The Information Paradox: Realizing the Business Benefits of Information Technology,9780071342650

The Information Paradox: Realizing the Business Benefits of Information Technology

by ;
Edition: 1st
ISBN13: 9780071342650
ISBN10: 0071342656
Format: Hardcover
Pub. Date: 1999-02-01
Publisher(s): McGraw-Hill
List Price: $32.05

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Summary

Thorpe and the experts at DMR Consulting show managers how to measure and maximize the benefits of technology.

Author Biography

John Thorp is a vice-president in the Strategic Consulting Practice at Fujitsu Consulting and heads the Center for Strategic Leadership.

Table of Contents

Introduction -- Information Technology: The Best of Times and the Worst of Times xvii
PART I -- THE INFORMATION PARADOX AND THE BENEFITS REALIZATION SOLUTION 3(62)
Chapter 1 -- The Information Paradox
3(34)
The Impact of IT on the Economy: The Productivity Issue
4(3)
Measurement Error
5(1)
Small Installed Base
5(1)
Poor Quality Software and Information Systems
5(1)
Learning Lags
6(1)
The Impact of IT on the Business: The Profitability Issue
7(3)
The Impact of IT on Knowledge Workers: The Individual Performance Issue
10(1)
Information Technology Projects: The Delivery Issue
11(1)
A Balanced View
12(1)
Evolving Applications of Information Technology
13(7)
Automation of Work
15(1)
Information Management
16(2)
Business Transformation
18(2)
Management's Lagging Mind-set
20(3)
Silver Bullet Thinking
21(2)
Management Blind Spots: Four Critical Dimensions of Complexity
23(2)
Linkage
23(1)
Reach
23(1)
People
24(1)
Time
25(1)
The Management Challenge: The Evolving Complexity of IT Applications
25(3)
Business Transformation and the Knowledge Economy
28(2)
Selection and the Problem of Relative Value
29(1)
Window on the Real World: Client Stories
30(4)
A North American Utility
31(1)
Alberta Pool
32(2)
Summary
34(3)
Chapter 2 -- The Benefits Realization Approach
37(28)
Managing IT-enabled Technological Change: The Benefits Realization Process
39(1)
Cornerstones of the Benefits Realization Approach
40(6)
Three Fundamentals
42(3)
Three Necessary Conditions
45(1)
Two Techniques to Support Benefits Realization
46(8)
Modeling
48(3)
Value Assessment Technique
51(3)
Managers Must Have Patience: This is Not a Quick Fix
54(1)
Window on the Real World: Client Stories
54(7)
Ericsson
56(1)
Sollac
57(1)
A Regional Bank in Asia-Pacific
58(1)
National Bank of Canada
59(1)
Quebec Workers Compensation Board
60(1)
Summary
61(4)
PART II -- THREE FUNDAMENTALS 65(92)
Chapter 3 -- First Fundamental: Program Management
65(38)
Project World: The Blinkered View
66(2)
Program Universe: The Big Picture
68(3)
Meshing Technological and Organizational Change
69(1)
Three Core Components of Program Management
70(1)
Defining Program Scope: The Blended Investment Perspective
71(4)
IT as Part of the BTOPP Business System
72(2)
Programs that Produce Results
74(1)
How to Assess Program Value: Multiple Dimensions
75(2)
Translating the Four "Ares" into Measurements
76(1)
Designing and Managing Programs: Getting from Here to There
77(17)
Define Benefits and Articulate Linkages
78(2)
Define Program Scope
80(1)
Design Program: Map the Benefits Realization Process
81(2)
Design Program: Select the Best Benefits Realization Path
83(3)
Define Accountabilities
86(1)
Address the People Factor
87(1)
Recognize the Time Factor
88(3)
Prepare for Risk and Uncertainty
91(3)
Window on the Real World: Client Stories
94(6)
Royale Belge
95(1)
SUNCORP-Metway
96(2)
Bank of America
98(1)
SaskTel
99(1)
Summary
100(3)
Chapter 4 -- Second Fundamental: Portfolio Management
103(28)
The Manager's Dilemma: Too Many Choices, Too Few Resources
103(2)
Budget
104(1)
Delivery Capabilities of the IT Group
105(1)
Delivery Capabilities of the Business
