Based on the real life experiences of senior IT managers in leading– edge businesses and incorporating thorough research, Making IT Happen separates fact from fad, shows where managers can make a real difference, and provides useful and practical advice for coping in the fast–paced world of IT.
"This is the first real handbook of IT management. It′s well–grounded, reliable in its recommendations, sensible, comprehensive and useful. Those are all compliments; they are what we need in the post dot.com era and after all the transformation–is–now–and–real–easy hype of IT. This is a book about putting IT to work." Peter Keen, Chairman of Keen Innovations and Professor at Delft University
"This book provides a template – targeted at the executive level – of the technology and organizational issues that need to be dealt with and well–grounded means (decision structures and decision processes) for handling these issues. A particular, and very unique, strength of the book is the manner in which McKeen and Smith skilfully blend and leverage the best thinking of leading scholars and successful IT executives. As a consequence, the book should prove valuable both for IT executives confronting today′s IT management challenges and for scholars seeking to better understand this dynamic and elusive context." Robert Zmud, Michael F. Price Chair of MIS, University of Oklahoma, and Research Director, Advanced Practices Council of SIM, International
"Jim McKeen and Heather Smith have captured the essence of the most challenging pursuit of modern civilization – designing and building advanced information systems. Some believe that we are entering a new era of pervasive computing blurred with advanced networks, which delivers unprecedented and untold opportunities and capability. This book addresses the challenges with outstanding insight and wisdom. It is a must read for every person who is involved in information systems and technology – from CIOs right through to students thinking of entering this profession." Eugene Roman, Chief Information & Technology Officer, Bell Canada
PART A: THE CHANGING ROLE OF IT.
A Look at IT in the Next Five Years.
Managing the Social Impacts of Technology.
Managing External Relationships.
Knowledge Management and IT.
Risk Management in IT: Problems and Potential.
Achieving Effective Change with IT.
PART B: LEVERAGING BUSINESS WITH IT.
Aligning IT with the Business.
Mergers and IT: Making the Most of an Arranged Marriage.
Leveraging CRM with IT.
ERP Systems: What a Manager Needs to Know.
Estimating the Benefits of IT.
IT Project Prioritization.
PART C: MANAGING TECHNOLOGY.
Managing the Technology Portfolio.
Emerging Technologies and the Surfer Syndrome.
IT–sourcing: Build, Buy, or Market.
IT Architecture for Enterprise Flexibility.
Enterprise Application Integration.
PART D: PEOPLE AND PRODUCTIVITY.
Recruiting and Retaining the Best in IT.
Developing Effective IT Project–managers.
Developing Effective IT Leaders.
Best Practice in IT.
Managing the Virtual Workforce.
The IT Measurement Matrix.
Heather Smith is currently a Senior Research Associate at the School of Business, Queen′s University, Kingston, Canada specialiszing in IT and Knowledge Management research. A former senior IT manager, she now works with organizations across North America to identify and document leading–edge practices to bring the best of academic research to practising IT managers. In addition to her work at Queen′s, Heather collaborates extensively on research projects with a number of top international researchers in IT management issues. She is a Research Associate of the American Society for Information Management′s Advanced Practices Council and Chair of the IT Excellence Awards University Advisory Council. Her research has been published in a variety of journals.
Since 1990, the authors have convened three industry forums on a regular basis – the IT Management Forum, the KM Forum and the CIO Brief. Each is designed to link academia and industry in order to jointly tackle important business issues. Management Challenges in IS: Successful Strategies and Appropriate Action (John Wiley & Sons, 1996) was based on their earlier work with the IT Management Forum.