战略IT组合管理(英文原版)P236


IT组合管理战略发展在过去的40年，我们该如何从IT投资中获得最大价值的IT难题提供了一个解决方案？作者杰夫·卡普兰，咨询公司柏亚天管理咨询， IT战略管理实践的主要合作伙伴，把近二十年的专业经验，以探索和识别知识，技术，战略，需要最大化技术投资，并实现长期的业务转型工作类型的组织。为所有学科的高管编写的，这本书强调，许多IT价值的困境的根本原因，并解释高管如何能预防和应对这些问题。读者将学习投资组合的管理方法，实现价值的关键。本书提供了人员的工具： - 亮起，评估和改进现行做法 - 设计治理结构和分配适当的决策权 - 确保集中控制与分散执行 - 增加业务单元和IT领导之间的协作 - 灌输文化不断改进和创新管理人员，董事会成员，决策者，分析师，媒体想知道：上花费太多的信息技术（IT）公司吗？但他们应该问的问题是，是否组织看到了足够的价值，从他们的IT投资所带来的价值，从技术有效地管理整体业务转型的一部分。许多组织不知道如何从管理技术来管理整体业务转型。大规模改造工作经常出差错，因为企业的领导团队和IT项目团队不同步。在大多数情况下，该组织缺乏融合的企业战略管理，技术和项目的治理方法。组合管理是治理方法的需要。 IT组合管理战略描述投资组合管理治理转型成功的必要方法。这本书突出了许多的IT困境的根本原因，并解释了高管如何可以预防和应对这些问题。读者里面看看如何可以灌输的投资组合管理的不断改进和创新组织内的文化。


Strategic IT Portfolio Management delivers a solution to the IT dilemma that has evolved over the past 40 years—namely, how do we get the most value from our IT investment? Author Jeff Kaplan, a lead partner in the Strategic IT Management Practice at consulting firm PRTM, puts nearly two decades of expertise to work exploring and identifying the knowledge, techniques, and strategies needed to maximize technology investments and achieve long-term business transformation for all types of organizations. Written for executives from all disciplines, the book highlights many of the root causes of the IT value dilemma and explains how executives can prevent and counter these issues. Readers will learn the portfolio management methods essential to achieving value. The book provides executives with the tools to: - Illuminate, assess, and improve existing practices - Design a governance structure and allocate appropriate decision rights - Ensure centralized control with decentralized execution - Increase collaboration between business-unit and IT leadership - Instill a culture of continuous improvement and innovation Executives, board members, policymakers, analysts, and the media all want to know: are companies spending too much on information technology (IT)? But the question they should ask is whether organizations are seeing sufficient value from their IT investment—the value that comes from effectively managing technology as part of overall business transformation. Many organizations don’t know how to move from managing technology to managing overall business transformation. Large-scale transformation efforts often go awry because the business leadership team and IT project teams are out of sync. In most of these cases, the organization lacks a governance method that fuses strategic management of the business, the technology, and the projects. Portfolio management is the governance method that’s needed. Strategic IT Portfolio Management describes the portfolio management governance method necessary for transformation success. This book highlights many of the root causes for the IT dilemma and explains how executives can prevent and counter these issues. Readers gain an inside look at how portfolio management can instill a culture of continuous improvement and innovation within the organization.