项目投资“飞行“记

美国项目管理专业资质认证委员会主席PaulGrace曾说：“在当今社会中,一切都是项目,一切也将成为项目。”近几年,伴随着信息化进程的加快,IT项目作为项目的一员更是成为投资的热点。2011年,全球的IT项目支出为35980亿美元。     

IT项目范围管理和风险管理研究

本文在研究分析IT项目风险管理相关理论的基础上,即IT项目范围管理、IT项目风险管理,探讨在IT项目开发的过程中应当采取何种措施避免风险的产生,以此来提高IT项目管理人员规避风险能力,创造效益.     

找到“杠杆原理”

“大多数信息管理和信息技术专业的学生,对于IT管理知识的学习已经迫在眉睫。”《IT管理知识体系》一书的译者、北京大学光华管理学院管理科学与信息系统主任李东这样说。这主要是由于当今社会大规模架构在信息技术基础之上以后,各方面对于具有IT管理、IT治理和IT服务等方面知识的人才需求出现了持续增长。     

“标准为先,师生共管”的IT实训基地管理新模式

计算机实训基地是提高学生IT实践技能的主要场所,其管理模式决定着实践教学质量的好坏。本文通过对实训基地建设的标准化、实训基地运行管理的标准化、IT类课程实训项目标准化及实训项目评价标准化四个方面的探索研究,提出了＂标准为先,师生共管＂的IT实训基地管理新模式。     

基于敏捷过程的IT项目范围管理的研究与应用

文中对项目范围管理和敏捷过程的基础理论、国内外发展趋势进行了研究,分析了项目范围管理和敏捷过程.利用敏捷过程应对IT项目范围变化,对原有的项目范围定义做出适应性改变,提出了改进的IT项目范围管理定义模式,并在此基础上提出了基于敏捷过程的IT项目范围管理模型.该模型结合敏捷核心思想,分析了敏捷需求建模的目标、价值观和原则.在遵循敏捷建模的价值观和原则的前提下,该模型要求:调整界定产品范围、调整界定工作范围、设计持续集成、交付验证产品,用以指导具体项目的范围管理实践. 以敏捷过程IT项目范围管理型作为理论基础,指导具体项目开发,将其应用于财务预算管理系统的设计开发中,解决了一直以来困扰项目组的大难题--项目范围变更的控制.通过敏捷过程IT项目范围管理模型在财务预算管理系统中的成功应用,充分验证了模型的实用性、合理性和正确性.研究建立敏捷过程IT项目范围管理建模的原则和实践,改善了项目范围管理,缩短了软件开发周期,降低了项目成本,提高了项目生产效率.     

世界著名计算机教材精选——IT项目管理基础

<正>内容简介:本书是经典的IT项目管理教材。全书从管理实践的视角系统叙述了IT项目开发过程中各个环节涉及的关键管理技术需求,可使读者在很短时间内熟悉IT项目管理工作。在对IT项目管理的基础知识和基本要素进行全面阐述的基础上,本书介绍了IT项目管理的     

“管”中窥豹——IT服务管理的效果分析

正像诸多开始实施IT服务管理的企业一样,通过实施IT服务管理的一些核心流程,T公司已初尝甜头。但从长远的观点来看,T公司的IT管理项目任重道远,还有许多亟待完善的地方。 收获:预料中的回报 值得肯定的是,T公司的IT服务实现了从“被动管理”向“主动管理”的转变。     

世界著名计算机教材精选——IT项目管理基础

<正>本书是经典的IT项目管理教材。全书从管理实践的视角系统地叙述了IT项目开发过程中各个环节涉及的关键管理技术,可使读者在很短的时间内熟悉IT项目管理工作。在对IT项目管理的基础知识和基本要素进行全面阐述的基础上,本书介绍了IT     

管好自己的“云”

虽然IT管理一般只占整个IT投资的20％,但根据实践经验,在整个IT项目的生命周期中,大约有80％的时间与IT管理有关。Gartner调查数据更是表明,在经常出现的问题中,源自技术或产品方面的其实只占了20％,而流程失误方面的占40％,人员疏失方面的占40％。由这些数据不难看出IT管理对于企业的重要性。     

基于学习数据的IT项目管理课程思政的探索与实践

针对IT项目管理课程特点,从课程理论和实践两个角度,挖掘其中蕴含的思政元素,给出IT项目管理课程思政教学设计,介绍在教学过程中提升专业教师思政素养的实践过程.     

