Unleashing the Power of IT, Second Edition – Bringing People, Business, and Technology Together

<p>FOREWORD ix</p>
<p>PREFACE xiii</p>
<p>ACKNOWLEDGMENTS xvii</p>
<p>ABOUT THE CONTRIBUTING AUTHORS xix</p>
<p>CHAPTER 1 Creating Your Twenty–First–Century Workforce and Culture 1</p>
<p>Core Skills for Success 2</p>
<p>Assess Your Core Competencies 3</p>
<p>Who Will Benefit Most? 4</p>
<p>Getting the Most out of This Book 5</p>
<p>CHAPTER 2 Transforming Your IT Team 7</p>
<p>How to Make This Transition: Learn to Think Differently 10</p>
<p>Five Critical Success Factors That Enable IT Organizational Excellence 14</p>
<p>Conclusion 21</p>
<p>CHAPTER 3 Driving Change with Intent 23</p>
<p>Defining Terms 24</p>
<p>The Components of Change 25</p>
<p>Achieving Commitment Is Essential for Sustaining Change 25</p>
<p>Change Takes a Community 28</p>
<p>Clarity Precedes Activity 31</p>
<p>Messaging the Change 34</p>
<p>Conclusion 36</p>
<p>CHAPTER 4 Building a Client–Focused IT Culture 39</p>
<p>What Good Service Looks Like 41</p>
<p>Service Skills for a New Mind–Set 43</p>
<p>Strategies for Developing a Service Mentality 50</p>
<p>Conclusion 53</p>
<p>CHAPTER 5 Evolving into the Role of Consultant 55</p>
<p>What Is the Consultant s Role? 57</p>
<p>Why Do I Need to Become More Consultative? 59</p>
<p>Learning to Change Hats: The Four Roles of IT 60</p>
<p>How Do I Become a Consultant? 61</p>
<p>How Difficult Can This Be? 67</p>
<p>Conclusion 68</p>
<p>CHAPTER 6 Negotiating: Getting What You Want without Damaging the Relationship 71</p>
<p>Position versus Interest Negotiations 72</p>
<p>Three Steps and Three Key Factors 74</p>
<p>Applying the Key Factors to the Second Step: Information Exchange 80</p>
<p>The Final Step: Now Comes the Bargaining 81</p>
<p>Conclusion 82</p>
<p>CHAPTER 7 Sharpening Your Political Savvy 85</p>
<p>Picturing Yourself as a Political Player 86</p>
<p>IT and Politics: Historically Strange Bedfellows 87</p>
<p>A Five–Step Process for Developing Political Awareness 89</p>
<p>Developing Political Skills 92</p>
<p>Conclusion 96</p>
<p>CHAPTER 8 Managing Projects: The Science and the Art 99</p>
<p>The Building Blocks of Project Management 101</p>
<p>Structuring Projects for Success 104</p>
<p>Developing Plans That Work 105</p>
<p>Managing to Successful Completion 107</p>
<p>The Four Tenets of the Project Manager s Mind–Set 110</p>
<p>Conclusion 114</p>
<p>CHAPTER 9 Changing Your Requirements–Gathering Mind–Set 117</p>
<p>The What, Not the How 119</p>
<p>The Importance of the Interview 121</p>
<p>Communicating through Pictures 124</p>
<p>Writing a Solid Requirements Document 126</p>
<p>Conclusion 127</p>
<p>CHAPTER 10 Managing the Vendor Relationship 129</p>
<p>Both Sides of the Coin 130</p>
<p>Preparing for a New Role 131</p>
<p>Getting a Fresh Start 133</p>
<p>The Seven Phases of Managing Vendor Partnerships 135</p>
<p>Conclusion 145</p>
<p>CHAPTER 11 Marketing IT s Value 147</p>
<p>Market to the IT Department 149</p>
<p>Build Partnerships 151</p>
<p>Differentiate Yourself 152</p>
<p>Establish Credibility 153</p>
<p>Create Product and Service Awareness 154</p>
<p>Develop a Formal Plan 155</p>
<p>Determine Your Success 156</p>
<p>Conclusion 157</p>
<p>CHAPTER 12 Creating the Social Organization 159</p>
<p>The Social Business Framework 161</p>
<p>Conclusion 170</p>
<p>CHAPTER 13 O&amp;A Clients in Action: Stories from the Trenches 173</p>
<p>St. Luke s Health System: Transformation through a Newly Consultative IT Function 174</p>
<p>Marriott: Success Enhanced through a Transformed IT–Business Relationship 178</p>
<p>Bowdoin College: Trust in IT Creates a Culture of Change 182</p>
<p>Conclusion 186</p>
<p>CHAPTER 14 Moving IT up the Maturity Curve: IT Talent Management 187</p>
<p>Gaining a Core Competency Mind–Set 188</p>
<p>Moving up the IT Maturity Curve 189</p>
<p>Talent Management 2.0 191</p>
<p>A Look at the Best of the Best 193</p>
<p>Conclusion 195</p>
<p>ACCESS YOUR FREE TRIAL OF IT SKILL BUILDER 197</p>
<p>BIBLIOGRAPHY 199</p>
<p>INDEX 203</p>