruce Allen.
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