Dan Roberts
Unleashing the Power of IT (eBook, PDF)
Bringing People, Business, and Technology Together
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Dan Roberts
Unleashing the Power of IT (eBook, PDF)
Bringing People, Business, and Technology Together
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Timely guidance for transforming IT into a strategic business partner Today's leaders are expected to reduce costs, increase productivity, drive innovation and help the business identify and pursue new business opportunities. Successful IT leaders will be the ones that become strategic business partners and decision influencers in their organizations. Unleashing the Power of IT describes in actionable detail, the new mindset, core skill set, and interpersonal tool set that are necessary for IT leaders to thrive in today's increasingly complex challenging business environment. * Provides…mehr
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Timely guidance for transforming IT into a strategic business partner Today's leaders are expected to reduce costs, increase productivity, drive innovation and help the business identify and pursue new business opportunities. Successful IT leaders will be the ones that become strategic business partners and decision influencers in their organizations. Unleashing the Power of IT describes in actionable detail, the new mindset, core skill set, and interpersonal tool set that are necessary for IT leaders to thrive in today's increasingly complex challenging business environment. * Provides tangible, hard-hitting, real-world strategies, techniques and approaches that will immediately transform your IT workforce and culture * Includes Top Ten lists of tips and techniques, proven frameworks and practical guidance to help you launch and sustain your IT culture change and professional development initiatives * Addresses how to build a client-focused IT culture; move your organization from order takers to trusted business partners, market IT's value, lead change with confidence, manage projects and vendor relationships A special feature of this book includes a chapter profiling several world-class organizations that have implemented the principles in this book. Learn about the culture change challenges they overcame and benefit from their best practices and successes.
Produktdetails
- Produktdetails
- Verlag: John Wiley & Sons
- Seitenzahl: 288
- Erscheinungstermin: 25. März 2011
- Englisch
- ISBN-13: 9781118044476
- Artikelnr.: 37486969
- Verlag: John Wiley & Sons
- Seitenzahl: 288
- Erscheinungstermin: 25. März 2011
- Englisch
- ISBN-13: 9781118044476
- Artikelnr.: 37486969
Dan Roberts is President and CEO of Ouellette & Associates Consulting, Inc., the IT leadership and professional development company known globally for developing the "human side" of the IT equation. Drawing on more than twenty-five years of industry experience, and based on their work helping more than 3,000 IT organizations transform their workforces and cultures, Roberts and his team share a road map for succeeding in today's increasingly complex, ever-changing business environment. Roberts has contributed to several books and published numerous articles in leading industry journals on topics relating to IT transformation and preparing IT for the future. To learn more, visit www.ouellette-online.com. OUELLETTE & ASSOCIATES CONSULTING, INC., has worked with more than 3,000 IT and shared service organizations since its founding in 1984 and is the leading provider of IT professional development and project management training, focusing on the "human side of technology." Unleashing the Power of IT: Bringing People, Business, and Technology Together has been years in the making and is based on this extensive real-world experience.
