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IT-Enabled Business Change: Successful Management Paperback – 1 Sep 2008

4.3 out of 5 stars 9 customer reviews

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Product details

  • Paperback: 178 pages
  • Publisher: BCS (1 Sept. 2008)
  • Language: English
  • ISBN-10: 1902505913
  • ISBN-13: 978-1902505916
  • Product Dimensions: 17 x 1 x 24.4 cm
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (9 customer reviews)
  • Amazon Bestsellers Rank: 110,247 in Books (See Top 100 in Books)
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Product description

Review

Our ability to successfully enable business change seems inversely proportional to what we invent. This book brings together common sense and best practice to help address this situation. Well worth reading, for IT professionals and business managers alike.--John Suffolk

Review

Dr Sharm Manwani lectures and directs programmes in IT-enabled business change at Henley Business School. He has previously been European CIO of two leading multi-national companies where he directed large international IT-enabled change programmes.

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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on 17 November 2008
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