MARC Record from Library of Congress

LEADER: 03697cam a2200349 a 4500
001 2007018190
003 DLC
005 20100503090911.0
008 070507s2007 njua 001 0 eng
010 $a 2007018190
015 $aGBA768653$2bnb
016 7 $a013828879$2Uk
020 $a9780470124840 (cloth : alk. paper)
020 $a0470124849 (cloth : alk. paper)
035 $a(OCoLC)ocn124161390
040 $aDLC$cDLC$dBAKER$dBTCTA$dUKM$dYDXCP$dC#P$dBWX$dNLGGC$dDLC
050 00 $aHD30.2$b.G725 2007
082 00 $a004.068/4$222
084 $a85.15$2bcl
100 1 $aGray, Patrick,$d1977-
245 10 $aBreakthrough IT :$bsupercharging organizational value through technology /$cPatrick Gray.
246 3 $aBreakthrough information technology
260 $aHoboken, N.J. :$bJohn Wiley & Sons,$cc2007.
300 $axvii, 221 p. :$bill. ;$c24 cm.
500 $aIncludes index.
505 0 $aHell freezes over: IT becomes a key component of your organizational strategy -- Why do you need breakthrough IT? -- The triple threat -- Hell freezes over: IT enables strategy -- Up periscope! ending the focus on continuing operations -- A brief history of IT -- Shifting the focus: moving IT from service provider to strategic asset -- Calling Sherlock Holmes: finding continuing operations -- Changing the source: what to do with continuing operations -- ET phone home: stop talking IT and start talking strategy -- Free at last -- Separating process from technology -- Where the rubber meets the road: partnering with the CEO -- Talking the talk -- C-suite conversations: Greg Buoncontri, CIO of Pitney Bowes -- Clear the benches: take your IT shop from dysfunction to dynamo -- Hiring (and firing) the right people -- Continually improving the skills of your people -- Meaningfully evaluating your people -- Milking the cow: turn your IT project portfolio into a cash cow -- Developing a project investment mix -- The PASRBRTKO: project analyzing, selecting, risk-assessing, budgeting, returns tracking, and killing office -- What the PMO is not -- Show me the money: controlling a project by the numbers -- The right stuff: determining what to measure -- Managing to the metrics -- Beyond the numbers: the "gut check" -- Delivering the goods -- Pushing water uphill: driving organizational change from the C-suite -- What is "change management?" -- The role of the CIO in change management -- The role of the CEO in change management -- Change management at the line level -- Influencing change 101 -- The end of business as usual -- C-suite conversations: Bridget Reiss and Kathy Allen, CIO and CFO of Millipore Corporation -- Cashing in the chips: when to cancel a project -- My little runaway -- The project killers -- Setting failure criteria -- When the going gets tough: warning signs -- Broaching the topic of cancellation -- Cancelling well -- Closing time -- Be Superman (or Wonder Woman): coming in late to a struggling shop -- Arriving on the scene -- Tackling the project portfolio -- Turning the wheel: making the leap to breakthrough IT -- C-suite conversation: Phil Stunt, vice president, IT International, CA -- Capitalizing on success -- Building momentum -- Beyond breakthrough IT -- The future of the CIO role -- In closing.
650 0 $aInformation technology$xManagement.
650 0 $aTechnological innovations.
650 0 $aOrganizational effectiveness.
856 41 $3Table of contents only$uhttp://www.loc.gov/catdir/toc/ecip0717/2007018190.html
856 42 $3Publisher description$uhttp://www.loc.gov/catdir/enhancements/fy0741/2007018190-d.html
856 42 $3Contributor biographical information$uhttp://www.loc.gov/catdir/enhancements/fy0743/2007018190-b.html