Development effectiveness : strategies for IS organizational transition

목차 (Table of Contents)

• CONTENTS
• PREFACE = xv
• ACKNOWLEDGMENTS = xix
• Part I The Currents State of IS Development and Pointers for the Future = 1
• 1. How We Got Here-Information Systems Development and Attempts to Improve Performance = 3
• Issues for Business Managers = 4
• Better Information = 5
• Consequences for IS Developers = 7
• Key Issues for IS Developers = 10
• Better Information Systems Development = 13
• Wrong People, Wrong Specs = 18
• Is Development Track Record = 20
• High-Level Languages : From 3GLs to 4GLs = 23
• Better User Requirements Definition = 28
• Structure and Standards = 30
• 2. Leading Practices-And Where They Still Fall Short = 41
• Development Processes Today : What the Best Are Already Doing = 43
• Processes Today : What Is Still Missing = 45
• Improved Requirements Analysis Processes Can Help = 48
• Focus on Teams = 50
• Tools Today : What the Best Are using = 51
• Workbenches = 51
• Work Flow Managers, Process Managers, and Integrated Project Support Environments = 53
• Application and Code Generators = 55
• Applications Area Specific Tools = 56
• Redevelopment Engineering = 56
• Verification, Validations, and Testing = 58
• Project Management = 60
• Miscellaneous Tools = 62
• Tools Today : What Is Still Missing = 62
• Standards = 65
• The Repository = 66
• Other Missing Pieces = 67
• Infrastructure Today : What the Best Have Invested In = 69
• Infrastructure Today : What Is Still Not Working = 72
• Resources Today : How the Best Treat Their Staff = 73
• Resources Today : Challenges Remain To be Met = 75
• Conclusion : No One Is the Best at Everything-And There Are No Easy Answers = 76
• 3. Characteristics of High-Performance IS Organizations = 81
• Mission = 84
• Culture = 86
• Organization = 89
• Information Technology Processes = 92
• Process Specialization = 92
• Delivery Flexibility = 93
• Focus on the Future = 93
• Continuous Improvement = 94
• Process Maturity = 94
• Customer Interface = 95
• Participation = 95
• Responsiveness = 96
• Consideration for the Customer = 97
• Infrastructure = 97
• Automation = 97
• Reuse = 98
• Performance Support = 99
• Economics = 99
• Focus on Business Value = 100
• Demonstrating Tactical Cost Effectiveness = 100
• Recognizing Strategic Investment Needs = 100
• Conclusion = 101
• Part II Key Issues in Organizational Transition = 103
• 4. Total Quality and Process Orientation in Information Systems Development = 105
• TQM and Process Thinking = 109
• Customer Perspective = 110
• Empowerment = 112
• Scientific Method = 114
• Measurement = 116
• Why Measurement Matters = 116
• The Roles of Measurement = 116
• Measurement Goes with Good Results = 119
• A Model for Improvement = 120
• Which to Improve-The Product or the Process? = 120
• How to Improve-Continuous Improvement or Innovation? = 123
• Defining Processes = 123
• Information Technology Processes = 125
• Identify Business Opportunities = 131
• Design IT Infrastructure = 132
• Deliver and Evolve IT Components = 134
• Relationship to Overall Business Processes = 135
• Targeting Processes for Innovation or Improvement = 136
• 5. Organizational Design for Systems Delivery Effectiveness = 141
• Mechanisms for Coordinations and Communication = 144
• Coordination History of Information Systems Development Organizations = 148
• The Effect of Groups = 149
• Achieving the Group Synergy Effect = 150
• Approaches to Forming Groups = 154
• Success Criteria for Effective Groups = 156
• The History of Groups in Information Systems Development Organizations = 157
• A Hypothetical Process for Organizational Design = 158
• Principles for Effective Systems Delivery = 160
• Organizational Design Implications = 162
• A Logical Systems Delivery Organization Model = 166
• A Physical Systems Delivery Organization Model Cautions = 167
• 6. Why the Management of Change Matters = 167
• What Is Change? = 173
• The Impact of Changing Technology on People = 176
• Assimilating Change Is Resource Consuming = 177
• The Danger of Depleting Assimilation Resources = 178
• Increasing Resilience to Change = 181
• Understanding Commitment Requirements = 182
• Change Is a Process, Not an Event = 183
• Pain : Moving Away from the Status Quo = 186
• Remedy : Shared Vision of a Desired State = 187
• Vision Setting Is Aimed at Effecting Change = 188
• Moving Through the Transition State = 189
• Key Roles in Managing Change = 191
• Change Target = 193
• Initiating Sponsor = 194
• Sustaining Sponsor = 194
• Change Agent = 195
• Change Advocate = 195
• Cascading Sponsorship = 196
• Developing Change Agent and Advocacy Skills = 198
• Sources of Resistance = 199
• The Role of Corporate Culture = 202
• Stages of Change Commitment = 203
