Computers and communication networks enable companies to compete in two primary ways (Porter, 2001):
• Low Cost—competing with other businesses by being a low-cost producer of a good or a service
• Differentiation—competing with other businesses by offering products or services that customers
prefer due to a superiority in characteristics such as product innovativeness or image, product quality, or
customer service
Usage of computers can lower the costs of products or services by automating business transactions, shortening order cycle times, and providing data for better operational decision
making. Since the 1980s, a flood of innovations in hardware as well as software have led to efficiency gains in manufacturing firms —such as shortening the time to develop new products with computer aided design tools; optimizing a plant floor process with software that implements a human expert’s decision rules; and speedily changing a production line with computerized planning systems based on sales information.
Managing IT Resources
Companies in different industries requires IT leaders who know how to effectively plan for and manage the organization’s IT resources, as well as IT-savvy business leaders who can
envision strategic IT utilization . Three types of IT resources are to be managed.
TECHNOLOGY INFRASTRUCTURE
Managing technology resources requires effective planning, building, and operating of a computer and communications infrastructure—an information “utility”—so that managers and other employees have the right information available as needed, anytime, anywhere. Computer users expect computers to be up and running, and networks to be available and fast, so that they can access software applications and data quickly and easily. Organizations now have high operational dependence on IT systems. If an information system fails for a minute or more, or online response time exceeds a few seconds, employees can’t get their work done and business revenues suffer.
The primary IT management role today is to manage the costs and vulnerabilities of the computing “utility”—the data centers and networks that provide access to business data and applications . However, while this is a critical IT management role, sometimes outsourced to IT vendors.
Managing IT also requires identifying what new technologies to invest in and how to specifically tailor
these new IT solutions to improve the way a specific company does business. Effective management of the technology asset therefore requires not only skilled IT managers and IT professionals—the human resources asset—but also active participation by business managers as captured by the third IT asset: the business/IT relationship asset.
HUMAN RESOURCES
Managing the people resources for any business function requires attention to recruiting, developing, and retaining the best talent available. Today there is a high demand not just for IT personnel with specialized technology skills but also for personnel who have both technology skills coupled with business knowledge and interpersonal skills. Business analyst and systems analyst roles require personnel who can understand the IT needs of workers in marketing, accounting, manufacturing, and other business functions, as well as knowledge of an industry (e.g., financial services or healthcare). IT professionals who have a business education, as well as technical skills, are therefore especially in demand for these types of roles. Business-facing positions such as these are also most effectively sourced by internal employees—not by employees of an outsourcing firm or by temporary external personnel.
BUSINESS/IT RELATIONSHIPS
How well an organization uses joint IT-business decision making for making investments in a firm’s technology assets is so critical today that there needs to be a “blending” or “fusion” of IT and the business. Achieving business value from IT investments requires aligned goals for strong working partnerships between business managers and IT managers to develop the business case for
investing in new IT solutions and skill sets, for specifying the business requirements that will be used to design new IT applications, and for effectively implementing these new IT solutions so that the potential benefits become realized benefits.
Managing Information Technology, 7/E
Carol V. Brown, Daniel W. DeHayes, SLATER, North Shore Community College
Wainright E. Martin, William C. Perkins
ISBN-10: 0132146320 • ISBN-13: 9780132146326
©2012 • Prentice Hall • Cloth, 744 pp
Published 03/08/2011 •
Suggested retail price: $269.40
Table of Contents
PART I: INFORMATION TECHNOLOGY
Chapter 1. Managing IT in a Digital World
Chapter 2. Computer Systems
Chapter 3. Telecommunications and Networking
Chapter 4. The Data Resource
PART II: APPLYING INFORMATION TECHNOLOGY
Chapter 5. Enterprise Systems
Chapter 6. Managerial Support Systems
Chapter 7. E-Business Systems
PART III: ACQUIRING INFORMATION SYSTEMS
Chapter 8. Basic Systems Concepts and Tools
Chapter 9. Methodologies for Custom Software Development
Chapter 10. Methodologies for Purchased Software Packages
Chapter 11. IT Project Management
PART IV: THE INFORMATION MANGEMENT SYSTEM
Chapter 12. Planning Information Systems Resources
Chapter 13. Leading the Information Systems Function
Chapter 14. Information Security
Chapter 15. Legal, Ethical, and Social Issues
Critical Success Factors of Business-managed IT: It Takes Two to Tango
Stefan Klotz,Markus Westner &Susanne Strahringer
Information Systems Management, 2021
This paper identifies critical success factors of Business-managed IT based on case study results. Four groups of critical success factors emerge:
(1) general approach to Business-managed IT/Business-managed IT strategy,
(2) Business-managed IT project prerequisites/Business-managed IT team,
(3) Business-managed IT project execution and outcome, and
(4) information technology management for Business-managed IT.