Foreword ix Preface xiii Acknowledgments xvii CHAPTER 1 Creating Your Twenty-First Century Workforce and Culture 1 Core Skills for Success 3 A Consistent Terminology 4 Who Will Benefit Most 5 Leveraging This Book 6 CHAPTER 2 Transforming Your IT Team 9 How to Make This Transition: Learn to Think Differently 13 Five Critical Success Factors that Enable IT Organizational Excellence 19 Conclusion: High-Performance Reality 28 CHAPTER 3 Building a Client-Focused IT Culture 31 What Good Service Looks Like 33 Service Skills and Mindsets 38 Strategies for Developing a Service Mentality 46 Conclusion 51 CHAPTER 4 Evolving into the Role of Consultant 55 What Exactly Is a Consultant's Role, Anyway? 58 Why Do I Need to Become More Consultative? 60 Learning to Change Hats: The Four Roles of IT 62 So, How Do I Become a Consultant? 64 How Difficult Can This Be? 72 Conclusion 74 CHAPTER 5 Negotiating: Getting What You Want without Damaging the Relationship 77 Position versus Interest Negotiations 79 Three Key Factors; Three-Step Process 82 Applying the Key Factors to the Second Step: Information Exchange 89 The Final Step: Now Comes the Bargaining 91 Conclusion: Effective Negotiators Are Made, Not Born 92 Notes 94 CHAPTER 6 Managing Projects: The Science and the Art 97 The Building Blocks of Project Management 100 Structuring Projects for Success 104 Developing Plans that Work 105 Managing to Successful Completion 108 The Four Tenets of the Project Manager's Mindset 112 Conclusion: Thinking like a Project Manager 118 CHAPTER 7 Changing Your Requirements-Gathering Mindset 121 The What, Not the How 124 The Importance of the Interview 127 Communicating through Pictures 131 Writing a Solid Requirements Document 134 Conclusion 136 CHAPTER 8 Sharpening Your Political Savvy 139 Picturing Yourself as a Political Player 141 IT and Politics: Historically Strange Bedfellows 142 A Five-Step Process for Developing Political Awareness 145 Developing Political Skills 150 Conclusion 156 CHAPTER 9 Marketing IT's Value 159 Marketing to the IT Department 162 Build Partnerships 165 Differentiate Yourself 166 Establish Credibility 168 Create Product and Service Awareness 169 Develop a Formal Plan 172 Determining Success 172 Conclusion 174 CHAPTER 10 Managing the Vendor Relationship 177 Both Sides of the Coin 178 Preparing for a New Role 180 Getting a Fresh Start 182 Seven Phases of Managing Vendor Partnerships 185 Conclusion 200 CHAPTER 11 Driving Change with Intent 203 Defining Terms 205 The Components of Change 205 Achieving Commitment Is Essential for Sustaining Change 206 Change Takes a Community 211 Clarity Precedes Activity 214 Messaging the Change 217 Conclusion 220 CHAPTER 12 Putting the Book into Action: Stories from the Trenches 223 A Newly Consultative IT Function Helps Drive St. Luke's Health System Transformation 224 At Marriott, a Transformed IT-Business Relationship Is the Underpinning for Hospitality Giant's Success 231 At Bowdoin College, Trust in IT Created a Culture of Change within a Haven of Liberal Arts 236 Conclusion 242 A Call to Action: Create Your Road Map for IT Transformation 243 Bibliography 245 About the Contributors 253 About O&A 257 Index 259
FOREWORD ix PREFACE xiii ACKNOWLEDGMENTS xvii ABOUT THE CONTRIBUTING
AUTHORS xix CHAPTER 1 Creating Your Twenty-First-Century Workforce and
Culture 1 Core Skills for Success 2 Assess Your Core Competencies 3 Who
Will Benefit Most? 4 Getting the Most out of This Book 5 CHAPTER 2
Transforming Your IT Team 7 How to Make This Transition: Learn to Think
Differently 10 Five Critical Success Factors That Enable IT Organizational
Excellence 14 Conclusion 21 CHAPTER 3 Driving Change with Intent 23
Defining Terms 24 The Components of Change 25 Achieving Commitment Is
Essential for Sustaining Change 25 Change Takes a Community 28 Clarity
Precedes Activity 31 Messaging the Change 34 Conclusion 36 CHAPTER 4
