Wiley and SAS Business Series
by Stratton, Alan, Schubert, Karl D.,, Niven, Paul R.,, Hugos, Michael,, Hill, Anth
CIO Best Practices: Enabling Strategic Value with Information Technology
- Copyright
- Wiley and SAS Business Series
- Preface
- About the Contributing Authors
- 1. Harnessing IT to Drive Enterprise Strategy
- 1.1. RELATIONSHIP OF IT STRATEGY TO ENTERPRISE STRATEGY
- 1.2. FORMULATING STRATEGY IN HIGHCHANGE ENVIRONMENTS
- 1.3. STRATEGIC GUIDELINES FOR DESIGNING IT SYSTEMS
- 1.4. MATCH STRATEGY EXECUTION TO THE TEMPO OF YOUR BUSINESS
- 1.5. TACTICS ARE THE METHODS THAT GET THINGS DONE
- 1.6. PART 2 GETTING THINGS DONE AND DELIVERING VALUE
- 1.7. HOW TO TELL A WINNING PROJECT FROM A LOSER
- 2. Architecture, Portfolio Management, Organizational Development—Integrated Foundations for Strategy Realization
- 2.1. INTEGRATED DISCIPLINES
- 2.2. PART 1 ENTERPRISE ARCHITECTURE
- 2.3. THE ARCHITECTURAL APPROACH TO IT
- 2.4. COMPONENTS OF ENTERPRISE ARCHITECTURE
- 2.5. ORGANIZING FOR THE ENTERPRISE ARCHITECTURE
- 2.6. THE VALUE OF STRATEGICALLY ALIGNED ARCHITECTURE
- 2.7. PART 2 IT GOVERNANCE AND PORTFOLIO MANAGEMENT-THE PROCESSES THAT LINK EA TO THE REALIZATION OF BUSINESS STRATEGY
- 2.8. TYING IT ALL TOGETHER-LINKING EA TO IT GOVERNANCE AND PORTFOLIO MANAGEMENT
- 2.9. INTEGRATED PROCESSES
- 2.10. PART 3 ALIGNING EA AND ORGANIZATIONAL DEVELOPMENT FOR STRATEGY REALIZATION
- 2.11. AN ARCHITECTURE-LED E-BUSINESS AND IT TRANSFORMATION CASE STUDY
- 2.12. CHAPTER CHECKLIST
- 3. A Strategically Focused, Tactically Agile IT Organization
- 3.1. AGILITY IS A PROCESS
- 3.2. LOOP 1: MONITORING AND DECIDING
- 3.3. Loop 2: Improving Existing Processes
- 3.4. LOOP 3: CREATING NEW PROCESSES: DEFINE-DESIGN-BUILD
- 3.5. DYNAMICS OF THE AGILE IT ORGANIZATION
- 3.6. CREATING AGILE NEW PROCESSES
- 3.7. THE CORE TECHNIQUES
- 3.8. DEFINE—THE FRAMEWORK FOR ACTION
- 3.9. DESIGN—WORKFLOW AND TECHNICAL SYSTEM DESIGN
- 3.10. BUILD-SYSTEM CONSTRUCTION AND ROLL OUT
- 3.11. TWO WINS, A LOSE, AND A DRAW: LESSONS IN COMPLEXITY
- 4. The Sum of IT Can be Greater than its Parts
- 4.1. WHY IT SECTIONS PLAY IN ISOLATON
- 4.2. BUILDING A MATURE IT ORGANIZATION WHILE LEARNING NEW SYMPHONIES
- 4.3. IT STRATEGY MAPPING
- 4.4. IT FINANCE'S STRATEGIC ROLE— ILLUMINATION
- 4.5. ALTERNATIVE TOOLS FOR IMPLEMENTING STRATEGIC IT FINANCE
- 4.6. DEPLOYING ABC/M FOR IT FINANCE
- 4.7. DECISION INFORMATION
- 4.8. UNDERSTANDING CAPACITY
- 4.9. CONCLUSION
- 5. IT Performance Management Using the Balanced Scorecard
- 6. How to Measure and Manage Customer Value and Customer Profitability
- 6.1. PART 1 THE RISING NEED TO FOCUS ON CUSTOMERS
- 6.2. THE PERFECT STORM IS CREATING TURBULENCE FOR MARKETING MANAGEMENt
- 6.3. A FOUNDATION FOR CUSTOMER PORTFOLIO MANAGEMENT
- 6.4. REALIGNING THE ORGANIZATION AROUND CUSTOMERS RATHER THAN PRODUCTS
- 6.5. PREPARING FOR CUSTOMER ANALYTICS INTEGRATION
- 6.6. DISTINGUISHING HIGH FROM LOW ECONOMIC CUSTOMER VALUE
- 6.7. ALL CUSTOMERS ARE NOT CREATED EQUAL
- 6.8. SHOULD WE PURSUE THE MOST PROFITABLE OR THE MOST VALUABLE CUSTOMERS
- 6.9. MEASURING CUSTOMER LIFETIME VALUE
- 6.10. CUSTOMER LIFETIME VALUE—INVESTMENT ANALYSIS MATH
- 6.11. BALANCING SHAREHOLDER VALUE WITH CUSTOMER VALUE
- 6.12. THE TRADE-OFF BETWEEN CUSTOMER VALUE AND SHAREHOLDER VALUE CREATION OR DESTRUCTION
- 6.13. CLV OR ONLY CUSTOMER PROFITABILITY? WHEN IS CLV APPLICABLE
- 6.14. THE CFO AND CIO MUST SHIFT EMPHASIS
- 6.15. HOW DO BUSINESS INTELLIGENCE AND PERFORMANCE MANAGEMENT RELATE TO EACH OTHER?
