IT for Business (IT4B)

This book reads like a conversation on IT service management. Rather than reinventing traditional IT frameworks or methods, IT4B provides a coherent understanding of digital readiness for your enterprise. It offers insight and coaching, rather than ready-made advice because not all businesses work best with a one-size-fits-all approach.

• Cover
• Title
• Copyright
• Foreword
• About The Authors
• Acknowledgements
• Contents
• Technology Transforming Art
  • Hockney on IT4B
  • Hockney and the 15th-century painting transformation
  • How is IT4B used?
• Chapter One: From Genesis to Revolution
  • Que sera, sera, what will IT4B
  • Taking Tiger Mountain (by Strategy)
• Chapter Two: It’s a Question of Balance
  • Expanding the concepts
  • The camera obscura for business and IT
• Chapter Three: The ‘Roman Riding’ of Governance
  • Governance is not the same as management
  • Outcome (and output)
  • Developments & Trends
  • Identifying strategic themes
  • Prioritisation and governance
  • Effectiveness & Efficiency
  • Effectiveness versus efficiency
  • Effectiveness and efficiency in the real world
  • Management reports
  • The ‘output’ or the ‘outcome’?
  • Opportunities & Risks
  • Risk
  • Opportunity
• Chapter Four: The Equilibrium of Strategy
  • The dynamics of strategy and IT
  • Gateway guidance
  • Outcome and output
  • Architecture & Portfolio
  • Strategies and the stages of strategy development
  • Roles & Responsibilities
  • Roles & Responsibilities
  • Objectives & Requirements
  • Managing the relationship with the customer
  • E-business
  • Problems
  • Sourcing & Sponsoring
• Chapter Five: The Outer Limits of Improvement
  • What could possibly go wrong by improving?
  • Improvement and IT
  • Output or outcome?
  • Resources & Activities
  • Digital service requirements
  • Design of the digital service
  • Assembly
  • Maintain your stakeholder perspectives on IT
  • Skills & Competences
  • Understanding capabilities
  • Design & Realisation
  • Design phase
  • Build phase
  • Review & Validation
• Chapter Six: The Challenge of Operation
  • The front line
  • Output (and outcome)
  • Contracts & Agreements
  • Managing contracts and service performance
  • What is contract management?
  • Intelligent/informed customer capability
  • Managing multiple interfaces
  • Who is involved?
  • Critical success factors
  • Foundations for contract management
  • Other issues
  • Implementation & Transition
  • Deployment & Maintenance
  • Checklist/activities
  • Requirements
  • Design
  • Build
  • Deploy
  • Operate
  • Service & Support
  • Service & Support for the business
  • Supporting the user of digital services
• Chapter Seven: Digital Readiness and Innovation
• Chapter Eight: Mythical Airlines Case Study
  • Mythical Airlines Ltd
  • The IT interaction
  • Think about service characteristics
  • Partners
  • Key points
  • Transactions
  • Training and documentation
• Chapter Nine: The Bottom Line
  • Transformation
  • The key drivers of transformation
  • Define digital
• Appendix A: Theories About Organisational Change
  • Why IT4B?
• Appendix B: Useful Pointers In Formulating Business And IT strategy
  • General
  • Requirement focus
  • Demand focus
  • Purchasing approach
  • Service definition
  • Current service performance
  • Degrees of integration
  • Technology familiarity and maturity
• Appendix C: A Communications Strategy
• Appendix D: Skills
  • Successful delivery skills framework
  • Possible maturity levels
  • How the framework could be designed
  • How to use the framework
  • Leadership
  • Finance
  • Programme and project delivery
  • Specific responsibilities
• Appendix E: Thoughts About Testing The Design Of Services
  • Test management
• Appendix F: Performance
  • Design or procurement details
  • Effectiveness
  • Performance
• Appendix G: Maintenance
  • Optimise
  • People
  • Business process
  • Technology
• Further Reading