Technology Scorecards: Aligning IT Investments with Business Performance

Technology Scorecards: Aligning IT Investments with Business Performance

by Sam Bansal
Released April 2009
Publisher(s): Wiley
ISBN: 9780470464564

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Book description

Plan, execute, and sustain a successful IT campaign with Sam Bansal's perfect scorecard approach

First came the dot.com bust, then the IT squeeze. Despite software being the tail that wags the dog in most corporations, the cham-pions of IT, the CIOs, are constantly under fire to justify and maximize their IT investments—past, present, and future.

Learn how to establish Key Performance Indicators and Value Scorecards for IT to ensure maximum value in your corporation with the step-by-step approach found in Sam Bansal's Technology Scorecards.

Drawing on Dr. Bansal's over forty years of field experience in the management of large and complex projects, Technology Scorecards shows you how to:

  • Create Scorecards geared towards your organization's business goals

  • Make quantum improvements in cost, value, and productivity using KPIs and Scorecards

  • Increase your company's net by as much as 100% just by improving your supply chain management by 50%

  • Impact your top line the most through product life-cycle management

  • Develop a realistic strategy through Scorecards, which can then be used to drive IT investments that maximize your business performance

    • Enhance profitability. Streamline strategy execution. Lower costs. Learn how to align your IT plans with your business objectives and optimize your company's overall performance with the perfect scorecard approach found in Technology Scorecards.