- 6.16. OPTIMIZING THE BALANCE BETWEEN CUSTOMER VALUE AND SHAREHOLDER VALUE
- 7. Consider the Outsource:Right from the Start
- 7.1. THE WHYS OF OUTSOURCING
- 7.2. WHAT CAN AND WHAT SHOULD BE OUTSOURCED
- 7.3. HOW TO OUTSOURCE
- 7.3.1. Definition, Rationale, and Benefits Expected
- 7.3.2. Timeline and Path to Project Kick-off
- 7.3.3. Survey
- 7.3.4. Request for Information
- 7.3.5. Review and Select the Best RFI Responses
- 7.3.6. Request for Proposal
- 7.3.7. Review and Select the Best RFP Responses
- 7.3.8. Site Visit(s)
- 7.3.9. Select the Best
- 7.3.10. Negotiate the Contract
- 7.3.11. Kick-off the Project
- 7.4. MANAGING WHAT IS OUTSOURCED
- 7.5. OUTSOURCING AND THE ANNA KARENINA PRINCIPLE
- 7.6. APPENDIXES
- 7.6.1. 7A. Sample Request for Information Letter
- 7.6.2. 7B. Sample Communiqué for In-person Meetings to Present RFI Submission
- 7.6.3. 7C. Sample Agenda for RFI Review-and-Select Meeting
- 7.6.4. 7D. Sample Request for Proposal Letter
- 7.6.5. 7E. Sample Outline for Request for Proposal
- 7.6.6. 7F. Site Visit Preparation Letter and Agenda Proposal
- 8. Managing for Returns on IT Investments
- 8.1. PART I BY MICHAEL HUGOS IS THIS PROJECT WORTH DOING?
- 8.2. THE ROI PROCESS
- 8.3. DEFINE THE SPECIFIC COSTS AND BENEFITS
- 8.4. THE PORTFOLIO OF SYSTEMS INVESTMENTS
- 8.5. IT SYSTEMS INVESTMENTS
- 8.6. DEFINE A PROJECT EVALUATION PROCESS
- 8.7. PART 2 BY JOE STENZEL RETURN ON INTANGIBLES: MEASURING AND MANAGING IT CAPABILITES
- 8.8. A FRAMEWORK FOR MEASURING AND MANAGING IT INTANGIBLES
- 8.9. FACTORING INTANGIBLES INTO THE ROI EQUATION
- 8.10. ITEM PRICING SYSTEM—TOTAL ESTIMATED COSTS & BENEFITS
- 8.11. DETAILED SCHEDULE OF COSTS
- 8.12. DETAILED SCHEDULE OF BEEFITS
- 8.12.1. DIRECT BENEFITS (revenue and cost savings due to productivity improvements)
- 8.12.2. INCREMENTAL BENEFITS (benefits due in part to new system e.g., attract new customers, make better decisions, etc.)
- 8.12.3. COST AVOIDANCE BENEFITS (savings related to growing business without needing to add new staff or incurring other expenses)
- 8.12.4. INTANGIBLE BENEFITS (benefits that are hard to quantify in dollar amounts but which should be identified and listed)
The Wiley and SAS Business Series presents books that help senior-level managers with their critical management decisions.
Titles in the Wiley and SAS Business Series include:
| Business Intelligence Competency Centers: A Team Approach to Maximizing Competitive Advantage, by Gloria J. Miller, Dagmar Bräutigam, and Stefanie Gerlach |
| Case Studies in Performance Management: A Guide from the Experts, by Tony C. Adkins |
| Credit Risk Scorecards: Developing and Implementing Intelligent Credit Scoring, by Naeem Siddiqi |
| Customer Data Integration: Reaching a Single Version of the Truth, by Jill Dyché and Evan Levy |
| Information Revolution: Using the Information Evolution Model to Grow Your Business, by Jim Davis, Gloria J. Miller, and Allan Russell |
| Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap) by Gary Cokins |
For more information on any of the above titles, please visit www.wiley.com/go/sas
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