{"product_id":"from-business-strategy-to-it-action-9780471491910","title":"From Business Strategy to It Action","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eFrom Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as:\u003cbr\u003e * The Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company''s entire IT budget\u003cbr\u003e * Methods for using IT Impact Management to establish IT culture and performance models for the business\/IT connection\u003cbr\u003e * The IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results\u003cbr\u003e * And much more\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"The book provides a road map for C-level executives, including CIOs, on how to manage and invest in IT to deliver business value.\" (\u003ci\u003eCOMPUTERWORLD\u003c\/i\u003e; 11\/29\/04)\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePreface.  \u003cp\u003eAcknowledgments.\u003c\/p\u003e \u003cp\u003eCHAPTER 1: Define the Goals.\u003c\/p\u003e \u003cp\u003eToday’s Reality.\u003c\/p\u003e \u003cp\u003eThe Entire IT Spend: Reducing Cost and Improving Bottom-Line Impact.\u003c\/p\u003e \u003cp\u003eThe Strategy-to-Bottom-Line Value Chain.\u003c\/p\u003e \u003cp\u003eDisconnects.\u003c\/p\u003e \u003cp\u003eCritical Success Factors.\u003c\/p\u003e \u003cp\u003eCompleting the Picture: The New Information Economics Practices.\u003c\/p\u003e \u003cp\u003eSummary of the Book.\u003c\/p\u003e \u003cp\u003eDefine the Goals: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 2: Ask the Right Questions.\u003c\/p\u003e \u003cp\u003eThe Right Questions Focus on Affordability and Impact.\u003c\/p\u003e \u003cp\u003eAffordability Questions: The Starting Point for the Right Actions.\u003c\/p\u003e \u003cp\u003eImpact Questions: The Roadmap for the Right Actions.\u003c\/p\u003e \u003cp\u003eExamples: Answering the Questions.\u003c\/p\u003e \u003cp\u003eThe Contexts for Management Questions Are Planning and Budgeting Processes.\u003c\/p\u003e \u003cp\u003eWhy Ask Affordability and Impact Questions?\u003c\/p\u003e \u003cp\u003eTaking Action.\u003c\/p\u003e \u003cp\u003eChapter Summary.\u003c\/p\u003e \u003cp\u003eAsk the Right Questions: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 3: Connect to the Bottom Line.\u003c\/p\u003e \u003cp\u003eBottom-Line Impact Based on Cause and Effect.\u003c\/p\u003e \u003cp\u003eCause and Effect Is Based on Management’s Intentions.\u003c\/p\u003e \u003cp\u003eManagement’s Strategic Intentions.\u003c\/p\u003e \u003cp\u003ePrinciples of IT’s Bottom-Line Impact.\u003c\/p\u003e \u003cp\u003eSummary and Additional Implications.\u003c\/p\u003e \u003cp\u003eConnect to the Bottom Line: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 4: Understand Costs and Resources.\u003c\/p\u003e \u003cp\u003eIntroduction.\u003c\/p\u003e \u003cp\u003eOrigins of Portfolio Management.\u003c\/p\u003e \u003cp\u003eIT Portfolio Management in Prioritization.\u003c\/p\u003e \u003cp\u003ePortfolios in NIE Practices.\u003c\/p\u003e \u003cp\u003eFour IT Portfolio Concepts.\u003c\/p\u003e \u003cp\u003ePractical Problems in Applying Portfolio Management.\u003c\/p\u003e \u003cp\u003eSumming Up Portfolios and Portfolio Management in Information Technology.\u003c\/p\u003e \u003cp\u003eChapter Summary.\u003c\/p\u003e \u003cp\u003eUnderstand Costs and Resources: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 5: Focus on the Right Things.\u003c\/p\u003e \u003cp\u003eThe Goals and Principles for Right Decisions\/Right Results.\u003c\/p\u003e \u003cp\u003eGoal 1: Actionable, Commonly Understood Strategic Intentions.\u003c\/p\u003e \u003cp\u003eGoal 2: The Right Bottom-Line Results from IT.\u003c\/p\u003e \u003cp\u003eGoal 3: The Right Management Culture and Management Roles.\u003c\/p\u003e \u003cp\u003eGoal 4: Portfolios and Portfolio Management.\u003c\/p\u003e \u003cp\u003eGoal 5: Actions and Results.\u003c\/p\u003e \u003cp\u003eSummary of Right Decisions\/Right Results—Goals and Principles.\u003c\/p\u003e \u003cp\u003eGoals and Principles Applied to the Strategy-to-Bottom-Line Value Chain and NIE Practices.\u003c\/p\u003e \u003cp\u003eFocus on the Right Things: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 6: Adopt Effective Process to Produce Action.\u003c\/p\u003e \u003cp\u003eThe Strategy-to-Bottom-Line Value Chain.\u003c\/p\u003e \u003cp\u003eEstablishing the Process Connections.\u003c\/p\u003e \u003cp\u003eManagement Roles.\u003c\/p\u003e \u003cp\u003eNew Information Economics Practices.\u003c\/p\u003e \u003cp\u003eSumming Up New Information Economics Practices.\u003c\/p\u003e \u003cp\u003eSumming Up: Adopt Effective Process to Produce Action.\u003c\/p\u003e \u003cp\u003eAdopt Effective Process to Produce Action: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 7: Tackle the Practical Problems.\u003c\/p\u003e \u003cp\u003eA Practical Perspective.