    Table of contents

    1. Copyright
    2. Disclaimer
    3. Acknowledgments
    4. Acronyms and Abbreviations
    5. I. Introduction
      1. 1. Why Projects Fail, Scorecards, and How This Book Is Organized
        1. 1.1. Today's Environment
        2. 1.2. Why Projects Fail
        3. 1.3. Harry's Survey
        4. 1.4. Scorecards and SCOR Cards
        5. 1.5. Promise of Technology: Functionality, Key Performance Indicators, and Business Benefits
        6. 1.6. Deliver on Promises: Scorecard Methodology to Align Investments to Business Performance
        7. 1.7. Bibliography
    6. II. Promise of Technology
      1. 2. Strategic Enterprise Management
        1. 2.1. Introduction
        2. 2.2. Core Activities with Strategic Enterprise Management
          1. 2.2.1. Strategy Definition
          2. 2.2.2. Controlling
          3. 2.2.3. Analysis
        3. 2.3. How to Create a Strategy
        4. 2.4. Tools Supporting Strategic Enterprise Management
          1. 2.4.1. Business Management Tools
          2. 2.4.2. Portal Solutions
          3. 2.4.3. Analytical Tools
          4. 2.4.4. Collaboration Services
        5. 2.5. Essential Support from SEM Application Modules
          1. 2.5.1. Stakeholder Relationship Management
          2. 2.5.2. Strategy Management
          3. 2.5.3. Performance Measurement
          4. 2.5.4. Strategic Planning and Simulation
          5. 2.5.5. Business Consolidation
          6. 2.5.6. Enterprise Management
        6. 2.6. Business Analytics
          1. 2.6.1. Customer Relationship Analytics
          2. 2.6.2. E-Analytics
          3. 2.6.3. Supply Chain Analytics
          4. 2.6.4. Financial Analytics
          5. 2.6.5. Human Resource Analytics
          6. 2.6.6. Product Life Cycle Analytics
          7. 2.6.7. Business Intelligence and Decision Support
          8. 2.6.8. Flexible Reporting
          9. 2.6.9. Information Dissemination and Sharing
          10. 2.6.10. Performance Monitoring
          11. 2.6.11. Planning and Simulation1
          12. 2.6.12. Ad Hoc Analysis
          13. 2.6.13. Collaborative Decision Support
          14. 2.6.14. Data Collection and Integration
          15. 2.6.15. Content Management and Collaboration
        7. 2.7. Key Performance Indicators
        8. 2.8. Bibliography
      2. 3. Supply Chain Management
        1. 3.1. Introduction
        2. 3.2. SCM Domain
        3. 3.3. Advanced Planner and Optimizer
        4. 3.4. Solvers, Algorithms, and Simulation
        5. 3.5. Supply Chain Management Detailed
          1. 3.5.1. Supply Chain Planning
          2. 3.5.2. Supply Chain Design
            1. 3.5.2.1. SUPPLY CHAIN COCKPIT
            2. 3.5.2.2. STRATEGIC PLANNING
          3. 3.5.3. Demand Planning
            1. 3.5.3.1. STATISTICAL FORECASTING
            2. 3.5.3.2. CAUSAL FORECASTING
            3. 3.5.3.3. COMPOSITE FORECASTING
            4. 3.5.3.4. PROMOTION PLANNING
            5. 3.5.3.5. LIFE CYCLE PLANNING
            6. 3.5.3.6. COLLABORATIVE DEMAND PLANNING
            7. 3.5.3.7. CHARACTERISTIC-BASED FORECASTING
            8. 3.5.3.8. KIT PLANNING
          4. 3.5.4. Supply Planning
            1. 3.5.4.1. SUPPLY NETWORK PLANNING
            2. 3.5.4.2. SAFETY STOCK PLANNING
            3. 3.5.4.3. HEURISTIC
            4. 3.5.4.4. CAPACITY LEVELING
            5. 3.5.4.5. OPTIMIZATION
            6. 3.5.4.6. DEMAND AND SUPPLY MATCH
          5. 3.5.5. Distribution Planning
            1. 3.5.5.1. DISTRIBUTION RESOURCE PLANNING
            2. 3.5.5.2. DEPLOYMENT
            3. 3.5.5.3. TRANSPORT LOAD BUILDER
            4. 3.5.5.4. REPLENISHMENT
            5. 3.5.5.5. VENDOR MANAGED INVENTORY
            6. 3.5.5.6. COLLABORATIVE SUPPLY AND DISTRIBUTION PLANNING