Building a Client-Focused IT Culture 39 What Good Service Looks Like 41
Service Skills for a New Mind-Set 43 Strategies for Developing a Service
Mentality 50 Conclusion 53 CHAPTER 5 Evolving into the Role of Consultant
55 What Is the Consultant's Role? 57 Why Do I Need to Become More
Consultative? 59 Learning to Change Hats: The Four Roles of IT 60 How Do I
Become a Consultant? 61 How Difficult Can This Be? 67 Conclusion 68 CHAPTER
6 Negotiating: Getting What You Want without Damaging the Relationship 71
Position versus Interest Negotiations 72 Three Steps and Three Key Factors
74 Applying the Key Factors to the Second Step: Information Exchange 80 The
Final Step: Now Comes the Bargaining 81 Conclusion 82 CHAPTER 7 Sharpening
Your Political Savvy 85 Picturing Yourself as a Political Player 86 IT and
Politics: Historically Strange Bedfellows 87 A Five-Step Process for
Developing Political Awareness 89 Developing Political Skills 92 Conclusion
96 CHAPTER 8 Managing Projects: The Science and the Art 99 The Building
Blocks of Project Management 101 Structuring Projects for Success 104
Developing Plans That Work 105 Managing to Successful Completion 107 The
Four Tenets of the Project Manager's Mind-Set 110 Conclusion 114 CHAPTER 9
Changing Your Requirements-Gathering Mind-Set 117 The What, Not the How 119
The Importance of the Interview 121 Communicating through Pictures 124
Writing a Solid Requirements Document 126 Conclusion 127 CHAPTER 10
Managing the Vendor Relationship 129 Both Sides of the Coin 130 Preparing
for a New Role 131 Getting a Fresh Start 133 The Seven Phases of Managing
Vendor Partnerships 135 Conclusion 145 CHAPTER 11 Marketing IT's Value 147
Market to the IT Department 149 Build Partnerships 151 Differentiate
Yourself 152 Establish Credibility 153 Create Product and Service Awareness
154 Develop a Formal Plan 155 Determine Your Success 156 Conclusion 157
CHAPTER 12 Creating the Social Organization 159 The Social Business
Framework 161 Conclusion 170 CHAPTER 13 O&A Clients in Action: Stories from
the Trenches 173 St. Luke's Health System: Transformation through a Newly
Consultative IT Function 174 Marriott: Success Enhanced through a
Transformed IT-Business Relationship 178 Bowdoin College: Trust in IT
Creates a Culture of Change 182 Conclusion 186 CHAPTER 14 Moving IT up the
Maturity Curve: IT Talent Management 187 Gaining a Core Competency Mind-Set
188 Moving up the IT Maturity Curve 189 Talent Management 2.0 191 A Look at
the Best of the Best 193 Conclusion 195 ACCESS YOUR FREE TRIAL OF IT SKILL
BUILDER 197 BIBLIOGRAPHY 199 INDEX 203
AUTHORS xix CHAPTER 1 Creating Your Twenty-First-Century Workforce and
Culture 1 Core Skills for Success 2 Assess Your Core Competencies 3 Who
Will Benefit Most? 4 Getting the Most out of This Book 5 CHAPTER 2
Transforming Your IT Team 7 How to Make This Transition: Learn to Think
Differently 10 Five Critical Success Factors That Enable IT Organizational
Excellence 14 Conclusion 21 CHAPTER 3 Driving Change with Intent 23
Defining Terms 24 The Components of Change 25 Achieving Commitment Is
Essential for Sustaining Change 25 Change Takes a Community 28 Clarity
Precedes Activity 31 Messaging the Change 34 Conclusion 36 CHAPTER 4
Building a Client-Focused IT Culture 39 What Good Service Looks Like 41
Service Skills for a New Mind-Set 43 Strategies for Developing a Service
Mentality 50 Conclusion 53 CHAPTER 5 Evolving into the Role of Consultant
55 What Is the Consultant's Role? 57 Why Do I Need to Become More
Consultative? 59 Learning to Change Hats: The Four Roles of IT 60 How Do I
Become a Consultant? 61 How Difficult Can This Be? 67 Conclusion 68 CHAPTER
6 Negotiating: Getting What You Want without Damaging the Relationship 71
Position versus Interest Negotiations 72 Three Steps and Three Key Factors
74 Applying the Key Factors to the Second Step: Information Exchange 80 The
