The Effective CIO: How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Governance | by Eric J. Brown and William A. Yarberry, Jr. | 2009 | ISBN: 9781420064605. Management Strategy Books.
The Effective CIO: How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Governance
by Eric J. Brown and William A. Yarberry, Jr.
2009 (344 pages)
ISBN:9781420064605
Providing a survey of existing strategies and detailed problem-solving ideas, this book offers the perspective of a CIO who must cope with the day-to-day pressure for results, and an IT audit consultant with a focus on governance and internal control.
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The Effective CIO—How to Achieve Outstanding Success Through Strategic Alignment, Financial Management, and IT Governance
Preface
Chapter 1 – Core Skills and Career Development
Overview
CIO Roles — A Sampler
No One is Planning Your Career
Strategic Planning
Technical Expertise
The Generations
What Affects Compensation?
CIO Viruses
The Magic “AND”
References
Chapter 2 – Information Technology Governance
CIO Success Pills — For Best Results, Take with Governance
Alignment — How to Avoid Growing Weeds
First Step — Make Sure a Business Strategy Exists
Prioritization
Alignment Tools
Compliance
Resource Management
Performance Management
The Nut-and-Bolt Stuff — Managing Your Own Department with Governance
References
Chapter 3 – Information Technology Finance
Overview
Budgeting
Constructing the Budget
Rational Buying
Managing the IT Investment
SOP No. 98-1
Cost Management
Gray Areas and the Tilt
Chargeback
Looking Financially Smart
Managing Contracts
Summary
References
Chapter 4 – Project Management
Overview
Project Organization
Systems Development Methodologies
Project Dynamics
Scope of the Job — The Program Management Office’s (PMO) Dilemma
A Practitioner’s Perspective
The Future of Project Management
References
Chapter 5 – Creating Good Enough Code
How Do You Do Good Code?
How Important are Coding Standards?
Toolboxes are Useful
Some Example Guidelines
Release Philosophy
Porting
The Ultimate Answer — Hire Good Developers and Keep Them Happy
References
Chapter 6 – Enterprise Architecture
Overview
Develop the Business Model
Business Drivers and Selling the Enterprise Architecture (EA)
Information Architecture and Process Modeling Perspective
Technology Architecture Perspective
Road Map to an Effective Architecture
Pushing Out the EA — Communicating with Management and Employees
Architectural Maturity
Putting it All Together
References
Chapter 7 – Mergers and Acquisitions
Overview
The CIO’s Golden Opportunity
The CIO’s Two Responsibilities
Success Factors
References
Chapter 8 – Sourcing
The Pendulum of Opinion
The Traditional Pros and Cons
To Outsource or Not to Outsource?
Xshoring
References
Chapter 9 – Business Intelligence and Analytics
Overview
Getting Started — Selling Business Intelligence (BI)
Core Components
Data Warehouse
Predictive Analytics and Data Mining
Survey of Business Uses
Effective Implementation
The Bottom Line
References
Chapter 10 – Security
Overview
The Sources of Risk
It’s about the Money — Script Kiddies Persona Non Grata
Defense in Depth
Tools and Defense Automation
Telephone Security
A Checklist for Building Security
Some Comments from Security Practitioners
References
Chapter 11 – Training
Overview
Tools
User Needs Vary
How Much Training is Needed?
Seminars or Vendor-Specific Training for IT
The Harsh Punishment of Silo Knowledge
Knowledge Management
Chapter 12 – Effective Use of Consultants
Becoming a Skilled Buyer of Professional Services
Matching Interests
Some Miscellaneous Defense Tactics
Knowledge Transfer
A Few Closing Comments about Consultants
Reference
Chapter 13 – Operations
Tree Houses are Great for Kids
Management Frameworks
Change, Configuration, and Release Management
Help Desk, Incident and Problem Management
Capacity Management, Service Levels, Availability, Job Scheduling
Day-to-Day Management
Some Common-Sense Approaches to Good Operations
Cloud Computing
The Bottom Line — Discipline
References
Chapter 14 – Futures
Overview
Society and Demographics
Technology
References
Chapter 15 – CIO Interviews
Appendix A – Examples of Key IT General Control
Appendix B – Examples of Key IT Application Controls
Appendix C – Project Management Artifact Examples
Project Charter:
Contents
Purpose
Requirements Document
Document Control
Contents
Business Requirements Overview
Technical Detail
Open and Closed Issues for This Deliverable
Closed Issues
Appendix D – IT Risk Assessment Checklist
Appendix E – Due Diligence Checklist for Mergers and Acquisitions (Business)
Appendix F – Due Diligence Checklist for Mergers and Acquisitions — IT
Appendix G – Example IT Policies and Direction for “XYZ Corp”
IT Architecture
Change Management
Security Administration
Segregation of Duties
Database Security and Administration
Network Operating System (OS) Parameters
Firewalls, Intrusion Detection, and Routers
Physical Security
Project Management
Help Desk
Problem Management
Systems Development Life Cycle
Manage Third-Party Services
Manage Performance and Capacity
Infrastructure Standards
Manage Telecommunications
Messaging
Disaster Recovery and Business Continuity
Data Retention and Management
Policy
Job Scheduling
Uninterruptible Power Source
Backup of Data, Programs, and Operating Systems
Restore Testing
IT Governance
Insurance
Hardware and Software Purchase Policy
IT Budgeting and Cost Management
IT Human Resources Management
Appendix H – Recommended Reading
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Managerial Dilemmas: Exploiting Paradox for Strategic Leadership | by John Storey and Graeme Salaman | 2009 | ISBN: 9781405160278. Management Books. Strategy Books.