            7. 3.5.5.7. PRODUCTION PLANNING
            8. 3.5.5.8. DETAILED SCHEDULING
            9. 3.5.5.9. CAPABLE TO MATCH
            10. 3.5.5.10. MATERIALS REQUIREMENTS PLANNING
          6. 3.5.6. Transportation Planning
            1. 3.5.6.1. COLLABORATIVE SHIPMENT FORECASTING
            2. 3.5.6.2. LOAD CONSOLIDATION
            3. 3.5.6.3. MODE AND ROUTE OPTIMIZATION
            4. 3.5.6.4. CARRIER SELECTION
            5. 3.5.6.5. COLLABORATIVE SHIPMENT TENDERING
        6. 3.6. Supply Chain Execution
          1. 3.6.1. Materials Management
            1. 3.6.1.1. INVENTORY MANAGEMENT
            2. 3.6.1.2. STOCK MANAGEMENT FOR NETWORKS
            3. 3.6.1.3. BID MANAGEMENT
            4. 3.6.1.4. REQUISITION AND PURCHASE ORDER MANAGEMENT
            5. 3.6.1.5. GOODS RECEIPT
            6. 3.6.1.6. CONTRACT MANAGEMENT
            7. 3.6.1.7. CATALOG MANAGEMENT
            8. 3.6.1.8. GOODS ISSUE
            9. 3.6.1.9. DETERMINATION OF EXTERNAL DEMANDS
            10. 3.6.1.10. SOURCE DETERMINATION
            11. 3.6.1.11. CONFIRMATION
            12. 3.6.1.12. PURCHASING STATISTICS
            13. 3.6.1.13. INVENTORY CONTROL
            14. 3.6.1.14. PHYSICAL INVENTORY MANAGEMENT
            15. 3.6.1.15. DEAL CAPTURE MANAGEMENT
          2. 3.6.2. Manufacturing
            1. 3.6.2.1. MAKE TO ORDER
            2. 3.6.2.2. REPETITIVE MANUFACTURING
            3. 3.6.2.3. FLOW MANUFACTURING
            4. 3.6.2.4. SHOP-FLOOR MANUFACTURING
            5. 3.6.2.5. LEAN MANUFACTURING
            6. 3.6.2.6. PROCESS MANUFACTURING
            7. 3.6.2.7. PRODUCTION PLANNING
            8. 3.6.2.8. DETAILED SCHEDULING
            9. 3.6.2.9. BATCH MANAGEMENT
          3. 3.6.3. Order Promising and Delivery
            1. 3.6.3.1. GLOBAL ATP
            2. 3.6.3.2. DISTRIBUTION
            3. 3.6.3.3. REALLOCATION OF SUPPLY AND DEMAND
            4. 3.6.3.4. PROOF OF DELIVERY
            5. 3.6.3.5. ADVANCED SHIPPING NOTIFICATION
          4. 3.6.4. Warehouse Management
            1. 3.6.4.1. INVENTORY MANAGEMENT
            2. 3.6.4.2. INBOUND/OUTBOUND
              1. 3.6.4.2.1. Strategies
              2. 3.6.4.2.2. Goods Receipt/Goods Issue
              3. 3.6.4.2.3. Value-Added Services
              4. 3.6.4.2.4. Production Supply
            3. 3.6.4.3. TASK AND RESOURCE MANAGEMENT
            4. 3.6.4.4. RADIO FREQUENCY/BAR CODING
            5. 3.6.4.5. PROCESS INTEGRATION
              1. 3.6.4.5.1. Handling Unit Management
              2. 3.6.4.5.2. Serial Numbers
              3. 3.6.4.5.3. Batch Management
              4. 3.6.4.5.4. Quality Management
              5. 3.6.4.5.5. Hazardous Materials
            6. 3.6.4.6. VISIBILITY
              1. 3.6.4.6.1. Warehouse Activity Monitor
              2. 3.6.4.6.2. Radio Frequency Monitor
              3. 3.6.4.6.3. Task Monitor (available with TRM)
              4. 3.6.4.6.4. SAP Business Information Warehouse
              5. 3.6.4.6.5. Delivery Monitor
            7. 3.6.4.7. DECENTRALIZED WAREHOUSE
            8. 3.6.4.8. CROSS-DOCKING
            9. 3.6.4.9. YARD MANAGEMENT
            10. 3.6.4.10. VALUE-ADDED SERVICES
            11. 3.6.4.11. SLOTTING
            12. 3.6.4.12. AUTOMATED WORKLOAD RELEASE
          5. 3.6.5. Transportation Execution
            1. 3.6.5.1. EXPRESS SHIP INTERFACE
            2. 3.6.5.2. SHIPPING
            3. 3.6.5.3. COLLABORATIVE SHIPMENT TENDERING
              1. 3.6.5.3.1. Freight Exchange
            4. 3.6.5.4. FREIGHT COSTING AND INVOICING
              1. 3.6.5.4.1. Freight Cost Calculation
              2. 3.6.5.4.2. Freight Conditions
              3. 3.6.5.4.3. Freight Cost Settlement
            5. 3.6.5.5. DISTANCE DETERMINATION SERVICE
