The information paradox: realizing the business benefits of information technology
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Toronto [u.a.]
McGraw-Hill Ryerson
2003
|
| Edition: | Rev. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXVIII, 301 S. graph. Darst. |
| ISBN: | 0070926980 |
Staff View
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| adam_text | Table of Contents
Introduction — Information Technology: Better Times and
Worse Times xvii
PART I — THE INFORMATION PARADOX AND
THE BENEFITS REALIZATION SOLUTION
Chapter 1 — The Information Paradox 3
The Impact of IT on the Economy: The Productivity Issue 4
Measurement Error 5
Small Installed Base 5
Poor Quality Software and Information Systems 5
Learning Lags 6
The Impact of IT on the Business: The Profitability Issue 7
The Impact of IT on Knowledge Workers: The Individual
Performance Issue 10
Information Technology Projects: The Delivery Issue 11
A Balanced View 12
Evolving Applications of Information Technology 13
Automation of Work 15
Information Management 16
Business Transformation 18
Management s Lagging Mind set 20
Silver Bullet Thinking 21
Management Blind Spots: Four Critical Dimensions of Complexity. 23
Linkage 23
Reach 23
People 24
Time 25
The Management Challenge: The Evolving Complexity of IT
Applications 25
Business Transformation and the Knowledge Economy 28
Selection and the Problem of Relative Value 29
Window on the Real World: Client Stories 30
A North American Utility 31
Alberta Pool 32
Summary 34
Chapter 2 — The Benefits Realization Approach 37
Managing IT enabled Technological Change: The Benefits
Realization Process 39
Cornerstones of the Benefits Realization Approach 40
Three Fundamentals 42
Three Necessary Conditions 45
Two Techniques to Support Benefits Realization 46
Modeling 48
Value Assessment Technique 51
Managers Must Have Patience: This is Not a Quick Fix 54
Window on the Real World: Client Stories 54
Ericsson 56
Sollac 57
A Regional Bank in Asia Pacific 58
National Bank of Canada 59
Quebec Workers Compensation Board 60
Summary 61
PART II — THREE FUNDAMENTALS
Chapter 3 — First Fundamental: Program Management 65
Project World: The Blinkered View 66
Program Universe: The Big Picture 68
Meshing Technological and Organizational Change 69
Three Core Components of Program Management 70
Denning Program Scope: The Blended Investment Perspective. 71
IT as Part of the BTOPP Business System 72
Programs that Produce Results 74
How to Assess Program Value: Multiple Dimensions 75
Translating the Four Ares into Measurements 76
Designing and Managing Programs: Getting from Here to There. 77
Define Benefits and Articulate Linkages 78
Define Program Scope 80
Design Program: Map the Benefits Realization Process ... 81
Design Program: Select the Best Benefits Realization Path . 83
Define Accountabilities 86
Address the People Factor 87
Recognize the Time Factor 88
Prepare for Risk and Uncertainty 91
Window on the Real World: Client Stories 94
Royale Beige 95
SUNCORP Metway 96
Bank of America 98
SaskTel 99
Summary 100
Chapter 4 — Second Fundamental: Portfolio Management. . . . 103
The Manager s Dilemma: Too Many Choices, Too Few Resources. 103
Budget 104
Delivery Capabilities of the IT Group 105
Delivery Capabilities of the Business 105
Capabilities of the Business To Absorb Change 105
Program Selection Challenge 105
Lagging Management Mind set 106
Three Selection Blind Spots 107
The Manager s New Weapon: Portfolio Power 108
Selecting and Managing Portfolios: Getting from Here to There. 109
Categorize Programs 110
Prepare Value Cases for Business Opportunity Programs .112
Manage Risk to Increase Value 117
Manage and Leverage Program Interdependencies 119
Adjust Portfolio Composition 121
Window on the Real World: Client Stories 123
Transportation Development and Operations Branch,
Oregon Department of Transportation (ODOT) 124
Boeing Shared Services Group, Supplier Management
Procurement 127
Summary 129
Chapter 5 — Third Fundamental: Full Cycle Governance 131
A Major Change in Management Processes, Structures and
Attitudes: Practical Steps 133
Value Cases 135
