Strategic Planning for Information Systems By John Ward
Strategic Planning for Information Systems
by John Ward
Explores the impact that Information Systems (IS) have on business performance and the contribution IS makes to the strategic development of organizations. This book describes IS tools, techniques and management frameworks - all of which identify opportunities for strategic thinking.
Strategic Planning for Information Systems Summary
Strategic Planning for Information Systems by John Ward
"Accessibility and clarity of purpose maintained throughout." - "Journal of Information Technology". "Clear, practical, comprehensive." - "Output." "A clear exposition of the impact that IS has had on business performance." - "Long Range Planning". "Lucid analysis." - "Computer Weekly". "Strategic Planning for Information Systems (3rd Edition)" explores the impact that Information Systems (IS) have on business performance and the contribution IS makes to the strategic development of organizations. It describes IS tools, techniques and management frameworks - all of which identify opportunities for strategic thinking, and shows how IS is an indispensable component in the implementation of a strategic plan. Since the earlier edition of "Strategic Planning for Information Systems", much has changed in the way business is organized. However, the essence of the book remains the same - it is a practical and comprehensive book written in a clear and straightforward way. This new edition focuses more on strategic management of IS than on the progress made in recent years in either technology or business processes. This 3rd edition is substantially updated and illustrated with new cases material and examples. Additional material will cover the role of e-commerce, knowledge management and benefits management systems. This book will also show why Information Systems and Information Technology investment works for some organizations and not for others.
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JOHN WARD is Professor of Strategic Information Systems and Director of the Information Systems Research Centre at Cranfield University, School of Management. Before joining Cranfield in 1984, he worked in industry for 15 years and he currently acts as a consultant to a number of major organisations. He has served two terms as President of the UK Academy for Information Systems and been a member of its board since its establishment in 1994. DR JOE PEPPARD is Senior Research Fellow at Cranfield School of Management where he researches and teaches in the area of information systems and technology strategy and management. A former Irish international athlete, he is also a Director of Fineos Corporation, a leading solutions provider to the global financial services industry.
Table of Contents
Series Preface. Preface to the Third Edition. Acknowledgements. 1. The Evolving Role of Information Systems and Technology in Organizations: A Strategic Perspective. Information Systems (IS) and Information Technology (IT). Early Views and Models of IS/IT in Organizations. Early Views and Models: up to 1980. The DP and MIS Eras: The Lessons Learned. The Three era Model. The Strategic Information Systems Era. Strategic Uses of IS/IT: classification, factors for success and management implications. Success Factors in Strategic Information Systems. The Management Implications. What Is an IS/IT Strategy? The Context for IS/IT Strategy. Toward a Fourth Era: An Organizational IS Capability. 2. An Overview of Business Strategy Concepts and the IS/IT Strategy Implications. The Evolving Nature of Strategy and Strategic Planning in Organizations. The Strategic Framework. Strategy Implementation. Strategy Tools and Techniques. A Resource based View of Strategy. 3. Developing an IS/IT Strategy: Establishing Effective Processes. The Evolution of the IS/IT Strategy Process: from Technology Focus to Strategic Focus. Approaches to IS/IT Strategy Development. Problems and Barriers. The Environment of the IS/IT Strategy. The Challenges of Planning Strategically for IS/IT Today. Establishing an IS/IT Strategy Process. Purpose and Stimuli Driving IS/IT Strategy Development. Scope, Objectives and Expectations. An IS/IT Strategy Framework and Approach. Deliverables from the IS/IT Strategy Process. 4. IS/IT Strategic Analysis: Assessing and Understanding the Current Situation. Business Re engineering and IS Strategy. Understanding the Current Situation. Interpreting the Business Strategy. Examining the Current IS/IT Environment. Techniques for Interpretation and Analysis. Information Requirements to Meet the Current Business Objectives: the Use of Critical Success Factors and Balanced Scorecards. Business Process Analysis. Organizational Modelling. Evaluating the Gap between Current and Required IS/IT Environments. 5. IS/IT Strategic Analysis: Determining the Future Potential. Aligning the IS/IT Investment Strategy to the Business. Value Chain Analysis. The External Value Chain (Industry Value Chain or Value System). Information Systems and the Value Chain. The Internal Value Chain. Alternative Value Configuration Models. The Use of Value Chain Analysis. Natural and Contrived Value Chains. Business Re engineering and the Value Chain. 6. Determining the Business Information Systems Strategy. Strategic Planning Techniques and Their Relationships. Framework in which the Tools and Techniques Can Be Used Effectively. Identifying How IS/IT Could Impact the Strategy. Establishing the Relative Priorities for IS/IT Investments. Large Organizations, Multiple SBUs and their Consolidation. 7. Managing the Applications Portfolio. Conclusions from Various Matrices and Models. Classifying the Applications in the Portfolio. Generic Application Management Strategies. Portfolio Management Principles Applied to the Application Portfolio. Managing Application Portfolios in Multi unit Organizations. 8. Strategic Management of IS/IT: Organizing and Resourcing. The Strategic Management Requirement. Organizing Strategies for IS/IT Management. Framework Guiding Action. Provisioning of IS/IT Resources. Who Should Manage IS/IT and Where Should It Report? Coordinating Mechanisms for the Strategic Management of IS/IT. Managing the IS Function as a Bundle of Resources. IS/IT Competency: The Criticality of the Human Resource. Managing Relationships. Bridging the Gap: Improving the Contribution of the IS Function. 9. Managing Investments in Information Systems and Technology. Introduction. Investment and Priority setting Policies. Evaluating IS/IT Investments. Setting Priorities for Applications. Benefits Management. The Benefits Management Process. Assessing and Managing Investment Risks. 10. Strategies for Information Management: Towards Knowledge Management. Information as an Asset: The Senior Management Agenda. An Information Culture. Implementing Business wide Information Management. The Practice of Managing the Information Asset. Activities of IAM. Policies and Implementation Issues. Managing Knowledge Resources. 11. Managing the Supply of IT Services, Applications and Infrastructure. Introduction. IT Service Strategies. Types of IS/IT Service. Application Development and Provisioning Strategies. Aligning the Development Approach to the Application Portfolio. The Special Case of Enterprise Systems . Strategies for Managing the IT Infrastructure. Linking the IT Infrastructure with the Business Strategy. Justification of Infrastructure Investments. Technology Strategies in a Multi business Unit Organization. Outsourcing Strategies. Guidelines for outsourcing decisions. Applications Service Providers. 12. Strategic Planning for Information Systems: Quo Vadis? Introduction. A Brief Resume of Some Key Ideas. IS Strategy Formulation and Planning in the 1990s. Organization Development Based on IS/IT. The Organizational Competencies to Manage IS/IT Strategically. A Business Change Perspective of IS/IT. A Fourth Era: The IS Capability. A Model Linking the IS Capability with IS Competencies and Resources. Index.
Strategic Planning for Information Systems by John Ward
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