Managerial Dilemmas: Exploiting Paradox for Strategic Leadership
by John Storey and Graeme Salaman
2009 (224 pages)
ISBN:9781405160278
An invaluable guide to the most current management issues, this book will assist executives and management students to make better sense of the different spheres of management activity by exploring them in relation to each other.
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Managerial Dilemmas—Exploiting Paradox for Strategic Leadership
Preface
Part 1 – Introduction
Chapter 1 – Exploiting Dilemmas and Paradoxes through a New Mode of Leadership
Overview
Meanings of dilemmas and paradox
The exploitation of paradox
Types
Dilemma/paradox 1: strategy and business models
Dilemma/paradox 2: organizational structuring
Dilemma/paradox 3: performance and control
Dilemma/paradox 4: innovation dilemmas
Dilemma/paradox 5: managers’ knowledge
Dilemma/paradox 6: organizational change
The role of leadership
Conclusions
Organization of the book
Chapter 2 – The Nature of Dilemma and Paradox
Dilemma and paradox
Experiencing dilemma and paradox
The organizational level
Visualizing dilemmas
The subjectivity of dilemma and paradox
Exploiting dilemmas and paradoxes
Managing paradoxes
Conclusions
Part 2 – The Six Dilemmas and Paradoxes
Chapter 3 – Dilemmas and Paradoxes of Strategy
Overview
Strategy and capability
Business and organizational models
Strategy and organizational design
Two case studies: EngCon and contract cleaning services
Case 1: The engineering consultancy company
Case 2: Commercial and industrial cleaning and support services contractors
Discussion
Chapter 4 – Dilemmas and Paradoxes of Organizational Form and Structuring
Overview
Case example–social services
From bureaucracy to market
Project management
Process management
Joint ventures and alliances
Strategic outsourcing
Supply chain management
Networks and virtual organizations
Conclusions
Chapter 5 – Dilemmas and Paradoxes Of Performance Management
Overview
The meaning and implications of performance management
The paradox of control
The performance control process
The social complexity of the process
Types of control
Direct supervision
Technical controls
Administrative controls
Quality and Just-in-Time manufacturing
Incentive payments as a form of performance management
Self controls and social controls
Control and resistance
The vicious circle of control
Positive responses to controls
Reconciling control and autonomy
Performance management systems
The wider context
Conclusions
Chapter 6 – Dilemmas and Paradoxes of Innovation
Overview
Introduction
Innovation issues
Business strategy and the management of innovation
Barriers and enablers
Exploration versus exploitation
The role of established cognitive structures and recipes
Our findings about managers’ use of theory and the choice between two divergent models
Managers’ interpretations of the nature and priority of innovation
Different interpretations and their consequences
The moral and affective dimensions
The illegitimacy of innovation?
Analyses of the source of the problem
Formal and informal systems
Informal systems
Organizational cultures
Mindsets and values
Approaches to innovation: a danger to be controlled or energy to be tapped?
Loose/tight
The value of searching
The role of leadership
Conclusions
Chapter 7 – Dilemmas and Paradoxes of Managers’ Knowledge
Overview
Fads, fashions and prevailing assumptions
Developing strategy: the role of executives’ knowledge and thinking
Why are executives’ ideas powerful?
Tacit knowledge and explicit knowledge; consensual knowledge and differentiated knowledge
Findings about executive managers’ strategic knowledge
Type 1: common unexplored understandings
Type 2: divergent, submerged/unexplored conflicts
Type 3: negotiated action
Type 4: manifest conflict
Conclusions
Chapter 8 – Dilemmas and Paradoxes of Organizational Change
Introduction
The nature and sources of change paradoxes
The knowledge and role of managers
The nature of organizations
The objectives of organizational change projects
The paradoxes of change processes
Why change? The relationship between organizational capacity and organizational strategy
Why change? Basic systems
Why change? Core competences
Why change? The adaptive organization
Why change? Strategic capacity
Key change problems and solutions
Key change problems: organizational capacity to change
Key change problems: symptoms and sources
Key change problems: changing how we change
Key change problems: changing the organization or helping it l earn to change?
Conclusions
Part 3 – Conclusions
Chapter 9 – Implications for Leaders of Organizations
Overview
Dilemmas and paradoxes of strategy and of business models
Dilemmas and paradoxes of organizing
Dilemmas and paradoxes of performance management
Dilemmas of innovation
The paradoxes of change
Cross-cutting applications and a summary of lessons for leaders
References
Preface
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
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