Stage Gates and Progressive Resource Commitment 136
Program Decision Options and Portfolio Composition .. 145
Organization Structure and Decision Making 148
Window on the Real World: Client Stories 151
Nova Gas Transmission 151
Summary 153
PART III — THREE NECESSARY CONDITIONS
Chapter 6 — First Necessary Condition: Activist Accountability .. 157
Three Routes to Activist Accountability 158
Understand the Essence of Activist Accountability 159
Introduce Seven Plus One Key Conditions for Activist
Accountability 160
Introduce the Accountabilities Required for Full Cycle Governance. 165
Succession Management 173
Window on the Real World: Client Stories 175
Nova Gas Transmission 175
Summary 176
Chapter 7 — Second Necessary Condition: Relevant Measurement.. 179
The New Manager: Navigating in the Program Universe.... 180
Four Measurement Blind Spots 181
Benefits Realization Approach to Measurement 182
Results Chain Models: A Unique Perspective 183
Managing the Four Dimensions of Complexity with Good
Measurement Systems 186
Designing a Measurement System 186
Make Sure Measures Exist 187
Measure the Right Things 188
Measure Things the Right Way 190
Managers Must Make Sure Measurement Systems Guide
Decisions and Action 192
Benefits Realization and Other Measurement Approaches. 194
Window on the Real World: Client Stories 196
Nova Gas Transmission 196
Summary 198
Chapter 8 — Third Necessary Condition: Proactive Management
of Change 201
Making Results the Leverage Point of Change 201
Business Sponsor Responsibility 202
Only the Business Application of Technology Can Deliver Value. 203
Results Focused Change Programs: Managing the Four
Dimensions of Complexity 206
First Dimension of Complexity: Linkage 207
Second Dimension of Complexity: Reach 207
Third Dimension of Complexity: People 210
Fourth Dimension of Complexity: Time 213
Window on the Real World: Client Stories 214
Montreal Urban Community Police Service 215
Barclays Bank 217
The Boeing Company 218
Qantas Airways 220
Summary 222
PART IV — CONCLUSION
Chapter 9 — Getting Started 227
Define Your Challenge 227
Range of Solutions 228
Program Management 229
Portfolio Management and Full Cycle Governance 229
Support from the Top 230
Practical Steps: Getting from Here to There 231
Explore the Potential of Benefits Realization 232
Define Scope 236
Get Organized 237
Manage Change 240
Implement Full Cycle Governance (or Program Management). 242
Surviving and Thriving in a Changing World 247
Afterword: Enterprise Value ... The Next Step 249
Moving Beyond Benefits Realization to Enterprise
Value Management 251
Applying Lessons Learned to Enterprise Value Management .. 270
The Road Forward 278
Glossary 281
Bibliography 291
Index 297
|
| adam_txt |
Table of Contents
Introduction — Information Technology: Better Times and
Worse Times xvii
PART I — THE INFORMATION PARADOX AND
THE BENEFITS REALIZATION SOLUTION
Chapter 1 — The Information Paradox 3
The Impact of IT on the Economy: The Productivity Issue 4
Measurement Error 5
Small Installed Base 5
Poor Quality Software and Information Systems 5
Learning Lags 6
The Impact of IT on the Business: The Profitability Issue 7
The Impact of IT on Knowledge Workers: The Individual
Performance Issue 10
Information Technology Projects: The Delivery Issue 11
A Balanced View 12
Evolving Applications of Information Technology 13
Automation of Work 15
Information Management 16
Business Transformation 18
Management's Lagging Mind set 20
Silver Bullet Thinking 21
Management Blind Spots: Four Critical Dimensions of Complexity. 23
Linkage 23
Reach 23
People 24
Time 25
The Management Challenge: The Evolving Complexity of IT
Applications 25
Business Transformation and the Knowledge Economy 28
Selection and the Problem of Relative Value 29
Window on the Real World: Client Stories 30
A North American Utility 31
Alberta Pool 32
Summary 34
Chapter 2 — The Benefits Realization Approach 37
Managing IT enabled Technological Change: The Benefits
Realization Process 39
Cornerstones of the Benefits Realization Approach 40
Three Fundamentals 42
Three Necessary Conditions 45
Two Techniques to Support Benefits Realization 46
