Aalders / Hind The IT Manager's Survival Guide

1. Auflage 2002
ISBN: 978-0-470-85132-6
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 320 Seiten, E-Book

Accessible, refreshingly candid, but above all helpful, thispragmatic guide addresses a real need by dealing with the problemsthat face the new IT manager. By providing a number of practicalrecommendations and approaches including how to make the transitionfrom technical professional to manager and dealing with people, togiving advice and guidance on organization structure, architectureand planning approaches, this book covers a whole raft of issuesessential to managing an IT unit.
If you have chosen to move from the safe haven of technology to theunpredictable world of management, this book could make thedifference between success and failure.
"The IT Manager's Survival Guide is well named. Aimed at the techiebecoming an IT Manager it covers the many alligators of ITmanagement - from legacy systems to managing vendors - in easychunks with checklists. It also provides the new manager with helpto get ahead of the game by including articles from experts on whatis wrong with IT management and a set of short reviews ofmanagement theorists from Strassman to Mayo.
I recommend this book for those who would like to buck the trend -the average tenure of an IT Manager is about 900 days - and run anIT outfit appreciated by customers and staff."
Gill Ringland, Fellow of the British Computer Society and Member ofthe BCS Management Forum. Author of Scenario Planning: Managing forthe Future.

Autoren/Hrsg.

Aalders, Rob

Hind, Peter

Inhaltsverzeichnis

Foreword by Sir Ron Brierley.
Introduction.
Becoming a manager.
Knowing your customer.
Our greatest asset.
Developing staff.
Supporting roles.
Managing recruiters.
The rules of engagement.
Establishing sound corporate governance.
Establishing service level agreements.
Dealing with hot spots.
Tips for quick-wins.
Living with legacy systems.
Managing vendors.
Using consultants.
Business process re-engineering.
Benchmarking.
Help desk management.
Disaster recovery planning.
Managing change.
Outsourcing.
Give the business intelligence.
Planning the future.
Understanding architectures.
Taking stock of your assets.
Structuring the IT organization.
Where to next?.
Appendix A Yukl's Specific Behaviours for Managing Relations.
Appendix B Business initiative proposal.
Appendix C Thorpe's 4 Rs.
Appendix D1 Jacques' time span.
Appendix D2 Jaques' complexity measures.
Appendix E1 Software inventory.
Appendix E2 Hardware inventory.
Appendix F Examples of principles.
References.
Further reading.
Index.

Über Autor(innen)

ROB AALDERS has held senior strategic and line management positionsin a variety of companies in Europe, Australia and Asia during 25years in the IT industry. His strength lies in his ability todevise strategic plans for organizations and to define how theyshould be implemented.
Aalders has carried out assignments for multinational andgovernmental agencies including Australia Post, QANTAS, theNational Rail Corporation and the Hong Kong Transport Department.He has gained line management experience, mostly in thetransportation sector, which gives a business focus and practicalorientation to his strategic studies.
PETER HIND of IDC works as a freelance analyst for the local ITindustry. He runs InTEP executive forums for IDC in Australia andNew Zealand and complements the resulting anecdotal research byconducting IDC's annual 'Forecast for Management' survey of around8000 IS executives. A regular columnist for CIO magazine on bothsides of the Tasman, he is passionate about taking the focus in IToff the technology and onto the better exploitation of information.Hind previously worked in sales and marketing with NCR Australia,Sigma Data and Unisys Australia.