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2010 | Buch

Strategic IT Management

A Toolkit for Enterprise Architecture Management

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Über dieses Buch

For you as an IT manager, changes in business models and fast-paced innovation and product lifecycles pose a big challenge: you are required to anticipate the impact of future changes, and to make rapid decisions backed up by solid facts. To be successful you need an overall perspective of how business and IT interact. What you need is a toolkit, enabling you to manage the enterprise from a helicopter viewpoint while at the same time accommodating quite detailed aspects of processes, organization, and software lifecycles.

Strategic IT management embraces all the processes required to analyze and document an enterprise’s IT landscape. Based on the experience of many projects and long discussions with both customers and academic researchers, Inge Hanschke provides you with a comprehensive and practical toolkit for the strategic management of your IT landscape. She takes a holistic view on the management process and gives guidelines on how to establish, roll out, and maintain an enterprise IT landscape effectively. She shows you how to do it right first time – because often enough there’s no second chance. She tells you how to tidy up a IT patchworks – the first step towards strategic management – and she gives you advice on how to implement changes and maintain the landscape over time.

The book’s structure reflects the patterns that exist in strategic IT management from strategic planning to actual implementation. The presentation uses many checklists, guidelines, and illustrations, which will help you to immediately apply the content. So, if you are a CIO, an IT manager, a business manager, or an IT consultant, this is the book from which you’ll benefit in most daily work situations.

Inhaltsverzeichnis

Frontmatter
Chapter 1. Introduction
Abstract
Against a backdrop of globalisation, mergers, mounting competition and accelerating innovation cycles, organisations are forced to review and adjust their business models more frequently than ever before. Organisations need their IT solutions to implement these altered business requirements – simply, quickly and affordably. So, right in line with the morale of Friedman’s story, IT has to be made ready for the next big run.
Inge Hanschke
Chapter 2. Strategic Planning of IT
Abstract
Against a backdrop of globalisation, mergers & acquisitions, mounting competition and accelerating innovation and product lifecycles, organisations are being forced to review and adjust their business models more frequently than ever before. With IT that is in gear with their business requirements, organisations are far better positioned to beat their competitors to market with innovative products and chart a pathway into new domains.
Inge Hanschke
Chapter 3. Enterprise Architecture
Abstract
Embracing all the major business and IT structures, as well as the associations that exist between them, an enterprise architecture creates a helicopter view of the entire company. It serves as basis for describing both the business and IT, as well as the connections between the two, and for rendering explicit mutual dependencies and the impacts of changes in either camp. A common language is created, bridging the gap between business and IT (Fig. 3.1):
Inge Hanschke
Chapter 4. IT Landscape Management
Abstract
IT landscape management builds transparency into the IT landscape and forges links between business and IT structures, bridging the gap between the two camps. What an enterprise architecture does is pull together disparate information from business and IT and create associations between elements such as business processes (from the business) and applications (from IT). It creates a unified picture of IT in the enterprise, and renders explicit the interdependencies and impacts of changes in business and IT. IT landscape management creates a transparent picture of the as-is and to-be status, and of the implementation roadmap.
Inge Hanschke
Chapter 5. Technical Standardisation
Abstract
Technical standardisation is what sets out the enterprise-specific standards which frame the development trajectory for your IT landscape. Even if the landscape you have at present is a heterogeneous patchwork, you can gradually usher it toward your vision by defining which technical standards are to apply in projects and maintenance measures (see Fig. 5.1).
Inge Hanschke
Chapter 6. EAM Governance
Abstract
To institutionalise Enterprise Architecture Management in your company, you have to define EAM governance practices appropriate to your organisation and breathe life into these practices. Figure 6.1 shows the main components of EAM governance.
Inge Hanschke
Backmatter
Metadaten
Titel
Strategic IT Management
verfasst von
Inge Hanschke
Copyright-Jahr
2010
Verlag
Springer Berlin Heidelberg
Electronic ISBN
978-3-642-05034-3
Print ISBN
978-3-642-05033-6
DOI
https://doi.org/10.1007/978-3-642-05034-3