Information technology investments and firm value

Our objective in this paper is to develop a firm value model to assist IT managers and researchers in understanding the multiple effects that IT investments have on firm value. This firm value approach adds to the process-oriented approach through simultaneous evaluation of all of the factors that affect firm value. It is crucial for IT professionals to recognize the complex and diverse implications of IT investments on firm value. The implications of the firm value approach include forcing IT managers to think in terms of both industry and company-specific effects of IT investments, to consider both the magnitude and duration of competitive advantage due to IT investments, and the implications of the effect that IT investments have on risk and its relation to firm value. We demonstrate an application of the firm value framework by evaluating a major stream of research in MIS—event studies of IT investment announcements. Appendices to this paper can be found at http://www.itandfirmvalue.com.     

CE2IT: continuous ethics enhancement for IT professionals

As IT moves into more mission-critical processes, the possibility for ethical dilemmas with far-reaching consequences increases. This article presents "Continuous Ethics Enhancement for IT Professionals" (CE2IT), a personal framework that responds to an IT professional's need for guidance in ethical decision-making. It is designed to "see to it" that IT professionals integrate ethics into their personal and professional lives.     

Build a Smarter Government, Build a Smarter Federal IT Operation

Inspired by President Obama's call for "change we need" to "build a smart federal government," this article offers one man's viewpoint on how to build a better federal IT operation. The core change we need to make is to move from the current culture of long in management and short in IT technical expertise to the paradigm of long in IT technical expertise and short in management.     

Balancing exploration and exploitation of IT resources: the influence of Digital Business Intensity on perceived organizational performance

Facing a barrage of novel information technology (IT), organizations must invest on the basis of the impact of IT capabilities on the organization’s performance. This research extends Bharadwaj’s (MIS Quarterly 169–196, 2000) resource-based view of the relationship between IT capability and performance by introducing both the mediating and moderating effects of Digital Business Intensity (DBI). Empirical data collected from CIO’s from US firms reveal that although IT capability positively influences organizational performance, this relationship may differ in strength at different levels of DBI. Our study also finds that IT capability is important in determining DBI, which in turn influences organizational performance. Findings highlight tensions between DBI exploration and IT capabilities exploitation. Results also suggest that companies that leverage their existing IT capabilities to drive DBI are more adept at securing performance returns. However, when DBI investments do not complement existing IT capabilities, DBI appears to dampen performance, further accentuated for high-DBI firms.     

Inside the adaptive enterprise: an information technology capabilities perspective on business process agility

Recent innovations in utility computing, web services, and service-oriented architectures, combined with a growing array of IT skills, have improved firms’ ability to be more agile in responding to change. Using the resource-based view of the firm, prior research suggests that IT resources, in isolation, are unlikely to yield superior performance and so as firms try to boost their agility, the question becomes how to configure IT resources to prepare for, or react to, change. In this paper, we posit that managerial IT capabilities based on IT-business partnerships, strategic planning, and ex-post IT project analysis lead to the development of technical IT capabilities associated with a flexible IT infrastructure which in turn drives agility or a firm’s ability to react to change in its products and markets. Using data from matched surveys of IT and business executives in 241 firms, we find that managerial and technical capabilities affect agility. In further testing, we reveal that in a stable setting, technical IT capabilities are more important to agility than managerial IT capabilities, while in a dynamic setting, the opposite is true. Thus, for firms operating in volatile markets, effective models of managerial IT governance are essential for delivering superior agility or adaptiveness.

