Information Technology Strategy and Management: Best Practices

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ISBN: 9781599048024 | 1599048027
Cover: Hardcover
Copyright: 1/31/2009

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"Information Technology Strategy and Management: Best Practices describes the principles and methodologies for crafting and executing a successful business-aligned IT strategy to provide businesses with value delivery. This book dispenses best practices in holistic management of businesses, people, and systems for IT strategy to researchers, educators, students, and IT professionals."--BOOK JACKET.

Foreword	p. viii
Preface	p. xi
Acknowledgment	p. xxix
Theories and Models of Business Firms	p. 1
Introduction	p. 1
Resource-Based Theory of the Firm	p. 2
Activity-Based Theory of the Firm	p. 3
Value Configuration of the Firm	p. 4
The Firm as a Value Chain	p. 4
The Firm as a Value Shop	p. 5
The Firm as a Value Network	p. 8
Comparison of Value Configurations	p. 9
Business Model of the Firm	p. 10
E-Business Models	p. 14
Appropriate E-Business Models for E-Strategies	p. 22
Summary	p. 27
References	p. 29
Strategic Management Principles	p. 31
Introduction	p. 31
Basic Principles of Strategy	p. 32
Corporate Strategy	p. 34
Strategic Management	p. 35
Strategic Planning	p. 39
Measurement of Competitive Strategy	p. 40
Resource-Based Strategy	p. 44
Activity-Based Strategy	p. 46
Ethics in IT	p. 47
Business Strategy Analysis	p. 49
Analyzing Needs for Change: The Strategy	p. 62
E-Strategy	p. 64
Summary	p. 69
References	p. 70
Endnotes	p. 72
Strategic Alignment, IT Value, and Organizational Analysis	p. 73
Introduction	p. 73
Strategic Alignment	p. 74
IT Value and Organizational Analysis	p. 77
Summary	p. 99
References	p. 100
Critical Success Factors of IT Strategy	p. 102
Introduction	p. 102
IT and Business as One	p. 103
Acting as One Behaviorally	p. 107
Acting as One Organizationally	p. 108
Overview of the Critical Success Factors	p. 110
Strategy Direction Setting Alignment	p. 114
Strategic Planning Alignment	p. 116
Strategy Execution Alignment	p. 121
Monitoring Business Outcomes Against Strategic Objectives	p. 124
Recommendations	p. 127
Summary	p. 128
References	p. 129
Endnote	p. 130
Strategic Alignment for Business Value Creation	p. 131
Introduction	p. 131
Strategic Alignment Principles	p. 132
Strategy Direction	p. 145
Strategic Planning	p. 147
Strategy Execution	p. 153
Business Outcome Monitoring	p. 154
Global IT Strategy and Management	p. 156
IT Strategy Map	p. 159
Summary	p. 163
References	p. 164
Endnotes	p. 166
Enterprise and Technology Architectures	p. 167
Introduction	p. 167
Enterprise Architecture Principles	p. 169
Spewak Enterprise Architecture Planning (EAP) Methodology	p. 171
Carbone Enterprise Architecture Toolkit	p. 173
Industry and International Architecture Framework Standards	p. 176
The Open Group Enterprise Architecture Framework	p. 179
Ross-Weill-Robertson Model	p. 182
Ross-Weill-Robertson Enterprise Architecture	p. 186
Gartner Enterprise Architecture	p. 186
Business Architecture	p. 193
Information Architecture	p. 197
Application Architecture	p. 203
Technology Architecture	p. 205
TOGAF Architecture Reference Models	p. 211
Architecture Governance	p. 212
Practice Experiences	p. 214
Summary	p. 218
References	p. 219
Endnotes	p. 221
Strategic Programs: Planning and Execution	p. 222
Introduction	p. 222
Cassidy Strategic Planning Model	p. 223
Y Strategic Planning Model	p. 226
Implementing Plan	p. 235
Barriers to Implementation	p. 237
