Features: * On Time Technology Implementation presents technology implementation guidelines and lessons learned from over 30 years of successful, hands-on project experience. Covers: * How to prevent the top 10 reasons for implementation failure * Over 200 specific guidelines and lessons learned * How to implement electronic commerce * Five example companies from banking, insurance, transportation, government, and manufacturing * How to use intranet and object oriented methods for maximum advantage * How to cope with the burden of maintenance, enhancement, and production support * How to...

E-business occurs when a company has established critical business procedures and activities to support e-commerce transactions. Using this definition, e-commerce is part of e-business--a company needs e-commerce to implement e-business. Utilizing e-commerce, however, does not mean that a company has transformed into an e-business. E-business is implemented only when a company changes its internal procedures to take advantage of the e-commerce technologies.Interest in the evolution ("e-volution") of e-commerce into e-business is a growth field. With the early November announcement that GM and...

This book covers planning, identifying a team leader and assembling a team, and choosing methods and tools for e-business. It discusses management of resources between regular work and e-business implementation, dealing with vendors, team and management communication, and measurement and implementat

The dot com failures of 2000-2001 are attributable in part to poor adaptations of E-Business practices to successful businesses. In the aftermath of their demise, Transform Your Business into E presents an exploration and analysis of grafting E-Business strategies onto successful enterprises. Leading managers from initial reviews of their existing businesses to evaluations of their preliminary successes and plans for expansion, this book translates visions into specific actions. Transform Your Business into E investigates how to: - Develop your down-to-earth E-Business vision, objectives, and...

The challenge of managing projects is to combine the technology of the future with lessons from the past. In the Third Edition of Project Management for the 21st Century, noted authors Bennet Lientz and Kathryn Rea provide a modern, proven approach to project management. Properly applied without massive administrative overhead, project management can supply structure, focus, and control to drive work to success.Third Edition revisions include: 35% new material; three new chapters on risk management, international and multinational projects, project culture; entire text...

Although new process improvement methods have been developed and implemented over the past few decades, surveys indicate that many of these methods fail outright, are disappointing, cannot be sustained, or cannot be replicated by other organisations. This book aims to provide a commonsense, jargon-free, proven method of improving business processes regardless of the size, location, and nature of the organisation.

Providing specific guidelines for achieving greater project success, this text is the result of 15 years of work on international projects by the authors across various project areas and industries. The authors address a need for modern techniques in project management geared and suited to international projects. They offer lessons learned from failures and problems in international projects, and suggest alternative solutions for project issues. Industry examples include manufacturing, distribution, communications, media, transportation, government, IT, marketing, energy, medical care,...

Contains guidelines to implement change that works. This book helps develop a change management strategy that starts by diagnosing the culture and organization, then prepares for change, addresses resistance to change, develops the change strategy, measures results, builds momentum for further change, and prevents deterioration and reversion.

Presents over 200 specific, practical guidelines and steps that show how to: align IT and the business, develop methods that make IT more proactive in helping the business, more effectively manage vendors, avoid negative surprises, ensure that more projects are completed on time and within budget, among other things.

The rate of failure of IT projects has remained little changed in survey after survey over the past 15-20 years over 40-50%. This has happened in spite of new technology, innovative methods and tools, and different management methods. Why does this happen? Why can't the situation be better? One reason is that many think of each IT effort as unique. In reality many IT projects are very similar at a high, strategic level. Where they differ is in the people and exact events the detail. If you read the literature or have been in information systems or IT for some time, you have seen the same...