IT sourcing reflections

For more than a decade, the authors have studied the best, worst, and emerging information technology sourcing practices in 543 large and small organizations world-wide. From an initial focus on cost reduction in the early 1990s, the authors found that customers now expect many business advantages from IT outsourcing, including better service, infusion of new technology, transformation of fixed IT budgets to variable IT budgets, improved business processes, and even increased revenues. In short, customers expect IT outsourcing to transform IT functions into lean, dynamic groups that respond quickly to business needs and opportunities. But how do customers actually achieve such business advantage? Customers must become adept at managing four continual processes to successfully exploit IT outsourcing:

• Assess the in-house IT portfolio to determine which activities are best outsourced
• Evaluate market options for the best sourcing models and best suppliers to achieve customer objectives, ranging from simple ASP provision to the creation of customer-supplier joint ventures
• Craft contracts to align customer and supplier expectations and incentives; and
• Continually manage supplier relationships.

Major supplier lessons are also identified, which call for superior supplier integrity in selling, negotiating, and delivering IT services. The overall lesson is that outsourcing can achieve significant results, but it requires new management capabilities.     

Another road to IT turnover: the entrepreneurial path

This paper addresses an untapped, though important, type of information technology (IT) personnel turnover: IT entrepreneurship. We develop a comprehensive model to understand the factors and processes that influence turnover behaviour for prospective (nascent) IT entrepreneurs. To do this, we review three streams of research: first, the unfolding model of voluntary turnover that specifies six stages in a process model of employee turnover; second, the entrepreneurship literature (focusing on differences between nascent entrepreneurs and non-entrepreneurs), and third, attributes of the IT personnel and IT industry. We use Image Theory as the ‘glue’ to merge these streams of research together. We do so by proposing two new constructs – readiness to quit (to start a business) (RTQ) and necessary configuration to quit (NCQ), which we incorporate into a conceptual framework describing how specific dimensions of RTQ change over time, either gradually or suddenly, in response to specific events. Based on Image Theory, we describe the process by which nascent entrepreneurs conduct a compatibility test to assess the fit between their current RTQ and the set of NCQs. If there is a fit, then the nascent entrepreneur is ready to quit his or her current job. We illustrate our model using a sample vignette involving a former IT employee who became an entrepreneur, and we provide suggestions for researchers and practitioners, based on our model and the constructs that we introduce. Although we develop our model in the context of IT turnover and entrepreneurship, RTQ and NCQ, as well as the conceptual framework, can also be applied to other types of voluntary IT turnover (e.g., accepting a position in another company).     

IT Innovations: Evaluate, Strategize, and Invest

Technology innovations have shaped the IT Industry since its inception. Adoption of a particular innovation is often a key survival factor: "fast followers" learn from others, monetize an innovation, and almost always make abnormal profits. Thus, the important question for IT professionals is, "How can I evaluate an emerging trend for its investment worthiness?" To answer this question, the author describes a diffusion of IT innovations framework that can evaluate emerging trends in the IT space. He also analyzed some current trends using this framework and suggests strategies for investing in them.     

IT capabilities for product innovation in SMEs: a configurational approach

With the advent of globalization and the knowledge-based economy, industrial SMEs must constantly innovate to remain competitive. Now, an important research issue in this regard concerns the role played by IT capabilities in enabling innovation processes such as new product development, and in determining the product innovation performance of these organizations. Using a configurational approach grounded in the resource-based view, contingency theory, and the notions of “fit” and equifinality, we argue that IT capabilities can be leveraged for innovation purposes to the extent that they are coaligned and thus constitute IT capability configurations. This paper presents the results of a survey of 588 Canadian industrial SMEs designed to further analyze this issue. Three IT capability configurations were thus empirically identified, that is, IT Defenders (n = 234), IT Analyzers (n = 91) and IT Prospectors (n = 263), the last two being associated to greater product innovation performance.