Modeling 48
Value Assessment Technique 51
Managers Must Have Patience: This is Not a Quick Fix 54
Window on the Real World: Client Stories 54
Ericsson 56
Sollac 57
A Regional Bank in Asia Pacific 58
National Bank of Canada 59
Quebec Workers Compensation Board 60
Summary 61
PART II — THREE FUNDAMENTALS
Chapter 3 — First Fundamental: Program Management 65
Project World: The Blinkered View 66
Program Universe: The Big Picture 68
Meshing Technological and Organizational Change 69
Three Core Components of Program Management 70
Denning Program Scope: The Blended Investment Perspective. 71
IT as Part of the BTOPP Business System 72
Programs that Produce Results 74
How to Assess Program Value: Multiple Dimensions 75
Translating the Four "Ares" into Measurements 76
Designing and Managing Programs: Getting from Here to There. 77
Define Benefits and Articulate Linkages 78
Define Program Scope 80
Design Program: Map the Benefits Realization Process . 81
Design Program: Select the Best Benefits Realization Path . 83
Define Accountabilities 86
Address the People Factor 87
Recognize the Time Factor 88
Prepare for Risk and Uncertainty 91
Window on the Real World: Client Stories 94
Royale Beige 95
SUNCORP Metway 96
Bank of America 98
SaskTel 99
Summary 100
Chapter 4 — Second Fundamental: Portfolio Management. . . . 103
The Manager's Dilemma: Too Many Choices, Too Few Resources. 103
Budget 104
Delivery Capabilities of the IT Group 105
Delivery Capabilities of the Business 105
Capabilities of the Business To Absorb Change 105
Program Selection Challenge 105
Lagging Management Mind set 106
Three Selection Blind Spots 107
The Manager's New Weapon: Portfolio Power 108
Selecting and Managing Portfolios: Getting from Here to There. 109
Categorize Programs 110
Prepare Value Cases for Business Opportunity Programs .112
Manage Risk to Increase Value 117
Manage and Leverage Program Interdependencies 119
Adjust Portfolio Composition 121
Window on the Real World: Client Stories 123
Transportation Development and Operations Branch,
Oregon Department of Transportation (ODOT) 124
Boeing Shared Services Group, Supplier Management
Procurement 127
Summary 129
Chapter 5 — Third Fundamental: Full Cycle Governance 131
A Major Change in Management Processes, Structures and
Attitudes: Practical Steps 133
Value Cases 135
Stage Gates and Progressive Resource Commitment 136
Program Decision Options and Portfolio Composition . 145
Organization Structure and Decision Making 148
Window on the Real World: Client Stories 151
Nova Gas Transmission 151
Summary 153
PART III — THREE NECESSARY CONDITIONS
Chapter 6 — First Necessary Condition: Activist Accountability . 157
Three Routes to Activist Accountability 158
Understand the Essence of Activist Accountability 159
Introduce Seven Plus One Key Conditions for Activist
Accountability 160
Introduce the Accountabilities Required for Full Cycle Governance. 165
Succession Management 173
Window on the Real World: Client Stories 175
Nova Gas Transmission 175
Summary 176
Chapter 7 — Second Necessary Condition: Relevant Measurement. 179
The "New" Manager: Navigating in the Program Universe. 180
Four Measurement Blind Spots 181
Benefits Realization Approach to Measurement 182
Results Chain Models: A Unique Perspective 183
Managing the Four Dimensions of Complexity with Good
Measurement Systems 186
Designing a Measurement System 186
Make Sure Measures Exist 187
Measure the Right Things 188
Measure Things the Right Way 190
Managers Must Make Sure Measurement Systems Guide
Decisions and Action 192
Benefits Realization and Other Measurement Approaches. 194
Window on the Real World: Client Stories 196
Nova Gas Transmission 196
Summary 198
Chapter 8 — Third Necessary Condition: Proactive Management
of Change 201
Making Results the Leverage Point of Change 201
Business Sponsor Responsibility 202
Only the Business Application of Technology Can Deliver Value. 203
Results Focused Change Programs: Managing the Four
Dimensions of Complexity 206
First Dimension of Complexity: Linkage 207
Second Dimension of Complexity: Reach 207
Third Dimension of Complexity: People 210