The results suggest that bilateral responsibility between the business unit and the IT organization is the most favorable governance option for Business-managed IT.
https://cogentoa.tandfonline.com/doi/abs/10.1080/10580530.2021.1938300
The Right Mind-set for Managing Information Technology
by M. Bensaou and Michael J. Earl
From the Magazine (September–October 1998)
https://hbr.org/1998/09/the-right-mind-set-for-managing-information-technology
IT Systems Management, 2/E
Rich Schiesser, La Habra, California
ISBN-10: 0137025068 • ISBN-13: 9780137025060
©2010 • Prentice Hall • Cloth, 600 pp
Published 01/28/2010 • Instock
Suggested retail price: $64.99
Table of Contents
Preface. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix
Acknowledgments . . . . . . . . . . . . . . . . . . . . . xxxviii
About the Author. . . . . . . . . . . . . . . . . . . . . . . . . . xli
Chapter 1 Acquiring Executive Support . . . . . . . . . . . . . . . . . 1
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Systems Management: A Proposed Definition . . . . . . . . . . . . . . . . 2
Why Executive Support Is Especially Critical Today . . . . . . . . . . . . . 3
Building a Business Case for Systems Management . . . . . . . . . . . 4
Educating Executives on the Value of Systems Management . . . . . 7
Three Universal Principles Involving Executive Support . . . . . . . .9
Developing a Powerful Weapon for Executive
Support–Business Metrics . . . . . . . . . . . . . . . . . . . . . . . .9
Ensuring Ongoing Executive Support . . . . . . . . . . . . . . . . . . .12
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Chapter 2 Organizing for Systems Management . . . . . . . . . . 15
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Factors to Consider in Designing IT Organizations . . . . . . . . . . . . 16
Factors to Consider in Designing IT Infrastructures . . . . . . . . . . . 19
Locating Departments in the Infrastructure . . . . . . . . . . . . . . .19
Recommended Attributes of Process Owners . . . . . . . . . . . . .25
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Chapter 3 Staffing for Systems Management . . . . . . . . . . . . 31
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Determining Required Skill Sets and Skill Levels . . . . . . . . . . . . . 32
Assessing the Skill Levels of Current Onboard Staff. . . . . . . . . . . 35
Alternative Sources of Staffing . . . . . . . . . . . . . . . . . . . . . . . .39
Recruiting Infrastructure Staff from the Outside . . . . . . . . . . . .40
Selecting the Most Qualified Candidate . . . . . . . . . . . . . . . . . . . 41
Retaining Key Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Using Consultants and Contractors . . . . . . . . . . . . . . . . . . . . . . 46
Benefits of Using Consultants and Contractors . . . . . . . . . . . .47
Drawbacks of Using Consultants and Contractors . . . . . . . . . .48
Steps for Developing Career Paths for Staff Members . . . . . . .50
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Chapter 4 Customer Service . . . . . . . . . . . . . . . . . . . . . . . . . 55
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
How IT Evolved into a Service Organization . . . . . . . . . . . . . . . . . 55
The Four Key Elements of Good Customer Service. . . . . . . . . . . . 57
Identifying Your Key Customers . . . . . . . . . . . . . . . . . . . . . . .57
Identifying Key Services of Key Customers . . . . . . . . . . . . . . .59
Identifying Key Processes that Support Key Services . . . . . . . .64
Identifying Key Suppliers that Support Key Processes . . . . . . .64
Integrating the Four Key Elements of Good Customer Service . . . . 64
The Four Cardinal Sins that Undermine Good Customer Service . . 68
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Chapter 5 Ethics, Legislation, and Outsourcing. . . . . . . . . . . 73
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
The RadioShack Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
The Tyco Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
The WorldCom Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77
The Enron Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79
Legislation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Sarbanes-Oxley Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82
Graham-Leach-Bliley Act . . . . . . . . . . . . . . . . . . . . . . . . . . . .83
California Senate Bill 1386 . . . . . . . . . . . . . . . . . . . . . . . . . .84
Outsourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Chapter 6 Comparison to ITIL Processes. . . . . . . . . . . . . . . . 89
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Developments Leading Up To ITIL. . . . . . . . . . . . . . . . . . . . . . . . 90
IT Service Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
The Origins of ITIL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Quality Approach and Standards . . . . . . . . . . . . . . . . . . . . . .97