            6. 3.6.5.6. FREIGHT COSTING EXTENSION
          6. 3.6.6. Foreign Trade/Legal Services
            1. 3.6.6.1. LEGAL CONTROL
            2. 3.6.6.2. DOCUMENTARY PAYMENTS
            3. 3.6.6.3. PREFERENCE
            4. 3.6.6.4. PERIODIC DECLARATIONS
            5. 3.6.6.5. COMMUNICATION/PRINTING
            6. 3.6.6.6. CUSTOMS/FOREIGN TRADE DATA SERVICE
        7. 3.7. Supply Chain Coordination
          1. 3.7.1. Supply Chain Event Management
            1. 3.7.1.1. PROCUREMENT VISIBILITY
            2. 3.7.1.2. MANUFACTURING VISIBILITY
            3. 3.7.1.3. FULFILLMENT VISIBILITY
            4. 3.7.1.4. ASSET LIFE CYCLE TRACKING
            5. 3.7.1.5. LOGISTICS SERVICE PROVIDER
            6. 3.7.1.6. RAIL FLEET MANAGEMENT EXTENSION
            7. 3.7.1.7. ON-SITE EVENT MANAGEMENT EXTENSION
          2. 3.7.2. Supply Chain Performance Management
            1. 3.7.2.1. KEY PERFORMANCE INDICATORS
            2. 3.7.2.2. STRATEGIC PERFORMANCE MANAGEMENT
            3. 3.7.2.3. OPERATIVE PERFORMANCE MANAGEMENT
            4. 3.7.2.4. SUPPLY CHAIN ANALYTICS
            5. 3.7.2.5. COLLABORATION PERFORMANCE INDICATOR
          3. 3.7.3. Fulfillment Coordination
            1. 3.7.3.1. DISTRIBUTED ORDER MANAGEMENT
            2. 3.7.3.2. INBOUND FULFILLMENT
            3. 3.7.3.3. STOCK TRANSFER
            4. 3.7.3.4. CROSS-DOCKING
        8. 3.8. Supply Chain Collaboration
          1. 3.8.1. Supply Chain Portal
            1. 3.8.1.1. ENTERPRISE PORTAL
          2. 3.8.2. Collaboration Processes
            1. 3.8.2.1. COLLABORATIVE PLANNING, FORECASTING, AND REPLENISHMENT
            2. 3.8.2.2. VENDOR MANAGED INVENTORY
            3. 3.8.2.3. SUPPLIER MANAGED INVENTORY
            4. 3.8.2.4. SUPPLIER CAPACITY COLLABORATION
          3. 3.8.3. Supply Chain Integration
            1. 3.8.3.1. CORE INTERFACE
            2. 3.8.3.2. EXCHANGE INFRASTRUCTURE
            3. 3.8.3.3. MOBILE SUPPLY CHAIN MANAGEMENT
        9. 3.9. Value Chains
        10. 3.10. Key Performance Indicators
        11. 3.11. Benefits
        12. 3.12. Bibliography
      3. 4. Product Life Cycle Management
        1. 4.1. Introduction
        2. 4.2. Architecture of a PLM System
        3. 4.3. Detailed Component Descriptions
          1. 4.3.1. Version Management
          2. 4.3.2. Document Vaulting
          3. 4.3.3. Integrated Viewing
          4. 4.3.4. Document Distribution
          5. 4.3.5. Status Management
          6. 4.3.6. Document Conversion
          7. 4.3.7. Integration
        4. 4.4. Product and Process Design
        5. 4.5. Change and Configuration Management
        6. 4.6. Asset Life Cycle Management
          1. 4.6.1. Technical Asset Management
          2. 4.6.2. Preventive and Predictive Maintenance
          3. 4.6.3. Maintenance Execution
          4. 4.6.4. Work Clearance Management
          5. 4.6.5. Program and Project Management
        7. 4.7. Life Cycle Collaboration and Analytics
        8. 4.8. Quality Management
        9. 4.9. Environmental Health and Safety
        10. 4.10. PLM: Why It Is So Important, What It Can Do, and How It Does It.
          1. 4.10.1. Improving Endemic Supply Chain Problems.
          2. 4.10.2. Abilities with Deep and Widespread Impact
          3. 4.10.3. Not Business as Usual
        11. 4.11. PLM Features and Benefits in Details
        12. 4.12. PLM Key Performance Indicators
        13. 4.13. Five-Day Cycle with PLM Scenario
        14. 4.14. Mapping of PLM Feature (to Support High-Volume Parts Manufacturing from Concept to Release)
        15. 4.15. Significant Issues in PLM Implementation
        16. 4.16. Future Outlook
        17. 4.17. Bibliography