105(1)
Capabilities of the Business To Absorb Change
105(1)
Program Selection Challenge
105(1)
Lagging Management Mind-set
106(2)
Three Selection Blind Spots
107(1)
The Manager's New Weapon: Portfolio Power
108(1)
Selecting and Managing Portfolios: Getting from Here to There
109(14)
Categorize Programs
110(2)
Prepare Value Cases for Business Opportunity Programs
112(5)
Manage Risk to Increase Value
117(2)
Manage and Leverage Program Interdependencies
119(2)
Adjust Portfolio Composition
121(2)
Window on the Real World: Client Stories
123(6)
Transportation Development and Operations Branch, Oregon Department of Transportation (ODOT)
124(3)
Boeing Shared Services Group, Supplier Management & Procurement
127(2)
Summary
129(2)
Chapter 5 -- Third Fundamental: Full Cycle Governance
131(26)
A Major Change in Management Processes, Structures and Attitudes: Practical Steps
133(18)
Value Cases
135(1)
Stage Gates and Progressive Resource Commitment
136(9)
Program Decision Options and Portfolio Composition
145(3)
Organization Structure and Decision Making
148(3)
Window on the Real World: Client Stories
151(2)
Nova Gas Transmission
151(2)
Summary
153(4)
PART III -- THREE NECESSARY CONDITIONS 157(70)
Chapter 6 -- First Necessary Condition: Activist Accountability
157(22)
Three Routes to Activist Accountability
158(15)
Understand the Essence of Activist Accountability
159(1)
Introduce Seven Plus One Key Conditions for Activist Accountability
160(5)
Introduce the Accountabilities Required for Full Cycle Governance
165(8)
Succession Management
173(2)
Window on the Real World: Client Stories
175(1)
Nova Gas Transmission
175(1)
Summary
176(3)
Chapter 7 -- Second Necessary Condition: Relevant Measurement
179(22)
The "New" Manager: Navigating in the Program Universe
180(2)
Four Measurement Blind Spots
181(1)
Benefits Realization Approach to Measurement
182(1)
Results Chain Models: A Unique Perspective
183(3)
Managing the Four Dimensions of Complexity with Good Measurement Systems
186(1)
Designing a Measurement System
186(10)
Make Sure Measures Exist
187(1)
Measure the Right Things
188(2)
Measure Things the Right Way
190(2)
Managers Must Make Sure Measurement Systems Guide Decisions and Action
192(2)
Benefits Realization and Other Measurement Approaches
194(2)
Window on the Real World: Client Stories
196(2)
Nova Gas Transmission
196(2)
Summary
198(3)
Chapter 8 -- Third Necessary Condition: Proactive Management of Change
201(26)
Making Results the Leverage Point of Change
201(1)
Business Sponsor Responsibility
202(1)
Only the Business Application of Technology Can Deliver Value
203(3)
Results-Focused Change Programs: Managing the Four Dimensions of Complexity
206(8)
First Dimension of Complexity: Linkage
207(1)
Second Dimension of Complexity: Reach
207(3)
Third Dimension of Complexity: People
210(3)
Fourth Dimension of Complexity: Time
213(1)
Window on the Real World: Client Stories
214(8)
Montreal Urban Community Police Service
215(2)
Barclays Bank
217(1)
The Boeing Company
218(2)
Qantas Airways
220(2)
Summary
222(5)
PART IV -- CONCLUSION 227(22)
Chapter 9 -- Getting Started
227(22)
Define Your Challenge
227(3)
Range of Solutions
228(1)
Program Management
229(1)
Portfolio Management and Full Cycle Governance
229(1)
Support from the Top
230(1)
Practical Steps: Getting from Here to There
231(16)
Explore the Potential of Benefits Realization
232(4)
Define Scope
236(1)
Get Organized
237(3)
Manage Change
240(2)
Implement Full Cycle Governance (or Program Management)
242(5)
Surviving and Thriving in a Changing World
247(2)
Afterword: The Time to Act is Now 249(4)
Risk Today 250(1)
Risk Tomorrow 250(1)
Rewards of Benefits Realization 250(1)
Results 251(2)
Glossary 253(10)
Bibliography 263(6)
Index 269

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