Book description
If you are a CIO, or intend to become a CIO, or simply want to understand the strategic importance of IT for your entire enterprise, CIO Best Practices provides you with the best practice guidance on the key responsibilities of the CIO and its important role in modern organizations. This is the most definitive and important work you will find on achieving and exercising strategic IT leadership.
Table of contents
- Copyright
- Wiley and SAS Business Series
- Preface
- About the Contributing Authors
-
1. Harnessing IT to Drive Enterprise Strategy
- 1.1. RELATIONSHIP OF IT STRATEGY TO ENTERPRISE STRATEGY
- 1.2. FORMULATING STRATEGY IN HIGHCHANGE ENVIRONMENTS
- 1.3. STRATEGIC GUIDELINES FOR DESIGNING IT SYSTEMS
- 1.4. MATCH STRATEGY EXECUTION TO THE TEMPO OF YOUR BUSINESS
- 1.5. TACTICS ARE THE METHODS THAT GET THINGS DONE
- 1.6. PART 2 GETTING THINGS DONE AND DELIVERING VALUE
- 1.7. HOW TO TELL A WINNING PROJECT FROM A LOSER
-
2. Architecture, Portfolio Management, Organizational Development—Integrated Foundations for Strategy Realization
- 2.1. INTEGRATED DISCIPLINES
- 2.2. PART 1 ENTERPRISE ARCHITECTURE
- 2.3. THE ARCHITECTURAL APPROACH TO IT
- 2.4. COMPONENTS OF ENTERPRISE ARCHITECTURE
- 2.5. ORGANIZING FOR THE ENTERPRISE ARCHITECTURE
- 2.6. THE VALUE OF STRATEGICALLY ALIGNED ARCHITECTURE
- 2.7. PART 2 IT GOVERNANCE AND PORTFOLIO MANAGEMENT-THE PROCESSES THAT LINK EA TO THE REALIZATION OF BUSINESS STRATEGY
- 2.8. TYING IT ALL TOGETHER-LINKING EA TO IT GOVERNANCE AND PORTFOLIO MANAGEMENT
- 2.9. INTEGRATED PROCESSES
- 2.10. PART 3 ALIGNING EA AND ORGANIZATIONAL DEVELOPMENT FOR STRATEGY REALIZATION
- 2.11. AN ARCHITECTURE-LED E-BUSINESS AND IT TRANSFORMATION CASE STUDY
- 2.12. CHAPTER CHECKLIST
-
3. A Strategically Focused, Tactically Agile IT Organization
- 3.1. AGILITY IS A PROCESS
- 3.2. LOOP 1: MONITORING AND DECIDING
- 3.3. Loop 2: Improving Existing Processes
- 3.4. LOOP 3: CREATING NEW PROCESSES: DEFINE-DESIGN-BUILD
- 3.5. DYNAMICS OF THE AGILE IT ORGANIZATION
- 3.6. CREATING AGILE NEW PROCESSES
- 3.7. THE CORE TECHNIQUES
- 3.8. DEFINE—THE FRAMEWORK FOR ACTION
- 3.9. DESIGN—WORKFLOW AND TECHNICAL SYSTEM DESIGN
- 3.10. BUILD-SYSTEM CONSTRUCTION AND ROLL OUT
- 3.11. TWO WINS, A LOSE, AND A DRAW: LESSONS IN COMPLEXITY
-
4. The Sum of IT Can be Greater than its Parts
- 4.1. WHY IT SECTIONS PLAY IN ISOLATON
- 4.2. BUILDING A MATURE IT ORGANIZATION WHILE LEARNING NEW SYMPHONIES
- 4.3. IT STRATEGY MAPPING
- 4.4. IT FINANCE'S STRATEGIC ROLE— ILLUMINATION
- 4.5. ALTERNATIVE TOOLS FOR IMPLEMENTING STRATEGIC IT FINANCE
- 4.6. DEPLOYING ABC/M FOR IT FINANCE
- 4.7. DECISION INFORMATION
- 4.8. UNDERSTANDING CAPACITY
- 4.9. CONCLUSION
- 5. IT Performance Management Using the Balanced Scorecard
-
6. How to Measure and Manage Customer Value and Customer Profitability
- 6.1. PART 1 THE RISING NEED TO FOCUS ON CUSTOMERS
- 6.2. THE PERFECT STORM IS CREATING TURBULENCE FOR MARKETING MANAGEMENt
- 6.3. A FOUNDATION FOR CUSTOMER PORTFOLIO MANAGEMENT
- 6.4. REALIGNING THE ORGANIZATION AROUND CUSTOMERS RATHER THAN PRODUCTS
- 6.5. PREPARING FOR CUSTOMER ANALYTICS INTEGRATION
- 6.6. DISTINGUISHING HIGH FROM LOW ECONOMIC CUSTOMER VALUE
- 6.7. ALL CUSTOMERS ARE NOT CREATED EQUAL
- 6.8. SHOULD WE PURSUE THE MOST PROFITABLE OR THE MOST VALUABLE CUSTOMERS
- 6.9. MEASURING CUSTOMER LIFETIME VALUE
- 6.10. CUSTOMER LIFETIME VALUE—INVESTMENT ANALYSIS MATH
- 6.11. BALANCING SHAREHOLDER VALUE WITH CUSTOMER VALUE
- 6.12. THE TRADE-OFF BETWEEN CUSTOMER VALUE AND SHAREHOLDER VALUE CREATION OR DESTRUCTION
- 6.13. CLV OR ONLY CUSTOMER PROFITABILITY? WHEN IS CLV APPLICABLE
- 6.14. THE CFO AND CIO MUST SHIFT EMPHASIS
- 6.15. HOW DO BUSINESS INTELLIGENCE AND PERFORMANCE MANAGEMENT RELATE TO EACH OTHER?