Criteria to Differentiate Infrastructure Processes. . . . . . . . . . . . . 98
Comparison of Infrastructure Processes. . . . . . . . . . . . . . . . . . 100
Ten Common Myths Concerning the Implementation of ITIL . . . . 102
Myth #1: You Must Implement All ITIL or No ITIL at All . . . . . .102
Myth #2: ITIL is Based on Infrastructure Management Principles . . . . . . .103
Myth #3: ITIL Applies Mostly to Data Center Operations . . . . .103
Myth #4: Everyone Needs to be Trained on ITIL Fundamentals . . . . . . . . . . . . . . . .104
Myth #5: Full Understanding of ITIL Requires Purchase of Library . . . . . .104
Myth #6: ITIL Processes Should be Implemented Only One at a Time . . . . . . . .105
Myth #7: ITIL Provides Detailed Templates for Implementation . . .. . . . . . . . . .105
Myth #8: ITIL Framework Applies Only to Large Shops . . . . . .106
Myth #9: ITIL Recommends Tools to Use for Implementation . . . . . . . . . . . .106
Myth #10: There Is Little Need to Understand ITIL Origins . . .106
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Chapter 7 Availability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Definition of Availability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Differentiating Availability from Uptime . . . . . . . . . . . . . . . . . . . 110
Differentiating Slow Response from Downtime . . . . . . . . . . . . . 112
Differentiating Availability from High Availability . . . . . . . . . . . . . 114
Desired Traits of an Availability Process Owner . . . . . . . . . . . . . 115
Methods for Measuring Availability . . . . . . . . . . . . . . . . . . . . . . 116
The Seven Rs of High Availability . . . . . . . . . . . . . . . . . . . . . . . 120
Redundancy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .121
Reputation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .122
Reliability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123
Repairability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .125
Recoverability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .125
Responsiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .126
Robustness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .126
Assessing an Infrastructure’s Availability Process . . . . . . . . . . . 127
Measuring and Streamlining the Availability Process . . . . . . . . . 131
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Chapter 8 Performance and Tuning . . . . . . . . . . . . . . . . . . . 135
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Differences between the Performance and Tuning Process and Other Infrastructure Processes . . . . . . . . . . . . . . . . . 136
Definition of Performance and Tuning . . . . . . . . . . . . . . . . . . . . 138
Preferred Characteristics of a Performance and Tuning Process Owner . . . . . . . . . . . 139
Performance and Tuning Applied to the Five Major Resource Environments. . . . . . . . 141
Server Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .141
Disk Storage Environment . . . . . . . . . . . . . . . . . . . . . . . . . .143
Database Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . .147
Network Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . .151
Desktop Computer Environment . . . . . . . . . . . . . . . . . . . . . .152
Assessing an Infrastructure’s Performance and Tuning Process . . . . . . . . . . . . . . 155
Measuring and Streamlining the Performance and Tuning
Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Chapter 9 Production Acceptance. . . . . . . . . . . . . . . . . . . . 161
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Definition of Production Acceptance . . . . . . . . . . . . . . . . . . . . . 161
The Benefits of a Production Acceptance Process . . . . . . . . . . . 162
Implementing a Production Acceptance Process . . . . . . . . . . . . 164
Step 1: Identify an Executive Sponsor . . . . . . . . . . . . . . . . .164
Step 2: Select a Process Owner . . . . . . . . . . . . . . . . . . . . . .165
Step 3: Solicit Executive Support . . . . . . . . . . . . . . . . . . . . .166
Step 4: Assemble a Production Acceptance Team . . . . . . . . .166
Step 5: Identify and Prioritize Requirements . . . . . . . . . . . . .167
Step 6: Develop Policy Statements . . . . . . . . . . . . . . . . . . .168
Step 7: Nominate a Pilot System . . . . . . . . . . . . . . . . . . . . .169
Step 8: Design Appropriate Forms . . . . . . . . . . . . . . . . . . . .169
Step 9: Document the Procedures . . . . . . . . . . . . . . . . . . . .170
Step 10: Execute the Pilot System . . . . . . . . . . . . . . . . . . . .170
Step 11: Conduct a Lessons-Learned Session . . . . . . . . . . .174
Step 12: Revise Policies, Procedures, and Forms . . . . . . . . .174
Step 13: Formulate Marketing Strategy . . . . . . . . . . . . . . . .174
Step 14: Follow-up for Ongoing Enforcement and Improvements . . . . . . . . . . . . . . .174
Full Deployment of a New Application . . . . . . . . . . . . . . . . . . . . 175
