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His premise is that most IT projects should be viewed as IT-enabled business change projects. This changes the way they are approached and increases their benefits. With this book, he aims to help those involved in such projects to understand the issues and become more successful.
The book is aimed at all those involved in, or affected by, IT-enabled business change projects. It is intended as an introductory text, with no specific prior knowledge assumed. The book follows the life cycle of change, starting with an overview that considers the major tasks and roles involved in the complete cycle.
The book considers how business and IT alignment can be addressed through the use of simple, tried and tested models. This approach is followed in the chapters on improvement definition, design implementation and benefits management.
The chapter on business change design introduces the basic organisational structure and culture change, process design and structuring information for strategic, tactical and operational levels. This focus follows through into the chapter on implementation.
The final chapter summarises the techniques introduced in earlier chapters and reviews the skills needed in relation to the competency model, Skills Framework for the Information Age (SFIA).
This book succeeds as an introductory text, most particularly in its description of the entire scope of an IT-enabled change project in a manner that seamlessly integrates organisational and technical discussions. Those not having a basic understanding of some of the techniques (e.g. value chain analysis) or models (e.g. ITIL) may find it helpful to access other sources as they come across the terms. The notes and references at the end will help in locating such sources.
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The book is easy to read and covers all the main apsects of IT-enabled business change, pulling on traditional approaches, conventional wisdom and leanrnings from hard practical experiences - of success as well as failure. It doesn't perport to be a handbook with all of the answers, but it's a great summary of everything that you should be considering and doing for your company or your clients.
Any practitioner will quickly realise that it provides a solid framework that can usefully guide personal development, as well as helping to manage change project better. If you have well established methodology for this, let the book test that and challenge some of the standards you work to.
Right now, the UK in particluar is waking up to the potential economic benefits of fully exploiting IT investments - and the wasted opportunities of the past - getting IT-enabled business change right lies at the heart of the issue. It is very timely that Sharm Manwani shoudl write this book.
This is an essential read for everyone interested in this field, no matter how experienced.
Having completed a business degree I recognised many of the techniques the author presented (force-field analysis, porters 5 forces, change cubes, amongst many others) and so there was certainly good research or topics presented. Furthermore having a project management & change background there was a lot of topics around alignment of projects to organisation goals, designing business change, implementing business change etc that I recognised. There was a recurring theme throughout the book where the writer trys to get across the importance of highlighting IT projects rarely truely are "IT projects", they almost always incur some sort of business change (new processes, new organisational design, training requirements, communications, etc).
In summary it is a worthwhile read with a lot packed into less than 200 pages. However people who have technical background wanting to expand their understanding of wider business projects, rather than focussing too narrowly on the IT aspects of such projects, will benefit most from reading it.
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