Final Step: Now Comes the Bargaining 81 Conclusion 82 CHAPTER 7 Sharpening
Your Political Savvy 85 Picturing Yourself as a Political Player 86 IT and
Politics: Historically Strange Bedfellows 87 A Five-Step Process for
Developing Political Awareness 89 Developing Political Skills 92 Conclusion
96 CHAPTER 8 Managing Projects: The Science and the Art 99 The Building
Blocks of Project Management 101 Structuring Projects for Success 104
Developing Plans That Work 105 Managing to Successful Completion 107 The
Four Tenets of the Project Manager's Mind-Set 110 Conclusion 114 CHAPTER 9
Changing Your Requirements-Gathering Mind-Set 117 The What, Not the How 119
The Importance of the Interview 121 Communicating through Pictures 124
Writing a Solid Requirements Document 126 Conclusion 127 CHAPTER 10
Managing the Vendor Relationship 129 Both Sides of the Coin 130 Preparing
for a New Role 131 Getting a Fresh Start 133 The Seven Phases of Managing
Vendor Partnerships 135 Conclusion 145 CHAPTER 11 Marketing IT's Value 147
Market to the IT Department 149 Build Partnerships 151 Differentiate
Yourself 152 Establish Credibility 153 Create Product and Service Awareness
154 Develop a Formal Plan 155 Determine Your Success 156 Conclusion 157
CHAPTER 12 Creating the Social Organization 159 The Social Business
Framework 161 Conclusion 170 CHAPTER 13 O&A Clients in Action: Stories from
the Trenches 173 St. Luke's Health System: Transformation through a Newly
Consultative IT Function 174 Marriott: Success Enhanced through a
Transformed IT-Business Relationship 178 Bowdoin College: Trust in IT
Creates a Culture of Change 182 Conclusion 186 CHAPTER 14 Moving IT up the
Maturity Curve: IT Talent Management 187 Gaining a Core Competency Mind-Set
188 Moving up the IT Maturity Curve 189 Talent Management 2.0 191 A Look at
the Best of the Best 193 Conclusion 195 ACCESS YOUR FREE TRIAL OF IT SKILL
BUILDER 197 BIBLIOGRAPHY 199 INDEX 203
Foreword ix Preface xiii Acknowledgments xvii CHAPTER 1 Creating Your Twenty-First Century Workforce and Culture 1 Core Skills for Success 3 A Consistent Terminology 4 Who Will Benefit Most 5 Leveraging This Book 6 CHAPTER 2 Transforming Your IT Team 9 How to Make This Transition: Learn to Think Differently 13 Five Critical Success Factors that Enable IT Organizational Excellence 19 Conclusion: High-Performance Reality 28 CHAPTER 3 Building a Client-Focused IT Culture 31 What Good Service Looks Like 33 Service Skills and Mindsets 38 Strategies for Developing a Service Mentality 46 Conclusion 51 CHAPTER 4 Evolving into the Role of Consultant 55 What Exactly Is a Consultant's Role, Anyway? 58 Why Do I Need to Become More Consultative? 60 Learning to Change Hats: The Four Roles of IT 62 So, How Do I Become a Consultant? 64 How Difficult Can This Be? 72 Conclusion 74 CHAPTER 5 Negotiating: Getting What You Want without Damaging the Relationship 77 Position versus Interest Negotiations 79 Three Key Factors; Three-Step Process 82 Applying the Key Factors to the Second Step: Information Exchange 89 The Final Step: Now Comes the Bargaining 91 Conclusion: Effective Negotiators Are Made, Not Born 92 Notes 94 CHAPTER 6 Managing Projects: The Science and the Art 97 The Building Blocks of Project Management 100 Structuring Projects for Success 104 Developing Plans that Work 105 Managing to Successful Completion 108 The Four Tenets of the Project Manager's Mindset 112 Conclusion: Thinking like a Project Manager 118 CHAPTER 7 Changing Your Requirements-Gathering Mindset 121 The What, Not the How 124 The Importance of the Interview 127 Communicating through Pictures 131 Writing a Solid Requirements Document 134 Conclusion 136 CHAPTER 8 Sharpening Your Political Savvy 139 Picturing Yourself as a Political Player 141 IT and Politics: Historically Strange Bedfellows 142 A Five-Step Process for Developing Political Awareness 145 