    7. III. Scorecard Methodology to Align IT Investments with Business Performance (Deliver on Promise)
      1. 5. Strategy
        1. 5.1. Enterprise Strategy
          1. 5.1.1. Introduction
          2. 5.1.2. Business Goals and Strategies
          3. 5.1.3. SWOT Analysis
        2. 5.2. Key Performance Indicators
          1. 5.2.1. Introduction
          2. 5.2.2. Characteristics of KPIs
          3. 5.2.3. How to Establish KPIs
          4. 5.2.4. KPI Value Trees
          5. 5.2.5. Conclusions
        3. 5.3. Benchmarking
        4. 5.4. Value/Benefits Estimating
          1. 5.4.1. Introduction
          2. 5.4.2. Estimating the Value: PC Company Example
          3. 5.4.3. Conclusions: Principles of Good Value Estimating
        5. 5.5. Business Process Reengineering
          1. 5.5.1. Introduction
          2. 5.5.2. Basic Beliefs of BPR
          3. 5.5.3. Workflow Modeling
          4. 5.5.4. Reengineering
        6. 5.6. Bibliography
      2. 6. Realization Phase
        1. 6.1. Solution Architecting
          1. 6.1.1. Introduction
          2. 6.1.2. Solution Mapping
          3. 6.1.3. Solution Architecting
        2. 6.2. Gap Analysis
          1. 6.2.1. Introduction
          2. 6.2.2. How Vendors Handle Gaps
          3. 6.2.3. How to Deal with Vendors on Gaps
          4. 6.2.4. Best Disposition with Gaps
          5. 6.2.5. My Best Experience with Gaps
          6. 6.2.6. Best Scenario with Gaps with Packaged Systems
        3. 6.3. Roll-Out Planning
          1. 6.3.1. Introduction
          2. 6.3.2. Why Work with Templates
          3. 6.3.3. Implementation/Roll-Out Strategies
            1. 6.3.3.1. GLOBAL TEMPLATE
            2. 6.3.3.2. PARTIAL GLOBAL TEMPLATE
            3. 6.3.3.3. FULL GLOBAL TEMPLATE
            4. 6.3.3.4. GLOBAL REFERENCE SYSTEM
          4. 6.3.4. Roll-Out Issues
        4. 6.4. Configuration Planning
          1. 6.4.1. Introduction
          2. 6.4.2. Configuring
          3. 6.4.3. Configuration Planning
          4. 6.4.4. Types of Configuration Documentation
          5. 6.4.5. Configuration Packaging and Transport, Installation, and Verification (Roll-Out)
        5. 6.5. Bibliography
      3. 7. Human Factors
        1. 7.1. Project Management
          1. 7.1.1. Introduction
          2. 7.1.2. Why Projects Fail
            1. 7.1.2.1. MEASUREMENTS OF SUCCESS AND FAILURE
          3. 7.1.3. Methodologies of Project Management
            1. 7.1.3.1. PROJECT MANAGEMENT OFFICE
            2. 7.1.3.2. BEST PRACTICES OF PROJECT MANAGEMENT OFFICE
            3. 7.1.3.3. ESTABLISHING PROJECT MANAGEMENT OFFICE
          4. 7.1.4. Portfolio Management
          5. 7.1.5. Other Approaches
          6. 7.1.6. How I Accomplished Successful Project Implementations
          7. 7.1.7. Role and Responsibilities of a Good Project Manager
            1. 7.1.7.1. CHARACTERISTICS OF A GOOD PROJECT MANAGER
              1. 7.1.7.1.1. People Skills
            2. 7.1.7.2. CRITICAL SUCCESS FACTORS OF THE PROJECT
          8. 7.1.8. Requirements.
          9. 7.1.9. Technology and Tools
          10. 7.1.10. Current Issues of Project Management
            1. 7.1.10.1. GLOBAL COLLABORATION AND OUTSOURCING
            2. 7.1.10.2. MISSION CRITICAL
            3. 7.1.10.3. WHEN YOUR VENDOR DOES NOT PERFORM
        2. 7.2. Project Champions
          1. 7.2.1. Introduction
          2. 7.2.2. Who Are They?
          3. 7.2.3. Essential Characteristics of Champions
          4. 7.2.4. Roles They Play
          5. 7.2.5. Why Project Champions Succeed
            1. 7.2.5.1. ORGANIZATIONAL BELONGING
            2. 7.2.5.2. CHAMPION VERSUS PROJECT MANAGER
            3. 7.2.5.3. HOW TO RECRUIT A CHAMPION
            4. 7.2.5.4. WHEN TO RECRUIT A CHAMPION
            5. 7.2.5.5. CHAMPION NEEDS A SPONSOR
