Cover image for The IT manager's survival guide
Title:
The IT manager's survival guide
Author:
Aalders, Rob.
Personal Author:
Publication Information:
Chichester ; New York : Wiley, [2002]

©2002
Physical Description:
xviii, 300 pages : illustrations ; 25 cm
Language:
English
Added Author:
Electronic Access:
Table of contents http://www.loc.gov/catdir/toc/wiley023/2002511189.html
ISBN:
9780470844540
Format :
Book

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Summary

Summary

Aalders and Hind fill the middle ground between technical systems management and strategic planning for information systems. This book addresses a gap in this market covering the technical and strategic planning aspects of IS/IT management. The IT Manager?s Survival Guide offers sound, practical advice on both planning and implementation of IS/IT including checklists and templates. This book will have wide appeal to all those in the IT/IS field plus general managers involved with the area.


Author Notes

ROB AALDERS has held senior strategic and line management positions in a variety of companies in Europe, Australia and Asia during 25 years in the IT industry. His strength lies in his ability to devise strategic plans for organizations and to define how they should be implemented.

Aalders has carried out assignments for multinational and governmental agencies including Australia Post, QANTAS, the National Rail Corporation and the Hong Kong Transport Department. He has gained line management experience, mostly in the transportation sector, which gives a business focus and practical orientation to his strategic studies.

PETER HIND of IDC works as a freelance analyst for the local IT industry. He runs InTEP executive forums for IDC in Australia and New Zealand and complements the resulting anecdotal research by conducting IDC's annual 'Forecast for Management' survey of around 8000 IS executives. A regular columnist for CIO magazine on both sides of the Tasman, he is passionate about taking the focus in IT off the technology and onto the better exploitation of information. Hind previously worked in sales and marketing with NCR Australia, Sigma Data and Unisys Australia.


Table of Contents

ForewordSir 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