Developing Political Skills 150 Conclusion 156 CHAPTER 9 Marketing IT's Value 159 Marketing to the IT Department 162 Build Partnerships 165 Differentiate Yourself 166 Establish Credibility 168 Create Product and Service Awareness 169 Develop a Formal Plan 172 Determining Success 172 Conclusion 174 CHAPTER 10 Managing the Vendor Relationship 177 Both Sides of the Coin 178 Preparing for a New Role 180 Getting a Fresh Start 182 Seven Phases of Managing Vendor Partnerships 185 Conclusion 200 CHAPTER 11 Driving Change with Intent 203 Defining Terms 205 The Components of Change 205 Achieving Commitment Is Essential for Sustaining Change 206 Change Takes a Community 211 Clarity Precedes Activity 214 Messaging the Change 217 Conclusion 220 CHAPTER 12 Putting the Book into Action: Stories from the Trenches 223 A Newly Consultative IT Function Helps Drive St. Luke's Health System Transformation 224 At Marriott, a Transformed IT-Business Relationship Is the Underpinning for Hospitality Giant's Success 231 At Bowdoin College, Trust in IT Created a Culture of Change within a Haven of Liberal Arts 236 Conclusion 242 A Call to Action: Create Your Road Map for IT Transformation 243 Bibliography 245 About the Contributors 253 About O&A 257 Index 259
FOREWORD ix PREFACE xiii ACKNOWLEDGMENTS xvii ABOUT THE CONTRIBUTING
AUTHORS xix CHAPTER 1 Creating Your Twenty-First-Century Workforce and
Culture 1 Core Skills for Success 2 Assess Your Core Competencies 3 Who
Will Benefit Most? 4 Getting the Most out of This Book 5 CHAPTER 2
Transforming Your IT Team 7 How to Make This Transition: Learn to Think
Differently 10 Five Critical Success Factors That Enable IT Organizational
Excellence 14 Conclusion 21 CHAPTER 3 Driving Change with Intent 23
Defining Terms 24 The Components of Change 25 Achieving Commitment Is
Essential for Sustaining Change 25 Change Takes a Community 28 Clarity
Precedes Activity 31 Messaging the Change 34 Conclusion 36 CHAPTER 4
Building a Client-Focused IT Culture 39 What Good Service Looks Like 41
Service Skills for a New Mind-Set 43 Strategies for Developing a Service
Mentality 50 Conclusion 53 CHAPTER 5 Evolving into the Role of Consultant
55 What Is the Consultant's Role? 57 Why Do I Need to Become More
Consultative? 59 Learning to Change Hats: The Four Roles of IT 60 How Do I
Become a Consultant? 61 How Difficult Can This Be? 67 Conclusion 68 CHAPTER
6 Negotiating: Getting What You Want without Damaging the Relationship 71
Position versus Interest Negotiations 72 Three Steps and Three Key Factors
74 Applying the Key Factors to the Second Step: Information Exchange 80 The
Final Step: Now Comes the Bargaining 81 Conclusion 82 CHAPTER 7 Sharpening
Your Political Savvy 85 Picturing Yourself as a Political Player 86 IT and
Politics: Historically Strange Bedfellows 87 A Five-Step Process for
Developing Political Awareness 89 Developing Political Skills 92 Conclusion
96 CHAPTER 8 Managing Projects: The Science and the Art 99 The Building
Blocks of Project Management 101 Structuring Projects for Success 104
Developing Plans That Work 105 Managing to Successful Completion 107 The
Four Tenets of the Project Manager's Mind-Set 110 Conclusion 114 CHAPTER 9
Changing Your Requirements-Gathering Mind-Set 117 The What, Not the How 119
The Importance of the Interview 121 Communicating through Pictures 124
Writing a Solid Requirements Document 126 Conclusion 127 CHAPTER 10
Managing the Vendor Relationship 129 Both Sides of the Coin 130 Preparing
for a New Role 131 Getting a Fresh Start 133 The Seven Phases of Managing
Vendor Partnerships 135 Conclusion 145 CHAPTER 11 Marketing IT's Value 147
Market to the IT Department 149 Build Partnerships 151 Differentiate
Yourself 152 Establish Credibility 153 Create Product and Service Awareness
154 Develop a Formal Plan 155 Determine Your Success 156 Conclusion 157
CHAPTER 12 Creating the Social Organization 159 The Social Business
