Managing IT as an Investment: Partnering for Success
暫譯: 將IT視為投資管理：成功的夥伴關係

Ken Moskowitz, Harris Kern

Managing IT as an Investment: Partnering for Success

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Summary

70% of IT organizations are still viewed as cost centers, not value centers. That must change. Managing IT as an Investment shows IT leaders exactly how to change it. Respected CIO Ken Moskowitz and top IT consultant Harris Kern offer a complete action plan for managing technology as a strategic asset, partnering with the business, building a culture based on shared values, nurturing individuals to new levels of productivity and satisfaction, creating exceptional value - and being recognized for it throughout an organization. 

Table of Contents

Foreword.
Preface.
Acknowledgments.
Introduction.
1. The Maturing of IT as a Business Discipline.

The Value Chain and the Evolution ofInformation Technology. The Message: Manage IT as a Strategic Asset. Investing in Values.

2. Consequence-Based Thinking.

Big-Picture Thinking. Tapping In. Common Language.

3. Partnering.

The Global Matrix-ed Organization. Business Cases. Business Teams. Operating Principles. Partnering within IT.

4. Value Management.

Other Examples of Communication Value.

5. Strategy.

Business Strategy Formation Process. Enterprise Vision. Technology Vision. Strategy. Making Strategy Operational. The Importance of the PerformanceManagement Process. How to Measure Progress(Part of Marketing IT).

6. The Small Picture.

Communicating the Small Picture. How to Translate “Geek Speak” . Meeting Management.

7. Organization.

Alignment with the Business. Technology Alignment. The Evolution of Alignment. Personal Productivity Services Group. Desktop Development Group. Training Department Evolution.

8. Human Capital Management.

Quality of Life. Recruiting/Hiring. Transitioning into the Enterprise. Mentoring for Success. Managing the Process. Performance Management Process. The Organization as a Career.

9. Investing in Values.

How We Succeed. Actions as Result of Values. The Hidden Harvest. Values of the Saturn Car Company.

10. CEO Roles and Responsibilities.

Leadership. Partnership. Education. Flying Solo. The Leadership, Partnership, Education Model.

Appendix A. Sample Business Case Template.

Document Overview. Project Summary. Financial Summary. Supporting Information. Preliminary Requirements. Other Considerations. Assumptions. Risks. Sign-Off.

Appendix B. Personal Productivity Services Organization Overview.

Desktop Development Group Overview. Training Department Overview. Help Desk. Sample Help Desk Customer Service Survey. Technical Support. Second-Level Support. Applications Architecture Overview. Architecture Group Involvement.

Appendix C. Desktop Development Standards and Procedures.

Project Lifecycle. Requirements Gathering and Analysis. Project Acceptance. Project Planning. Design. Prototyping. Scope Freeze. Testing (End-User Acceptance). Support. Marketing. Implementation. Maintenance/Change Control. Postimplementation Follow-Up.

Appendix D. Systems Development Contract.

User Responsibilities. IT Responsibilities.

Index.

商品描述(中文翻譯)

摘要

70% 的 IT 組織仍被視為成本中心，而非價值中心。這必須改變。《將 IT 管理視為投資》向 IT 領導者展示了如何實現這一變化。受人尊敬的首席資訊官 Ken Moskowitz 和頂尖 IT 顧問 Harris Kern 提供了一個完整的行動計劃，旨在將技術管理為戰略資產，與業務合作，建立基於共同價值的文化，培養個人達到新的生產力和滿意度，創造卓越的價值，並在整個組織中獲得認可。

目錄

前言。
序言。
致謝。
導言。
1. IT 作為商業學科的成熟。
價值鏈與資訊技術的演變。信息：將 IT 管理為戰略資產。投資於價值。
2. 基於後果的思維。
大局思維。深入挖掘。共同語言。
3. 合作夥伴關係。
全球矩陣組織。商業案例。商業團隊。運作原則。IT 內部的合作。
4. 價值管理。
其他溝通價值的例子。
5. 策略。
商業策略形成過程。企業願景。技術願景。策略。使策略具體化。績效管理過程的重要性。如何衡量進展（市場行銷 IT 的一部分）。
6. 小局面。
溝通小局面。如何翻譯「極客語言」。會議管理。
7. 組織。
與業務的對齊。技術對齊。對齊的演變。個人生產力服務小組。桌面開發小組。培訓部門的演變。
8. 人力資本管理。
生活品質。招聘/雇用。過渡到企業。成功的導師。管理過程。績效管理過程。組織作為職業。
9. 投資於價值。
我們如何成功。行動作為價值的結果。隱藏的收穫。土星汽車公司的價值。
10. 首席執行官的角色與責任。
領導力。夥伴關係。教育。獨立作業。領導力、夥伴關係、教育模型。
附錄 A. 商業案例範本。
文件概述。項目摘要。財務摘要。支持信息。初步需求。其他考量。假設。風險。簽署。
附錄 B. 個人生產力服務組織概述。
桌面開發小組概述。培訓部門概述。客服中心。客服調查範本。技術支持。二級支持。應用架構概述。架構小組的參與。
附錄 C. 桌面開發標準與程序。
項目生命週期。需求收集與分析。項目接受。項目規劃。設計。原型製作。範圍凍結。測試（最終用戶接受）。支持。市場行銷。實施。維護/變更控制。實施後跟進。
附錄 D. 系統開發合同。
用戶責任。IT 責任。
索引。

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