Technology Scorecards: Aligning IT Investments with Business Performance | by Sam Bansal | 2009 | ISBN: 9780470464564. IT Management Books. IT Strategy Books. Strategic Enterprise Management.
Technology Scorecards: Aligning IT Investments with Business Performance
by Sam Bansal
2009 (336 pages)
ISBN:9780470464564
Whether you’re a CIO, CFO,CEO, IT manager, or a consultant, this strategic guide provides you with the tools you need to immediately estimate and establish what value to expect and what technology is required to achieve it.
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Technology Scorecards—Aligning IT Investments with Business Performance
Acronyms and Abbreviations
Part I – Introduction
Chapter 1 – Why Projects Fail, Scorecards, and How This Book Is Organized
Today’s Environment
Why Projects Fail
Harry’s Survey
Scorecards and SCOR Cards
Promise of Technology: Functionality, Key Performance Indicators, and Business Benefits
Deliver on Promises: Scorecard Methodology to Align Investments to Business Performance
References
Bibliography
Part II – Promise of Technology
Chapter 2 – Strategic Enterprise Management
Introduction
Core Activities with Strategic Enterprise Management
How to Create a Strategy
Tools Supporting Strategic Enterprise Management
Essential Support from SEM Application Modules
Business Analytics
Key Performance Indicators
References
Bibliography
Chapter 3 – Supply Chain Management
Introduction
SCM Domain
Advanced Planner and Optimizer
Solvers, Algorithms, and Simulation
Supply Chain Management Detailed
Supply Chain Execution
Supply Chain Coordination
Supply Chain Collaboration
Value Chains
Key Performance Indicators
Benefits
References
Bibliography
Chapter 4 – Product Life Cycle Management
Introduction
Architecture of a PLM System
Detailed Component Descriptions
Product and Process Design
Change and Configuration Management
Asset Life Cycle Management
Life Cycle Collaboration and Analytics
Quality Management
Environmental Health and Safety
PLM: Why It Is So Important, What It Can Do, and How It Does It
PLM Features and Benefits in Details
PLM Key Performance Indicators
Five-Day Cycle with PLM Scenario
Mapping of PLM Feature (to Support High-Volume Parts Manufacturing from Concept to Release)
Significant Issues in PLM Implementation
Future Outlook
References
Bibliography
Part III – Scorecard Methodology to Align IT Investments with Business Performance (Deliver on Promise)
Chapter 5 – Strategy
Enterprise Strategy
Key Performance Indicators
Benchmarking
Value/Benefits Estimating
Business Process Reengineering
References
Bibliography
Chapter 6 – Realization Phase
Solution Architecting
Gap Analysis
Roll-Out Planning
Configuration Planning
Bibliography
Chapter 7 – Human Factors
Project Management
Project Champions
Business Case Development
References
Bibliography
Chapter 8 – Umbrella Considerations
Change Management
Implementation Time Risk Analysis and Mitigation of Risk in Enterprise Systems
Quality Management
Communications Management
Test Plan and Test Procedures
Training
References
Bibliography
Chapter 9 – Performance Management
Introduction
Principles of Performance Management
Preparing to Implement Performance Management
Generating the Corrective Signal
References
Bibliography
Chapter 10 – Summary
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How to Save a Failing Project: Chaos to Control | by Ralph R. Young, Steven M. Brady and Dennis C. Nagle | 2009 | ISBN: 9781567262391. Project Management Books. How To Minimize The Risk Of Project Failure.
How to Save a Failing Project: Chaos to Control
by Ralph R. Young, Steven M. Brady and Dennis C. Nagle
2009 (262 pages)
ISBN:9781567262391
Giving you the knowledge, insight and tools you need to recognize that a project is in trouble, this book helps you determine what to do about it, transform a failing project into a successful one, and keep from getting into difficulty on future projects.