Distinguishing New Applications from New Versions of Existing Applications . . . . . . . . . . . . . . . . . . . 176
Distinguishing Production Acceptance from Change Management . . . . . . . . . . . . . 176
Case Study: Assessing the Production Acceptance Process at Seven Diverse Companies. . . . 177
The Seven Companies Selected . . . . . . . . . . . . . . . . . . . . . .177
Selected Companies Comparison in Summary . . . . . . . . . . .198
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . 203
Chapter 10 Change Management . . . . . . . . . . . . . . . . . . . . . 205
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
Definition of Change Management . . . . . . . . . . . . . . . . . . . . . . 205
Drawbacks of Most Change Management Processes . . . . . . . . . 207
Key Steps Required in Developing a Change Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
Step 1: Identify an Executive Sponsor . . . . . . . . . . . . . . . . .209
Step 2: Assign a Process Owner . . . . . . . . . . . . . . . . . . . . .210
Step 3: Select a Cross-Functional Process Design Team . . . .211
Step 4: Arrange for Meetings of the Cross-Functional Process Design Team . . . . . . . . . . . . . . . . . . . . . . . . . . .211
Step 5: Establish Roles and Responsibilities for Members Supporting the Process Design Team . . . . . . . . . . . . . . . .211
Step 6: Identify the Benefits of a Change Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .212
Step 7: If Change Metrics Exist, Collect and Analyze them; If Not, Set Up a Process to Do So . . . . . . . . . . . . . . . . . . .213
Step 8: Identify and Prioritize Requirements . . . . . . . . . . . . .213
Step 9: Develop Definitions of Key Terms . . . . . . . . . . . . . . .215
Step 10: Design the Initial Change Management Process . . .216
Step 11: Develop Policy Statements . . . . . . . . . . . . . . . . . .221
Step 12: Develop a Charter for a Change Advisory Board (CAB) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .222
Step 13: Use the CAB to Continually Refine and Improve the Change Management Process . . . . . . . . . . . . . . . . . . . . .223
Emergency Changes Metric . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
Assessing an Infrastructure’s Change Management Process . . . 224
Measuring and Streamlining the Change Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Test Your Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Suggested Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Chapter 11 Problem Management. . . . . . . . . . . . . . . . . . . . . 231
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
Definition of Problem Management . . . . . . . . . . . . . . . . . . . . . 231
Scope of Problem Management . . . . . . . . . . . . . . . . . . . . . . . . 232
Distinguishing Between Problem, Change, and Request Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233
Distinguishing Between Problem Management and Incident Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
The Role of the Service Desk. . . . . . . . . . . . . . . . . . . . . . . . . . 236
Segregating and Integrating Service Desks . . . . . . . . . . . . . . . . 237
Key Steps to Developing a Problem Management Process . . . . . 239
Step 1: Select an Executive Sponsor . . . . . . . . . . . . . . . . . .239
Step 2: Assign a Process Owner . . . . . . . . . . . . . . . . . . . . .240
Step 3: Assemble a Cross-Functional Team . . . . . . . . . . . . . .241
Step 4: Identify and Prioritize Requirements . . . . . . . . . . . . .241
Step 5: Establish a Priority and Escalation Scheme . . . . . . . .243
Step 6: Identify Alternative Call-Tracking Tools . . . . . . . . . . . .243
Step 7: Negotiate Service Levels . . . . . . . . . . . . . . . . . . . . .243
Step 8: Develop Service and Process Metrics . . . . . . . . . . . .245
Step 9: Design the Call-Handling Process . . . . . . . . . . . . . . .245
Step 10: Evaluate, Select, and Implement the Call-Tracking Tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .245
Step 11: Review Metrics to Continually Improve the Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .246
Opening and Closing Problems . . . . . . . . . . . . . . . . . . . . . . . . 246
Client Issues with Problem Management . . . . . . . . . . . . . . . . . 247
Strategic Management of Information Systems
Front Cover
Keri Pearlson, Carol S. Saunders
Wiley, 2009 - 374 p
Information Systems Management In Practice
Author: McNurlin, C.B; Sprague, R.H.; Bui, T. (Eds)
Publisher: Pearson International Edition
Edition: 8
Year: 1998 (
rev. 2009)
Pages: 597 pages
ISBN: 978-0-13-157951-4
Price: £52.99
BOOK REVIEW
The booksuccessfully guides the student reader through a basic introduction to aspects of information technology. Using case-driven analyses in order to explore examples, the authors have striven to make sure that this edition is as comprehensive as possible. A chapter on the digital economy, for example, now reflects the changing face of distributed systems and distributed computing.