• Preparation Phase = 205
• Acceptance Phase = 206
• Commitment Phase = 207
• 7. Commitment and Justification = 211
• Establishing the Need for Action = 215
• Sizing the Development Effort = 215
• The Importance of Development in a Changing World = 218
• What Does Development Effectiveness Cost? = 219
• Where Benefits Can Be Found and How They Can Be Achieved = 222
• Three Major Areas of Benefits = 224
• Justifying change in Development Activities = 226
• Traditional Cost Justification = 226
• Cycle Time = 229
• Quality = 229
• Other Benefits = 230
• Nontraditional Approaches = 230
• Development Effectiveness Systems as Infrastructure = 231
• New Work Patterns = 235
• The Value Management Framework = 237
• Benefit Realization Accelerators = 242
• Part III A Framework for transition = 245
• 8. Getting Ready = 251
• Awareness Building = 252
• Commitment Requires Awareness = 253
• Cost of the Status Quo = 255
• Awareness of Opportunities in the New Environment = 256
• Recognizing Paradigm Shifts = 257
• Awareness of the Process and Issues Related to Managing Organizational Change = 257
• Cost of Change = 258
• Awareness of the Need to Assess = 259
• Understanding Related Initiatives and Current Strengths = 260
• Time Awareness Building = 260
• Using Pilot Projects to Demonstrate That Improvement Is Possible = 261
• Developing a Strategy for On-going Awareness Building = 262
• Setting a Vision = 265
• Powerful Rhetoric Motivates Robust Actions = 266
• Spreading Visions = 266
• Assessing Readiness = 272
• Assessment Has Multiple Objectives = 274
• The Readiness Assessment Process = 276
• Gaining Participation = 280
• Why Assessment May Be Resisted = 280
• Readiness Assessment Drives Transition Planning = 281
• 9. Planning for and Managing Transition = 283
• Transition Planning = 284
• Managing the Transition Process = 286
• Resources and Skills = 287
• Structure = 287
• Power : The Drivers of Development = 288
• Mission = 288
• Culture = 289
• Continuous Improvement = 289
• The Transition Process = 290
• Carrying the Staff Along with the Process = 291
• Change in Bits-Sized Chunks : The Pathfinder Principle = 291
• The Bandwagon Effect = 292
• Putting Infrastructure in Place = 294
• Achieving Measured Improvement = 295
• Carrying on the Business of Development = 296
• Organizing for Transition = 298
• Transition Leadership = 299
• Developing a Management Framework for the Transition = 302
• Whose Transition Is This Anyway? = 302
• Balancing Process and Structure = 302
• Managing the Infrastructure-Building Programs = 303
• The Pathfinder Project Managers = 303
• Organizing for Beyond the Transition = 304
• From Project to Process = 304
• Projects to Improve Processes = 305
• Transition Synergy = 305
• Measuring Progress = 307
• When Is Transition Complete? = 314
• Creating and Managing an Effective Infrastructure = 314
• A Complete Program for Infrastructure Creation = 317
• Organizing to Support the Methodology = 318
• Project-Support Office = 318
• A High-Performance Development Environment = 318
• The Knowledge Base = 320
• Measurement of Development Effectiveness = 324
• The Business Contribution View = 324
• The User / Customer View = 325
• Internal Performance Review = 326
• Productivity = 326
• Cycle Time = 327
• Product Quality Versus Process Quality = 328
• Starting a Measurement Program = 328
• Continuing Synchronization of Development with the IS Plan = 329
• Working in Partnership with the Business = 330
• Establish a Performance Support Capability = 333
• Creating the Infrastructure Through "Real Work" = 333
• 10. Transition Through Action : The Pathfinder Process = 335
• Pathfinder Projects = 336
• Selecting Pathfinder Projects = 338
• Characteristics of Pathfinder Projects = 341
• The First Pathfinder Project = 343
• Planning Pathfinder Projects = 346
• Resource Constraints : Selecting the Project Team = 347
• Integrating with the Infrastructure Programs = 350
• Supporting the Pathfinder Projects = 351
• Closing the Pathfinder Effort = 352
• 11. Living with the Future : Internalizing Continuous Improvement = 353
• The Need for Continuous Change = 354
• Planning for Continuous Change and Its Consequences = 356
• From "What" to "Why" = 356
• The Transition Framework-Iterate, Iterate, Iterate! = 357
• Continuous Change-Innovative Change = 358
• Infrastructure as Organizational Memory = 360
• Stage 1 : Data Processing = 364
• Stage 2 : Information Processing = 364
• Stage 3 : Personal Computing = 365
• Stage 4 : Information Engineering = 365
• Stage 5 : Knowledge Engineering = 365
• Conclusion = 369
• The Cliff Analogy = 370
• Prior Ways of Viewing the Change Process = 370
• A More Accurate View = 371
• References and Bibliography = 377
• Index = 381