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"Intended for executives, planners and high level IT managers, this volume provides a comprehensive overview of the ecosystem of Information technology and explores the interconnectedness of technology and business as a system of value for IT architecture. Topics discussed include IT as an evolving system of continuous improvement, universal architectures, patterns for IT processes and IT lifecycles. The work explores overarching themes and also provides detailed organizational charts and plans demonstrating real world examples. Betz is research director for an integrated IT management at a management consulting firm."--SciTech Book News
Product Description
Information technology supports efficient operations, enterprise integration, and seamless value delivery, yet itself is too often inefficient, un-integrated, and of unclear value. This completely rewritten version of the bestselling "Architecture and Patterns for IT Service Management, Resource Planning and Governance" retains the original (and still unique) approach: apply the discipline of enterprise architecture to the business of large scale IT management itself. Author Charles Betz applies his deep practitioner experience to a critical reading of ITIL 2011, COBIT version 4, the CMMI suite, the IT portfolio management literature, and the Agile/Lean IT convergence, and derives a value stream analysis, IT semantic model, and enabling systems architecture (covering current topics such as CMDB/CMS, Service Catalog, and IT Portfolio Management). Using the concept of design patterns, the book then presents dozens of visual models documenting challenging problems in integrating IT management, showing how process, data, and IT management systems must work together to enable IT and its business partners. The edition retains the fundamental discipline of traceable process, data, and system analysis that has made the first edition a favored desk reference for IT process analysts around the world. This best seller is a must read for anyone charged with enterprise architecture, IT planning, or IT governance and management. It features: Lean-oriented process analysis of IT management, carefully distinguished from an IT functional model; Field-tested conceptual information model with definitions and usage scenarios, mapped to both the process and system architectures; and, Integrated architecture for IT management systems. It presents Synthesizes Enterprise Architecture, IT Service Management, and IT Portfolio Management in a practical way.
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Customer Reviews
Most Helpful Customer Reviews
Format:Paperback
On the positive side, I think the author is on the right track with his value chain for IT.
There is a certain irony to the fact, that IT it used to support the value chain and processes of the business as a whole, but has not yet itself defined its own value chain. Much IT is still managed by poorly integrated processes, data and systems. By using sound architecture and patterns, we can get much closer to realizing the'ERP of IT'
On the negative side, the mapping of ITIL to the value chain is based on ITIL v2. This does not mean that main concept does not hold - on the contrary the subject of the book is more important than ever. But as someone working in an ITIL v3 environment and who is not well versed in ITIL v2, I was quite dismayed by this.
Your mileage may however vary.
There is a certain irony to the fact, that IT it used to support the value chain and processes of the business as a whole, but has not yet itself defined its own value chain. Much IT is still managed by poorly integrated processes, data and systems. By using sound architecture and patterns, we can get much closer to realizing the'ERP of IT'
On the negative side, the mapping of ITIL to the value chain is based on ITIL v2. This does not mean that main concept does not hold - on the contrary the subject of the book is more important than ever. But as someone working in an ITIL v3 environment and who is not well versed in ITIL v2, I was quite dismayed by this.
Your mileage may however vary.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
23 reviews
8 of 9 people found the following review helpful
Finally! A book on managing IT, *using* IT!
21 Nov 2006
Format:Paperback
A little introduction is in order - I've led ERP, data warehouse, product data management and infrastructure tool (Tivoli, BMC, etc.) implementations at fortune 500 and Global 100 companies. I've also spent a good portion of my career leading software development teams at small and medium sized software companies.
I can find a dozen books on the latest "software development methodology", .NET tool or java API. The challenge there is sifting through them all.
In the "managing IT" space, I've had to put up with management gurus who don't understand IT, and software developers who confuse project based IT with the management of IT assets.
To my knowledge, no book has ever covered the "management of IT" - Those things left behind by agile software development projects (great methodology for new stuff, btw) so cogently and so earnestly. There's no "philosphocal" smoke, and axes being ground here... It's just plain spoken common sense that you've thought about if you've had to manage large, in place systems, but never taken the time to articulate.
This book puts to words what thousands of IT Directors, managers and CIO's wish they had time to put to words. Check out the table of contents - What's in it is actually covered, and covered well... FOR THE FIRST TIME EVER!
If you're responsible for a large IT budget, you can't afford to *not* read this book.
I can find a dozen books on the latest "software development methodology", .NET tool or java API. The challenge there is sifting through them all.
In the "managing IT" space, I've had to put up with management gurus who don't understand IT, and software developers who confuse project based IT with the management of IT assets.
To my knowledge, no book has ever covered the "management of IT" - Those things left behind by agile software development projects (great methodology for new stuff, btw) so cogently and so earnestly. There's no "philosphocal" smoke, and axes being ground here... It's just plain spoken common sense that you've thought about if you've had to manage large, in place systems, but never taken the time to articulate.
This book puts to words what thousands of IT Directors, managers and CIO's wish they had time to put to words. Check out the table of contents - What's in it is actually covered, and covered well... FOR THE FIRST TIME EVER!
If you're responsible for a large IT budget, you can't afford to *not* read this book.
4 of 4 people found the following review helpful
A understandable roadmap for implementing
24 Mar 2007
Format:Paperback
As a recent inductee into enterprise technology architecture from the silos of network and server deployment, I was looking for a resource to serve as both a overall view of the IT organisation structure, and as a vision of making the IT organisation more useful to their enterprise customers.
From my perspective this book was great value, simply by informing me what I didn't know I didn't know.
Data modellers love to reduce their enterprise's line of business to a series of normalised entities; this book does a similar job for the IT business enterprise itself.