Resources Needed for the Implementation	p. 238
Implementation Predictors	p. 241
IT Strategy Evaluation: Evaluating the Results	p. 242
Enterprise Architecture Driven IT Strategic Plan	p. 245
Summary	p. 252
References	p. 254
Endnotes	p. 255
Strategic IT Resources and Sourcing Strategy	p. 256
Introduction	p. 256
Characteristics of Strategic Resources	p. 258
Strategic IT Resources	p. 261
Outsourcing Definitions	p. 265
IT Organizational Principles to Facilitate Outsourcing	p. 267
Outsourcing Opportunities	p. 268
Outsourcing Threats	p. 270
IT Sourcing Options	p. 276
Distinctive Nature of IT Sourcing	p. 278
Sourcing Alternatives	p. 280
IT Outsourcing Decisions	p. 286
Outsourcing Performance	p. 288
Transformational Outsourcing	p. 289
Global Outsourcing	p. 292
Dimensions of IT Outsourcing Strategy	p. 295
Sourcing Theories	p. 297
Theories of the Firm	p. 298
Economic Theories	p. 300
Relational Theories	p. 301
Comparison of Theories	p. 306
Case Examples: Sourcing Strategies	p. 306
Summary	p. 310
References	p. 311
Endnote	p. 314
The CIO Enabling IT Governance	p. 315
Introduction	p. 315
What is IT Governance?	p. 315
Corporate Governance	p. 317
Contracts in Governance	p. 318
Governance and Management Roles	p. 323
Why is IT Governance Important?	p. 323
The Outsourcing Governance Model	p. 325
How to Succeed as a Client	p. 329
How to Succeed as a Vendor	p. 329
CIO Leadership and IT Governance	p. 329
The CIO Position	p. 332
Hybrid Manager	p. 337
Roles and Responsibilities	p. 340
Leadership Behavior	p. 342
CIO's Influence Behavior	p. 343
Work Experience	p. 346
The New CIO Leader	p. 349
CIO Backgrounds	p. 350
The CEO-CIO Relationship	p. 351
Summary	p. 352
References	p. 353
Business Innovation and Information Management	p. 356
Introduction	p. 356
Business Innovation Types	p. 357
Characteristics and Scale of Innovation	p. 363
Value of IT: Levels of Business Transformation Capabilities	p. 367
Information Capabilities for Innovation	p. 370
IT-Driven Business Innovation	p. 375
IT Value in Disruptive Innovations	p. 376
Innovative IT Management	p. 378
Conditions for Innovation	p. 379
Drivers of Innovation	p. 381
Innovation Process and Infrastructure	p. 382
Innovation Management Measurement	p. 385
Summary	p. 388
References	p. 388
Endnotes	p. 391
Innovation Driven Knowledge Management	p. 392
Introduction: Knowledge Drives Innovation	p. 392
Knowledge as a Strategic Resource	p. 393
Characteristics of Knowledge	p. 395
The Knowledge-Strategy Link	p. 396
Approaches to Knowledge Management	p. 398
The Economic School	p. 398
The Organizational School	p. 403
The Strategic School	p. 409
Chief Knowledge Officer	p. 412
IT Requirements of Knowledge Management	p. 416
IS/IT in Knowledge Management	p. 417
Knowledge Management Processes	p. 419
Summary	p. 424
References	p. 425
Business-Aligned IT Strategy Case Example: CLP Group, Hong Kong	p. 428
Introduction	p. 428
CLP Group Company Profile	p. 429
CLP Group Vision/Mission	p. 430
Strategic Positioning	p. 430
CLP Group Strategy	p. 431
CLP IT Strategy	p. 431
CLP Strategy Map	p. 432
CLP Financial Perspective	p. 433
CLP Customer Perspective	p. 433
CLP Internal Perspective (Core Processes)	p. 435
CLP Learning and Growth Perspective Information Capital (IT Strategy)	p. 437
Commercial Benefits Delivered by CLP Group IT Strategy	p. 454
Summary	p. 456
References	p. 457
Endnotes	p. 457
About the Authors	p. 459
Index	p. 461
Table of Contents provided by Ingram. All Rights Reserved.

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