- 6.16. OPTIMIZING THE BALANCE BETWEEN CUSTOMER VALUE AND SHAREHOLDER VALUE
-
7. Consider the Outsource:Right from the Start
- 7.1. THE WHYS OF OUTSOURCING
- 7.2. WHAT CAN AND WHAT SHOULD BE OUTSOURCED
-
7.3. HOW TO OUTSOURCE
- 7.3.1. Definition, Rationale, and Benefits Expected
- 7.3.2. Timeline and Path to Project Kick-off
- 7.3.3. Survey
- 7.3.4. Request for Information
- 7.3.5. Review and Select the Best RFI Responses
- 7.3.6. Request for Proposal
- 7.3.7. Review and Select the Best RFP Responses
- 7.3.8. Site Visit(s)
- 7.3.9. Select the Best
- 7.3.10. Negotiate the Contract
- 7.3.11. Kick-off the Project
- 7.4. MANAGING WHAT IS OUTSOURCED
- 7.5. OUTSOURCING AND THE ANNA KARENINA PRINCIPLE
-
7.6. APPENDIXES
- 7.6.1. 7A. Sample Request for Information Letter
- 7.6.2. 7B. Sample Communiqué for In-person Meetings to Present RFI Submission
- 7.6.3. 7C. Sample Agenda for RFI Review-and-Select Meeting
- 7.6.4. 7D. Sample Request for Proposal Letter
- 7.6.5. 7E. Sample Outline for Request for Proposal
- 7.6.6. 7F. Site Visit Preparation Letter and Agenda Proposal
-
8. Managing for Returns on IT Investments
- 8.1. PART I BY MICHAEL HUGOS IS THIS PROJECT WORTH DOING?
- 8.2. THE ROI PROCESS
- 8.3. DEFINE THE SPECIFIC COSTS AND BENEFITS
- 8.4. THE PORTFOLIO OF SYSTEMS INVESTMENTS
- 8.5. IT SYSTEMS INVESTMENTS
- 8.6. DEFINE A PROJECT EVALUATION PROCESS
- 8.7. PART 2 BY JOE STENZEL RETURN ON INTANGIBLES: MEASURING AND MANAGING IT CAPABILITES
- 8.8. A FRAMEWORK FOR MEASURING AND MANAGING IT INTANGIBLES
- 8.9. FACTORING INTANGIBLES INTO THE ROI EQUATION
- 8.10. ITEM PRICING SYSTEM—TOTAL ESTIMATED COSTS & BENEFITS
- 8.11. DETAILED SCHEDULE OF COSTS
-
8.12. DETAILED SCHEDULE OF BEEFITS
- 8.12.1. DIRECT BENEFITS (revenue and cost savings due to productivity improvements)
- 8.12.2. INCREMENTAL BENEFITS (benefits due in part to new system e.g., attract new customers, make better decisions, etc.)
- 8.12.3. COST AVOIDANCE BENEFITS (savings related to growing business without needing to add new staff or incurring other expenses)
- 8.12.4. INTANGIBLE BENEFITS (benefits that are hard to quantify in dollar amounts but which should be identified and listed)
Product information
- Title: CIO Best Practices: Enabling Strategic Value with Information Technology
- Author(s):
- Release date: February 2007
- Publisher(s): Wiley
- ISBN: 9780470048689
You might also like
book
The Strategic CIO
Recognized as One of the Best Business Books for 2014 by CIO Magazine Based on interviews …
book
The Practical CIO: A Common Sense Guide for Successful IT Leadership
The IT executive's ultimate handbook for survival in a rapidly changing economy The Practical CIO: A …
book
The New IT: How Technology Leaders are Enabling Business Strategy in the Digital Age
Introducing a Powerful New Business Model for Today’s IT Blogger, speaker, software executive, and bestselling author …
book
The Innovative CIO: How IT Leaders Can Drive Business Transformation
The Chief Information Officer's influence in the business organization has been waning for years. The rest …