Framework 161 Conclusion 170 CHAPTER 13 O&A Clients in Action: Stories from
the Trenches 173 St. Luke's Health System: Transformation through a Newly
Consultative IT Function 174 Marriott: Success Enhanced through a
Transformed IT-Business Relationship 178 Bowdoin College: Trust in IT
Creates a Culture of Change 182 Conclusion 186 CHAPTER 14 Moving IT up the
Maturity Curve: IT Talent Management 187 Gaining a Core Competency Mind-Set
188 Moving up the IT Maturity Curve 189 Talent Management 2.0 191 A Look at
the Best of the Best 193 Conclusion 195 ACCESS YOUR FREE TRIAL OF IT SKILL
BUILDER 197 BIBLIOGRAPHY 199 INDEX 203
AUTHORS xix CHAPTER 1 Creating Your Twenty-First-Century Workforce and
Culture 1 Core Skills for Success 2 Assess Your Core Competencies 3 Who
Will Benefit Most? 4 Getting the Most out of This Book 5 CHAPTER 2
Transforming Your IT Team 7 How to Make This Transition: Learn to Think
Differently 10 Five Critical Success Factors That Enable IT Organizational
Excellence 14 Conclusion 21 CHAPTER 3 Driving Change with Intent 23
Defining Terms 24 The Components of Change 25 Achieving Commitment Is
Essential for Sustaining Change 25 Change Takes a Community 28 Clarity
Precedes Activity 31 Messaging the Change 34 Conclusion 36 CHAPTER 4
Building a Client-Focused IT Culture 39 What Good Service Looks Like 41
Service Skills for a New Mind-Set 43 Strategies for Developing a Service
Mentality 50 Conclusion 53 CHAPTER 5 Evolving into the Role of Consultant
55 What Is the Consultant's Role? 57 Why Do I Need to Become More
Consultative? 59 Learning to Change Hats: The Four Roles of IT 60 How Do I
Become a Consultant? 61 How Difficult Can This Be? 67 Conclusion 68 CHAPTER
6 Negotiating: Getting What You Want without Damaging the Relationship 71
Position versus Interest Negotiations 72 Three Steps and Three Key Factors
74 Applying the Key Factors to the Second Step: Information Exchange 80 The
Final Step: Now Comes the Bargaining 81 Conclusion 82 CHAPTER 7 Sharpening
Your Political Savvy 85 Picturing Yourself as a Political Player 86 IT and
Politics: Historically Strange Bedfellows 87 A Five-Step Process for
Developing Political Awareness 89 Developing Political Skills 92 Conclusion
96 CHAPTER 8 Managing Projects: The Science and the Art 99 The Building
Blocks of Project Management 101 Structuring Projects for Success 104
Developing Plans That Work 105 Managing to Successful Completion 107 The
Four Tenets of the Project Manager's Mind-Set 110 Conclusion 114 CHAPTER 9
Changing Your Requirements-Gathering Mind-Set 117 The What, Not the How 119
The Importance of the Interview 121 Communicating through Pictures 124
Writing a Solid Requirements Document 126 Conclusion 127 CHAPTER 10
Managing the Vendor Relationship 129 Both Sides of the Coin 130 Preparing
for a New Role 131 Getting a Fresh Start 133 The Seven Phases of Managing
Vendor Partnerships 135 Conclusion 145 CHAPTER 11 Marketing IT's Value 147
Market to the IT Department 149 Build Partnerships 151 Differentiate
Yourself 152 Establish Credibility 153 Create Product and Service Awareness
154 Develop a Formal Plan 155 Determine Your Success 156 Conclusion 157
CHAPTER 12 Creating the Social Organization 159 The Social Business
Framework 161 Conclusion 170 CHAPTER 13 O&A Clients in Action: Stories from
the Trenches 173 St. Luke's Health System: Transformation through a Newly
Consultative IT Function 174 Marriott: Success Enhanced through a
Transformed IT-Business Relationship 178 Bowdoin College: Trust in IT
Creates a Culture of Change 182 Conclusion 186 CHAPTER 14 Moving IT up the
Maturity Curve: IT Talent Management 187 Gaining a Core Competency Mind-Set
188 Moving up the IT Maturity Curve 189 Talent Management 2.0 191 A Look at
the Best of the Best 193 Conclusion 195 ACCESS YOUR FREE TRIAL OF IT SKILL
BUILDER 197 BIBLIOGRAPHY 199 INDEX 203