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How to Save a Failing Project—Chaos to Control
Foreword
Preface
Introduction
Overview
Which Processes and Practices Are Critical?
In Brief
Suggested Reading and Resources
Part I – Project Awareness—How To Recognize A Failing Project
Chapter 1 – Why Projects Fail
Overview
Key Factors Leading to Failure
The End Results of a Failed Project
In Brief
Suggested Reading and Resources
Chapter 2 – Is Your Project Out of Control?
Overview
Missed Milestones or Deliverables
Lack of Product Quality
Different Opinions of the Project’s Purpose
Failure to Estimate Costs and Schedule in Advance
Dependence on Heroes
Customer Disapproval
Employee Frustration
Other Subtle Signs of Trouble
Regaining Control
In Brief
Suggested Reading and Resources
Part II – Project Planning—How To Recover A Failing Project
Chapter 3 – Analyzing Your Project
Assessing Why Your Project Is Failing
Defining the Business Objectives the Project Should Meet
Defining the Functional Goals the Project Should Satisfy
Deciding Whether To Move Forward
Encouraging Management’s Positive Involvement
Performing Process and Procedure Development
Changing the Culture of a Project
In Brief
Suggested Reading and Resources
Chapter 4 – Why Create a Plan?
Overview
Creating a Single Vision
The Plan Components
The Plan Development Process
Fact-based Management
Controlling Change
In Brief
Suggested Reading and Resources
Chapter 5 – Creating the Plan
Overview
Defining the Plan Requirements
Defining the Plan Elements
Project Activity Types
Applicability of Planning Activities
How to Write a Section of a Plan
Planning Using Inch Stones
Monitoring and Communicating Plan Development Status
In Brief
Suggested Reading and Resources
Chapter 6 – Building a Team
Overview
Defining the Team Composition
Creating the Team Vision
Setting the Team’s Expectations
Communicating with Stakeholders
In Brief
Suggested Reading and Resources
Chapter 7 – Identifying the Products
The Purpose of the PBS
Preparing to Build the PBS
Developing the PBS and Defining the Products
Estimating Product Size
Defining Quality Objectives
In Brief
Suggested Reading and Resources
Chapter 8 – Identifying the Work
Overview
The Purpose of the WBS
Preparing to Build the WBS
Developing the WBS and Defining the Work
Estimating Effort
In Brief
Suggested Reading and Resources
Chapter 9 – Establishing a Schedule
The Purpose of the Schedule
Transitioning from the WBS
Reviewing the Schedule
Communicating with Stakeholders
In Brief
Suggested Reading and Resources
Part III – Project Execution—How To Minimize The Risk Of Future Failure
Chapter 10 – Executing the Plan
Overview
Creating Mini-Schedules
Documenting Processes
Frequent Replanning
Keeping the Right Team
In Brief
Suggested Reading and Resources
Chapter 11 – Managing External and Internal Expectations
Where Expectations Come From
Expectations of Different Stakeholders
Communicating and Managing Expectations
Meeting Minutes
In Brief
Suggested Reading and Resources
Chapter 12 – Managing Scope
Overview
Defining the Requirements
Evolving the Real Requirements
Prioritizing Requirements
Tracing Requirements
Managing Requirements
In Brief
Suggested Reading and Resources
Chapter 13 – Managing Quality
What Is Quality?
Planning for Quality: Quality Control Audits
Peer Reviews and Inspections
Defect Prevention
Quantitative Management
Improving Quality by Improving Performance
In Brief
Suggested Reading and Resources
Chapter 14 – Optimizing the Plan
Overview
Techniques
Defect Prevention Using Statistical Methods
Defect Prevention Using Nonstatistical Techniques
Return on Investment
In Brief
Suggested Reading and Resources
Final Thoughts
A Recommended Approach for Project Success
Key Processes and Guidelines
Characteristics of the Project Approach We Recommend
Suggested Reading and Resources
Acronyms
Glossary
References
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