        3. 7.3. Business Case Development
          1. 7.3.1. Introduction
          2. 7.3.2. Issues
            1. 7.3.2.1. IS DUE DILIGENCE DONE?
            2. 7.3.2.2. IS THE PROJECT TRULY JUSTIFIABLE?
            3. 7.3.2.3. WHO IS COMPETING FOR FUNDS?
            4. 7.3.2.4. IS THERE A CHAMPION?
            5. 7.3.2.5. IS THERE A SPONSOR AT THE SENIOR EXECUTIVE LEVEL?
            6. 7.3.2.6. WHAT IS THE RISK TO THE SPONSOR OR TO THE COMPANY?
            7. 7.3.2.7. IS THE SUBJECT INITIATIVE UNDER THIS BCD BETTER THAN PRODUCT DEVELOP-MENT PROGRAMS?
            8. 7.3.2.8. WHAT LEVEL OF COMFORT DOES THE SPONSOR HAVE WITH THE CHAMPIONS, THE TECHNOLOGY, OR THE TEAM?
            9. 7.3.2.9. CAN I TRUST THE LEADER, THE TEAM?
            10. 7.3.2.10. HOW DOES IT LINK WITH OUR STRATEGY?
            11. 7.3.2.11. CAN THE OPERATION DEAL WITH THE INNOVATION DURING IMPLEMENTATION AND AFTER?
            12. 7.3.2.12. TECHNOLOGISTS' SENSITIVITIES TO SENIOR MANAGEMENT NEEDS
            13. 7.3.2.13. TECHNOLOGISTS' PERSPECTIVE
          3. 7.3.3. Lessons Learned
        4. 7.4. Bibliography
      4. 8. Umbrella Considerations
        1. 8.1. Change Management
          1. 8.1.1. Psychology of Change
          2. 8.1.2. Management's Role
          3. 8.1.3. Change Management in Information Technology
            1. 8.1.3.1. HOW TO ENABLE THE ORGANIZATION TO ABSORB THE CHANGE (NEW TECHNOLOGY)
            2. 8.1.3.2. HOW TO MANAGE THE CHANGE (IN, AND WITH RESPECT TO, TECHNOLOGY)
            3. 8.1.3.3. MANAGE CHANGE MANAGEMENT PROCESS VIA KEY PERFORMANCE INDICATORS
            4. 8.1.3.4. AUDIT SYSTEMS
            5. 8.1.3.5. SPECIFICATION CHANGE REQUIREMENTS
            6. 8.1.3.6. REVIEW REQUESTS FOR SPECIFICATION CHANGE AND BUGS
            7. 8.1.3.7. MANAGE ISSUES AND REQUESTS
            8. 8.1.3.8. REQUEST ANALYSIS, BUSINESS ANALYSIS
            9. 8.1.3.9. TECHNICAL ANALYSIS
            10. 8.1.3.10. REQUEST REPORTING: LIFE CYCLE REPORTING FOR VISIBILITY
            11. 8.1.3.11. PROJECT MANAGEMENT: BUSINESS MANAGERS REVIEW MAJOR IMPACT
            12. 8.1.3.12. IT MANAGERS REVIEW MINOR IMPACT
            13. 8.1.3.13. PROJECT MANAGEMENT OFFICE (PMO) ALLOCATES AND REDISTRIBUTES RESOURCES
          4. 8.1.4. Deployment Management
            1. 8.1.4.1. LOGICAL ENVIRONMENTS: IT ENVIRONMENTS
            2. 8.1.4.2. LOGICAL ENVIRONMENTS: DEVELOPMENT ENVIRONMENTS
            3. 8.1.4.3. LOGICAL ENVIRONMENTS: TEST/QUALITY ASSURANCE ENVIRONMENTS
            4. 8.1.4.4. LOGICAL ENVIRONMENTS: STAGING ENVIRONMENTS
            5. 8.1.4.5. LOGICAL ENVIRONMENTS: PRODUCTION ENVIRONMENTS
            6. 8.1.4.6. PROCESS SUPPORT: CHANGE MANAGEMENT PROCESS
            7. 8.1.4.7. PROCESS SUPPORT: TEST/QUALITY ASSURANCE PROCESS
            8. 8.1.4.8. PROCESS SUPPORT: EMERGENCY REQUEST HANDLING PROCESS
            9. 8.1.4.9. PROCESS SUPPORT: CONFIGURATION/RELEASE MANAGEMENT PROCESS
            10. 8.1.4.10. TECHNOLOGY LEVERAGE
        2. 8.2. Implementation Time Risk Analysis and Mitigation of Risk in Enterprise Systems
          1. 8.2.1. Implementation Phase Risk Planning
            1. 8.2.1.1. RISKS DUE TO NEW TECHNOLOGY (HARDWARE, SOFTWARE, NETWORKS)
            2. 8.2.1.2. RISKS DUE TO SECURITY AND ACCESS CONTROL
            3. 8.2.1.3. RISKS DUE TO UNDERSIZING
            4. 8.2.1.4. RISK DUE TO INADEQUATE BACKUPS
            5. 8.2.1.5. RISKS DUE TO VENDORS
            6. 8.2.1.6. RISKS DUE TO POOR PROJECT/PROGRAM MANAGEMENT AND POOR TOOLS
            7. 8.2.1.7. RISKS DUE TO BAD ESTIMATES OF LIFE CYCLE COSTS AND BENEFITS OF CUSTOMIZ-ING AN ENTERPRISE APPLICATION
            8. 8.2.1.8. RISKS DUE TO NOT INVOLVING EXTERNAL RESOURCES
            9. 8.2.1.9. RISKS DUE TO NOT DOING A GOOD BUSINESS CASE