I see this book as being useful to people in at least the following scenarios:
* Those who are looking to advance their technology career into a more holistic view across technologies and indeed into understanding their customer's business.
* Those who wish to see how the various IT-related standards fit together inside the overall value-chain model. For example, it becomes clear that ITIL is not the be-all and end-all of the IT business.
* Those who are trying to convince their bosses and "technology silo" management as to the specific benefits of opening up those silos. The author's credibility is enhanced by calling out the major problems in the siloed approach, which completely resonated with my previous experience in silos (e.g. the chucking "over the wall" of new applications to operations, leaving a mess for operations to clean up). Furthermore, the author lays out a credible alternative based on fostering collaboration and the vocabulary upon which the various silos can collaborate.
* Those who are already-enlightened leaders can use this book as a blueprint or roadmap for future IT projects and operations - buying several copies of this book is more scalable than the leaders having to disseminate this vision in their own words.
* Those who are Enterprise Architects will become enlightened that indeed the IT group in their line-of-business enterprise can actually be considered an enterprise in their own right. This book gives plenty of ideas for building that IT enterprise architecture.
* Those who are trying to retain talent can do no worse to try-on the concepts presentented in their book. If the IT group has more automated business processes (as opposed to home-grown paper based systems) then your IT talent will escape a lot of the caveman work that seems to still hang around IT groups. With less caveman work, your IT professionals have more time to contemplate the bigger picture and work on higher value activities, surely leading to better morale.
* Those who believe in the "share before buy before build" approach can at least "buy" this IT strategy before "building" their own wheel.
One star is taken off this book because it is currently only published as a paper book and not in any kind of complete electronic version (in fairness though, various topics have a presence at the author's blog at [...]). When you're trying to persuade your fellow IT professionals as to the merit of a particular argument in this book, it would have been great to just be able to snip out the relevant argument and email it to them. Also, if you start initiating projects based on the book's advice, it would have been great to have an online reference to trace your IT-business requirements back to.
That said though, if you're interested in the bigger picture around IT from someone who's been there managing enterprise IT, give this book a go. We need the messages in this book to be amplified and therefore drive IT groups to maturity.
From my perspective this book was great value, simply by informing me what I didn't know I didn't know.
Data modellers love to reduce their enterprise's line of business to a series of normalised entities; this book does a similar job for the IT business enterprise itself.
I see this book as being useful to people in at least the following scenarios:
* Those who are looking to advance their technology career into a more holistic view across technologies and indeed into understanding their customer's business.
* Those who wish to see how the various IT-related standards fit together inside the overall value-chain model. For example, it becomes clear that ITIL is not the be-all and end-all of the IT business.
* Those who are trying to convince their bosses and "technology silo" management as to the specific benefits of opening up those silos. The author's credibility is enhanced by calling out the major problems in the siloed approach, which completely resonated with my previous experience in silos (e.g. the chucking "over the wall" of new applications to operations, leaving a mess for operations to clean up). Furthermore, the author lays out a credible alternative based on fostering collaboration and the vocabulary upon which the various silos can collaborate.
* Those who are already-enlightened leaders can use this book as a blueprint or roadmap for future IT projects and operations - buying several copies of this book is more scalable than the leaders having to disseminate this vision in their own words.
* Those who are Enterprise Architects will become enlightened that indeed the IT group in their line-of-business enterprise can actually be considered an enterprise in their own right. This book gives plenty of ideas for building that IT enterprise architecture.
* Those who are trying to retain talent can do no worse to try-on the concepts presentented in their book. If the IT group has more automated business processes (as opposed to home-grown paper based systems) then your IT talent will escape a lot of the caveman work that seems to still hang around IT groups. With less caveman work, your IT professionals have more time to contemplate the bigger picture and work on higher value activities, surely leading to better morale.
* Those who believe in the "share before buy before build" approach can at least "buy" this IT strategy before "building" their own wheel.
One star is taken off this book because it is currently only published as a paper book and not in any kind of complete electronic version (in fairness though, various topics have a presence at the author's blog at [...]). When you're trying to persuade your fellow IT professionals as to the merit of a particular argument in this book, it would have been great to just be able to snip out the relevant argument and email it to them. Also, if you start initiating projects based on the book's advice, it would have been great to have an online reference to trace your IT-business requirements back to.
That said though, if you're interested in the bigger picture around IT from someone who's been there managing enterprise IT, give this book a go. We need the messages in this book to be amplified and therefore drive IT groups to maturity.
5 of 6 people found the following review helpful
A seminal work that pinpoints a solution for many IT woes
24 May 2007
Format:Paperback|Amazon Verified Purchase
This book should be mandatory reading for CEOs of software companies and CIOs. Charles Betz is clearly intelligent, analytical and creative. He has pinpointed the issue of HOW IT needs to manage itself. He clearly illustrates the shallowness of hackneyed phrases such as 'run IT like a business'. Betz strikes the right note on the application of Enterprise Architecture to IT (or software development companies). He provides a perceptive Value Chain model and supporting material. Charles Betz addresses the need for an ERP for IT - correctly pointing out the risks and dangers. He deals with the contribution ITIL, COBIT and to a lesser extent CMM can make to the structuring of that 'Target Architecture' and where the gaps lie. His analysis of the ITIL framework is outstanding and should be mandatory reading for all ITIL practitioners. If you are about to implement a CMDB, you will find Charlie has provided an excellent dissertation on the challenging issue of granularity and scope. All in all a brilliant book. I wish I'd written it myself!! Rob Aalders (The IT Outsourcing Guide, The IT Manager's Survival Guide).
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