\u003c\/p\u003e \u003cp\u003eThe Practical Problems Revolve around People.\u003c\/p\u003e \u003cp\u003eAddressing Practical Problems: IT Impact Management.\u003c\/p\u003e \u003cp\u003ePractical Problems Getting from Strategy to Bottom-Line Impact.\u003c\/p\u003e \u003cp\u003eThe Role of IT Impact Management.\u003c\/p\u003e \u003cp\u003eTackle the Practical Problems: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 8: Make the Right Decisions.\u003c\/p\u003e \u003cp\u003eThe Management Context for “Make the Right Decisions”.\u003c\/p\u003e \u003cp\u003eElements of Right Decisions.\u003c\/p\u003e \u003cp\u003eMake the Right Decisions: Two NIE Practices.\u003c\/p\u003e \u003cp\u003eThe Prioritization Practice.\u003c\/p\u003e \u003cp\u003eThe Alignment Practice.\u003c\/p\u003e \u003cp\u003eMake the Right Decisions with Prioritization and Alignment.\u003c\/p\u003e \u003cp\u003eChapter Summary.\u003c\/p\u003e \u003cp\u003eMake the Right Decisions: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 9: Plan for the Right Results.\u003c\/p\u003e \u003cp\u003eTwo Planning Processes.\u003c\/p\u003e \u003cp\u003eThe Strategic Demand\/Supply Planning Practice.\u003c\/p\u003e \u003cp\u003eThe Innovation Planning Practice.\u003c\/p\u003e \u003cp\u003eChapter Summary: Plan for the Right Results.\u003c\/p\u003e \u003cp\u003ePlan for the Right Results: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 10: Keep Score.\u003c\/p\u003e \u003cp\u003eManagement Issues.\u003c\/p\u003e \u003cp\u003eFrameworks and Process Overview.\u003c\/p\u003e \u003cp\u003eResult.\u003c\/p\u003e \u003cp\u003eCritical Success Factors: Right Decisions\/Right Results Principles in Performance Measurement.\u003c\/p\u003e \u003cp\u003eSummary: Performance Measurement Practice.\u003c\/p\u003e \u003cp\u003eKeep Score: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 11: Deal with Culture.\u003c\/p\u003e \u003cp\u003ePart 1: The Impact of Management Culture.\u003c\/p\u003e \u003cp\u003ePart 2: The Need for Culture Change.\u003c\/p\u003e \u003cp\u003ePart 3: Classification of Business\/IT Culture.\u003c\/p\u003e \u003cp\u003ePart 4: Applying Culture Management Concepts.\u003c\/p\u003e \u003cp\u003eDeal with Culture: Management Agenda.\u003c\/p\u003e \u003cp\u003eCHAPTER 12: Chart the Path to Implementation.\u003c\/p\u003e \u003cp\u003eIntroduction to the Business Value Maturity Model™.\u003c\/p\u003e \u003cp\u003eMaturity Model Goals.\u003c\/p\u003e \u003cp\u003eRequirement for Management Action.\u003c\/p\u003e \u003cp\u003eEmbedding NIE Practices into Management Processes.\u003c\/p\u003e \u003cp\u003eUsing the Business Value Maturity Model.\u003c\/p\u003e \u003cp\u003eSummary: The Business Value Maturity Model.\u003c\/p\u003e \u003cp\u003eChapter 12 Appendix A: Details of the Business Value Maturity Model.\u003c\/p\u003e \u003cp\u003eChapter 12 Appendix B: The Development of Maturity Models.\u003c\/p\u003e \u003cp\u003eCHAPTER 13: Define What’s Next.\u003c\/p\u003e \u003cp\u003eThree Methods to Establish Right Decisions\/Right Results Goals.\u003c\/p\u003e \u003cp\u003eSetting Goals from a Corporate Governance and Process Perspective.\u003c\/p\u003e \u003cp\u003eThe IT Impact Management Program to Implement Right Decisions\/Right Results and NIE Practices.\u003c\/p\u003e \u003cp\u003eConclusion to Chapter 13.\u003c\/p\u003e \u003cp\u003eCHAPTER 14: Answer the “So What?” Question.\u003c\/p\u003e \u003cp\u003eWhy This Trip Is Necessary.\u003c\/p\u003e \u003cp\u003eFirst, Hit the IT Improvement Zone.\u003c\/p\u003e \u003cp\u003eThe “So What?” for the Company.\u003c\/p\u003e \u003cp\u003eThe “So What?” for the CEO.\u003c\/p\u003e \u003cp\u003eThe “So What?” for the CFO.\u003c\/p\u003e \u003cp\u003eThe “So What?” for Line of Business Management.\u003c\/p\u003e \u003cp\u003eThe “So What?” for IT Management.\u003c\/p\u003e \u003cp\u003eThe “So What?” for the Business.\u003c\/p\u003e \u003cp\u003eContinuing Development.\u003c\/p\u003e \u003cp\u003eAPPENDICES.\u003c\/p\u003e \u003cp\u003eAppendix A The Role of Enterprise Architecture in Right Decisions\/Right Results.\u003c\/p\u003e \u003cp\u003eAppendix B Management Team Roles in Right Decisions\/Right Results.\u003c\/p\u003e \u003cp\u003eAppendix C The Development of Strategic Intentions, with Examples.\u003c\/p\u003e \u003cp\u003eAppendix D Applying Strategic Intentions in Prioritization.\u003c\/p\u003e \u003cp\u003eAppendix E The CFO Role in Right Decisions\/Right Results.\u003c\/p\u003e \u003cp\u003eAppendix F The Details of the Business Value Maturity Model.\u003c\/p\u003e \u003cp\u003eBibliography.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e \u003cp\u003eNotes are available on this book’s website: \u003ci\u003ewww.wiley.com\/go\/ITAction.\u003c\/i\u003e\u003c\/p\u003e","brand":"John Wiley \u0026 Sons","offers":[{"title":"Default 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