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The Information Paradox John Thorp

The Information Paradox By John Thorp

The Information Paradox by John Thorp

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The Information Paradox Summary

The Information Paradox: Realizing the Business Benefits of Information Technology by John Thorp

As corporations invest more and more in cutting-edge information technology, figuring out how these investments affect the bottom line becomes increasingly problematic. This book explores the issue of how to measure the effectiveness of IT.'

About John Thorp

John Thorp is a vice-president in the Strategic Consulting Practice at Fujitsu Consulting and heads the Fujitsu Consulting's Center for Strategic Leadership. He is an internationally sought-after management consultant and a frequent speaker with over 35 years of experience in information management. He lives in Victoria, B.C. Canada. Fujitsu Consulting is a leading provider of management and technology consulting services with more than 70 offices worlwide.

Table of Contents

Introduction Information Technology: The Best of Times and the Worst of Times PART 1 - THE INFORMATION PARADOX AND THE BENEFITS REALIZATION SOLUTION Chapter 1 - The Information Paradox The Impact of IT on the Economy: The Productivity Issue Measurement Error Small Installed Base Poor Quality Software and Information Systems Learning Lags The Impact of IT on the Business: The Profitability Issue The Impact of IT on Knowledge Workers: The Individual Performance Issue Information Technology Projects: The Delivery Issue A Balanced View Evolving Applications of Information Technology Automation of Work Information Management Business Transformation Management's Lagging Mind-Set Silver Bullet Thinking Management Blind Spots: Four Critical Dimensions of Complexity Linkage Reach People Time The Management Challenge: The Evolving Complexity of IT Applications Business Transformation and the Knowledge Economy Selection and the Problem of Relative Value Window on the Real World: Client Stories A North American Utility Alberta Pool Summary Chapter 2 - The Benefits Realization Approach Managing IT-enabled Technological Change: The Benefits Realization Process Cornerstones of the Benefits Realization Approach Three Fundamentals Three Necessary Conditions Two Techniques to Support Benefits Realization Modeling Value Assessment Technique Managers Must Have Patience: This is Not a Quick Fix Window on the Real World: Client Stories Ericsson Sollac A Regional Bank in Asia-Pacific National Bank of Canada Quebec Workers Compensation Board Summary PART II - THREE FUNDAMENTALS Chapter 3 - First Fundamental: Program Management Project World: The Blinkered View Program Universe: The Big Picture Meshing Technological and Organizational Change Three Core Components of Program Management Defining Program Scope: The Blended Investment Perspective IT as Part of the BTOPP Business System Programs that Produce Results How to Assess Program Value: Multiple Dimensions Translating the Four Ares into Measurements Designing and Managing Programs: Getting from Here to There Define Benefits and Articulate Linkages Define Program Scope Design Program: Map the Benefits Realization Process Design Program: Select the Best Benefits Realization Path Define Accountabilities Address the People Factor Recognize the Time Factor Prepare for Risk and Uncertainty Window on the Real World: Client Stories Royal Belge SUNCORP-Metway Bank of America SaskTel Summary Chapter 4 - Second Fundamental: Portfolio Management The Manager's Dilemma: Too Many Choices, Too Few Resources Budget Gelivery Capabilities of the IT Group Delivery Capabilities of the Business Capabilities of the Business To Absorb Change Program Selection Challenge Lagging Management Mind-set Three Selection Blind Spots The Manager's New Weapon: Portfolio Power Selecting and Managing Portfolios: Getting from Here to There Categorize Programs Prepare Value Cases for Business Opportunity Programs Manage Risk to Increase Value Manage and Leverage Program Interdependencies Adjust Portfolio Composition Window on the Real World: Client Stories Transportation Development and Operations Branch, Oregon Department of Transportation (ODOT) Boeing Shared Services Group, Supplier Management & Procurement Summary Chapter 5 - Third Fundamental: Full Cycle Governance A Major Change in Management Processes, Structures and Attitudes: Practical Steps Value Cases Stage Gates and Progressive Resource Commitment Program Decision Options and Portfolio Composition Organization Structure and Decision Making Window on the Real World: Client Stories Nova Gas Transmission Summary PART III - THREE NECESSARY CONDITIONS Chapter 6 - First Necessary Condition: Activist Accountability Three Routes to Activist Accountability Understand the Essence of Activist Accountability Introduce Seven Plus One Key Conditions for Activist Accountability Introduce the Accountabilities Required for Full Cycle Governance Succession Management Window on the Real World: Client Stories Nova Gas Transmission Summary Chapter 7 - Second Necessary Condition: Relevant Measurement The New Manager: Navigating in the Program Universe Four Measurement Blind Spots Benefits Realization Approach to Measurement Results Chain Models: A Unique Perspective Managing the Four Dimensions of Complexity with Good Measurement Systems Designing a Measurement System Make Sure Measures Exist Measure the Right Things Measure Things the Right Way Managers Must Make Sure Measurement Systems Guide Decisions and Action Benefits Realization and Other Measurement Approaches Window on the Real World: Client Stories Nova Gas Transmission Summary Chapter 8 - Third Necessary Condition: Proactive Management of Change Making Results the Leverage Point of Change Business Sponsor Responsibility Only the Business Application of Technology Can Deliver Value Results-Focused Change Programs: Managing the Four Dimensions of Complexity First Dimension of Complexity: Linkage Second Dimension of Complexity: Reach Third Dimension of Complexity: People Fourth Dimension of Complexity: Time Window on the Real World: Client Stories Montreal Urban Community Police Service Barclays Bank The Boeing Company Quantas Airways Summary PART IV - CONCLUSION Chapter 9 - Getting Started Define Your Challenge Range of Solutions Program Management Portfolio Management and full Cycle Governance Support from the Top Practical Steps: Getting from Here to There Exlore the Potential of Benefits Realization Define Scope Get Organized Manage Change Implement Full Cycle Governance (or Program Management) Surviving and Thriving in a Changing World Afterword: The Time to Act is Now Risk Today Risk Tomorrow Rewards of Benefits Realization Results Glossary Bibliography Index

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The Information Paradox: Realizing the Business Benefits of Information Technology by John Thorp
Used - Very Good
McGraw-Hill Education - Europe
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
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