Whilst many varieties of networks – both
historical and modern - are discussed in terms of their utility and architecture, little is said about the
potential problems with the drafting and construction of such systems. This is possibly an area of
expansion for a future edition, and would be appreciated by both information management
professionals and others from the specialised areas of librarianship and archives, finance, and medical
sciences.
This text, then, should be recommended as a basic text for those unfamiliar with the work of the IS technician, the systems analyst or IT worker within business. As a reflection of the wider awareness of the importance of information and knowledge management in business, two chapters in particular stand out as key reading for the target student audience. Supporting IT-enabled collaboration, and knowledge management are wide topics with a firm basis in professional progression of IS. There are overlaps of subjects with many other disciplines, and within both science and business cases, these show the wideness and diversity of the relevance of these topics.
The construction of the chapters is a positive learning mechanism for students at any level. Case
studies show the direct life-relevance to the discussed IS mechanisms, and allow for a longer discussion
of relevant issues. Exercises and review – discussion questions at the end of each chapter look to
enhance reader awareness of the text, whilst encouraging individual development by readers seeking
out their own examples through business and other potential, real-life cases.
The overall presentation of the text is clear.. This is the book’s major approach: units as
chapters are a common concept, and whilst this book does not move away from that in any great
measure, it provides more case-study based content integrated within each unit than commonly found.
Overall, this is a thorough and standard text for basic awareness of IS management and issues
surrounding current IS practice. Its main highlights are the currency of the topics chosen, its proactive
approach to drawing the attention of the reader out towards real-life IS practices, and its firm basis of
observations rooted in practice.
Information Systems Management, 8/E
Barbara McNurlin
Ralph Sprague
Tung Bui
ISBN-10: 0132437155 • ISBN-13: 9780132437158
©2009 • Prentice Hall • Paper, 640 pp
Published 09/05/2008 • Instock
Suggested retail price: $259.20
Table of Contents
Preface
CHAPTER 1 Information Systems Management in the global economy
PART I LEADERSHIP ISSUES IN THE DIGITAL ECONOMY
CHAPTER 2 The Top is Job
CHAPTER 3 Strategic uses of Information Technology
CHAPTER 4 Strategic Information Systems Planning
PART II MANAGING THE ESSENTIAL TECHNOLOGIES IN THE DIGITAL ECONOMY
CHAPTER 5 Designing Corporate IT Architecture
CHAPTER 6 Managing Telecommunications
CHAPTER 7 Managing Corporate Information Resources
CHAPTER 8 Managing Partnership-Based IT Operations
PART III MANAGING SYSTEM DEVELOPMENT
CHAPTER 9 Technology for Developing effective Systems
CHAPTER 10 Management Issues in System Development
CHAPTER 11 Managing Information Security
PART IV SYSTEMS FOR SUPPORTING KNOWLEDGE-BASED WORK
CHAPTER 12 Supporting Information-centric Decision Making
CHAPTER 13 Supporting IT-enabled Collaboration
CHAPTER 14 Supporting Knowledge Work
CHAPTER 15 The Opportunities and Challenges Ahead
Glossary
Index
Ud 9.12.2021
Pub: 18.3.2016