            10. 8.2.1.10. RISKS DUE TO LACK OF A CHAMPION AND EXECUTIVE SPONSORS
            11. 8.2.1.11. RISKS DUE TO STRATEGIC MIS-/NONALIGNMENT
            12. 8.2.1.12. RISK OF NONACCEPTANCE OF INSTALLED SYSTEM
            13. 8.2.1.13. RISKS DUE TO INADEQUATE TRAINING
            14. 8.2.1.14. RISK DUE TO POOR COMMUNICATIONS
            15. 8.2.1.15. RISKS DUE TO POOR CHANGE MANAGEMENT
            16. 8.2.1.16. RISKS DUE TO STAFF TURNOVER
          2. 8.2.2. Operational Phase
          3. 8.2.3. Risk Management
        3. 8.3. Quality Management
          1. 8.3.1. Quality Context
          2. 8.3.2. Quality Benefits Achievable
            1. 8.3.2.1. APPLICATION AVAILABILITY
            2. 8.3.2.2. SOFTWARE QUALITY
            3. 8.3.2.3. ERROR REDUCTION
            4. 8.3.2.4. PROJECT SPEED
            5. 8.3.2.5. CUSTOMER SERVICE
            6. 8.3.2.6. CUSTOMER SATISFACTION
            7. 8.3.2.7. SOFTWARE PROTECTION
          3. 8.3.3. QUALITY COSTS
            1. 8.3.3.1. PREVENTION COSTS
            2. 8.3.3.2. APPRAISAL COSTS
            3. 8.3.3.3. FAILURE COSTS
              1. 8.3.3.3.1. Internal Failure Costs
              2. 8.3.3.3.2. External Failure Costs
            4. 8.3.3.4. TOTAL COST OF QUALITY
          4. 8.3.4. Project Quality Planning
          5. 8.3.5. Quality Assurance Technique
          6. 8.3.6. Considerations of Quality Assurance Methodology
            1. 8.3.6.1. SOFTWARE QUALITY ASSURANCE PLANNING
            2. 8.3.6.2. QUALITY ORIENTATION
            3. 8.3.6.3. BUSINESS PROCESS ASSURANCE
            4. 8.3.6.4. SYSTEM ASSURANCE
            5. 8.3.6.5. QUALITY IMPROVEMENT CONTINUATION
            6. 8.3.6.6. BENEFITS OF QUALITY
            7. 8.3.6.7. ACTIVITIES OF QUALITY ASSURANCE DURING THE LIFE CYCLE PHASES OF A PROJECT
          7. 8.3.7. Summary
        4. 8.4. Communications Management
          1. 8.4.1. Situations that Need Communications
          2. 8.4.2. What to Communicate
          3. 8.4.3. How to Communicate
          4. 8.4.4. Tools of Communication
          5. 8.4.5. Communication Environment
          6. 8.4.6. Example of a Global Communication Environment
        5. 8.5. Test Plan and Test Procedures
          1. 8.5.1. V Model Life Cycle of Test
          2. 8.5.2. Why Test?
          3. 8.5.3. Structured Testing
          4. 8.5.4. Test Team
          5. 8.5.5. How Testing Should Be Done for Various Stages of the Project
          6. 8.5.6. What Happens after Go-Live?
          7. 8.5.7. Testing Tools
          8. 8.5.8. Final Integration Test Concept and Approach
            1. 8.5.8.1. FINAL INTEGRATION TEST OBJECTIVE
            2. 8.5.8.2. FINAL INTEGRATION TEST CONCEPT
            3. 8.5.8.3. EVOLVING FROM FINAL CONFIGURATION TO INTEGRATION TESTING
          9. 8.5.9. Test Data for Integration Test
          10. 8.5.10. Responsibilities
          11. 8.5.11. Integration Test Approach
          12. 8.5.12. Levels of Testing
        6. 8.6. Training
          1. 8.6.1. Training Program
        7. 8.7. Bibliography
      5. 9. Performance Management
        1. 9.1. Introduction
        2. 9.2. Principles of Performance Management
        3. 9.3. Preparing to Implement Performance Management
        4. 9.4. Generating the Corrective Signal
        5. 9.5. Bibliography
      6. 10. Summary
    8. References
      1. Chapter 1
      2. Chapter 2
      3. Chapter 3
      4. Chapter 4
      5. Chapter 5
      6. Chapter 7
      7. Chapter 8
      8. Chapter 9

    Product information

    • Title: Technology Scorecards: Aligning IT Investments with Business Performance
    • Author(s): Sam Bansal
    • Release date: April 2009
    • Publisher(s): Wiley
    • ISBN: 9780470464564