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Make or Break Issues in IT Management.

Author: Dan Remenyi; Ann Brown
Publisher: Hoboken : Taylor and Francis, 2012.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
First Published in 2002. Routledge is an imprint of Taylor & Francis, an informa company.
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Remenyi, Dan.
Make or Break Issues in IT Management.
Hoboken : Taylor and Francis, ©2012
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Dan Remenyi; Ann Brown
ISBN: 9780080510682 008051068X
OCLC Number: 880742489
Description: 1 online resource (349 pages)
Contents: The Make or Break Issues in IT Management: A Guide to 21st Century Effectiveness; Copyright; Contents; Computer Weekly Professional Series; About the Authors; Preface; 1 A word of caution Exploring fashions in IS/IT management; 1.1 Introduction; 1.2 Strategic information systems; 1.3 Business process re-engineering; 1.4 Outsourcing; 1.5 Enterprise resource planning systems; 1.6 Knowledge management; 1.7 A strategy to develop IT applications; 1.8 Success and failure; 1.9 The role of the consultant; 1.10 Conclusions; References; 2 Outsourcing IT and e-business; 2.1 Introduction. 2.2 Overview of developments2.3 Using external IT/e-business services: a complex track record; 2.4 Sourcing e-business: new rules?; 2.5 Sourcing internet implementation capability; 2.6 E-sourcing: from projects and technology to strategic partnering; 2.7 External sourcing around the customer resource life cycle; 2.8 The virtual organization --
effective management approaches; 2.9 Towards effective IT and e-sourcing decisions; 2.10 Conclusions; Notes; 3 Learning to realize the benefits of IT; 3.1 Some evidence of the missing benefits; 3.2 IT investment as a religious salvation. 3.3 IT investment as exploration3.4 Benefits realization as organizational learning; 3.5 What is a benefits map?; 3.6 An example of a benefits map; 3.7 A case study in benefits realization; 3.8 Learning to learn how to realize IT benefits; 4 Purchasing and information technology Buying IT and using IT to buy; 4.1 Introduction; 4.2 Purchasing IT; 4.3 Using IT to purchase: e-procurement; 4.4 EDI; 4.5 Conclusion; Reference; Bibliography; 5 Full life cycle management and the IT management paradox; 5.1 Introduction; 5.2 Full life-cycle management; 5.3 Planning stage; 5.4 Development stage. 5.5 Exploitation stage5.6 Full life-cycle management revisited; 5.7 Full life-cycle management in practice; Appendix: Quick scan elements in detail; References; 6 A framework for evaluating legacy systems; 6.1 Introduction; 6.2 Getting started; 6.3 Second iteration of the scenarios; 6.4 Conclusions; Acknowledgements; Refererences; 7 IT on board or under the thumb?; 7.1 Introduction; 7.2 The IT revolution --
like, when?; 7.3 Reforming the tribes --
back to virtual nature; 7.4 Anthropology and society; 7.5 IT people, the shamans of the twenty-first century? 7.6 IT people --
a different kind of tribe?7.7 The IT stereotype; 7.8 Organizational politics; 7.9 Task, process and people; 7.10 Conclusions; References; 8 Why business models matter (and how they can make adifference in internet commerce); 8.1 Introduction; 8.2 Insights from e-retailing; 8.3 Business models versus value chain; 8.4 Business model analysis; 8.5 A business model framework; 8.6 Value proposition; 8.7 Revenue generation system; 8.8 Delivery system; 8.9 Profit and growth engine; 8.10 The business model framework in practice; 8.11 An example in on-line financial services: Nordea. 8.12 Summary and conclusions.

Abstract:

First Published in 2002. Routledge is an imprint of Taylor & Francis, an informa company.

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