Fourth Dimension of Complexity: Time 213
Window on the Real World: Client Stories 214
Montreal Urban Community Police Service 215
Barclays Bank 217
The Boeing Company 218
Qantas Airways 220
Summary 222
PART IV — CONCLUSION
Chapter 9 — Getting Started 227
Define Your Challenge 227
Range of Solutions 228
Program Management 229
Portfolio Management and Full Cycle Governance 229
Support from the Top 230
Practical Steps: Getting from Here to There 231
Explore the Potential of Benefits Realization 232
Define Scope 236
Get Organized 237
Manage Change 240
Implement Full Cycle Governance (or Program Management). 242
Surviving and Thriving in a Changing World 247
Afterword: Enterprise Value . The Next Step 249
Moving Beyond Benefits Realization to Enterprise
Value Management 251
Applying Lessons Learned to Enterprise Value Management . 270
The Road Forward 278
Glossary 281
Bibliography 291
Index 297 |
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| index_date | 2024-07-02T13:25:17Z |
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| isbn | 0070926980 |
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| spelling | Thorp, John 1944- Verfasser aut The information paradox realizing the business benefits of information technology John Thorp and Fujitsu Consulting's Center for Strategic Leadership Rev. ed. Toronto [u.a.] McGraw-Hill Ryerson 2003 XXVIII, 301 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Technologie de l'information - Coût-efficacité Technologie de l'information - Gestion Information technology Cost effectiveness Information technology Management Informationstechnik (DE-588)4026926-7 gnd rswk-swf Investition (DE-588)4027556-5 gnd rswk-swf Unternehmenserfolg (DE-588)4223768-3 gnd rswk-swf Informationstechnik (DE-588)4026926-7 s Investition (DE-588)4027556-5 s Unternehmenserfolg (DE-588)4223768-3 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014190247&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Thorp, John 1944- The information paradox realizing the business benefits of information technology Technologie de l'information - Coût-efficacité Technologie de l'information - Gestion Information technology Cost effectiveness Information technology Management Informationstechnik (DE-588)4026926-7 gnd Investition (DE-588)4027556-5 gnd Unternehmenserfolg (DE-588)4223768-3 gnd |
| subject_GND | (DE-588)4026926-7 (DE-588)4027556-5 (DE-588)4223768-3 |
| title | The information paradox realizing the business benefits of information technology |
| title_auth | The information paradox realizing the business benefits of information technology |
| title_exact_search | The information paradox realizing the business benefits of information technology |
| title_exact_search_txtP | The information paradox realizing the business benefits of information technology |
| title_full | The information paradox realizing the business benefits of information technology John Thorp and Fujitsu Consulting's Center for Strategic Leadership |
| title_fullStr | The information paradox realizing the business benefits of information technology John Thorp and Fujitsu Consulting's Center for Strategic Leadership |
| title_full_unstemmed | The information paradox realizing the business benefits of information technology John Thorp and Fujitsu Consulting's Center for Strategic Leadership |
| title_short | The information paradox |
| title_sort | the information paradox realizing the business benefits of information technology |
| title_sub | realizing the business benefits of information technology |
| topic | Technologie de l'information - Coût-efficacité Technologie de l'information - Gestion Information technology Cost effectiveness Information technology Management Informationstechnik (DE-588)4026926-7 gnd Investition (DE-588)4027556-5 gnd Unternehmenserfolg (DE-588)4223768-3 gnd |
| topic_facet | Technologie de l'information - Coût-efficacité Technologie de l'information - Gestion Information technology Cost effectiveness Information technology Management Informationstechnik Investition Unternehmenserfolg |
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