Impacting Business: A Simple Model of IT Management

Rating:
Summary: Simple, but not simplistic - essential for all IT pros
Review: I was privileged to first read this book when it was in manuscript form. My take on it then was that it provided a collection of proven tools and techniques, and a structured and straightforward approach to applying them. In its final form I stand by my original assessment.

In less than 200 pages the author sets forth all of the key ingredients for successfully managing information technology. He starts by laying the foundation with well-written sections on the economics and psychology of IT management. These two sections clearly explain to managers and those who aspire to management how to think in business terms when approaching problems or starting initiatives, and how to bridge the wide IT-business chasm by examining IT's technology focus and what is important to business, then marrying the two together.

The meat of this book is in Section Three, which introduces the IT management model - topics covered include business processes, tools, the relationship between processes and tools, instrumentation, management data and information, and action resolution. I especially liked the table on page 94 that summarizes the mapping between major industry models and the simple model proposed by the author. This table compares and contrasts the simple model to the ISO network management model's five management areas (FCAPS), the TMN model and the ITIL. I like this because the major industry models require a significant investment in resources to implement, and by starting with the author's simple model a foundation is established with less effort and resources, then when it is running steady state the more sophisticated models can be implemented in a structured fashion.

Each of the subsequent sections augment the simple model by delving into details of understanding problems (framing them correctly within the context of a process), understanding change (which includes all of the key elements of an effective change management process), issues and special cases, and how to select management tools.

Overall this book covers the basics in a balanced manner that keeps technology and business issues and requirements in balanced perspective. Regardless of whether you are a software engineer, IT manager, network or systems engineer, or a consultant, this book will give you a solid foundation of knowledge, and a recipe for success that are sorely needed in our industry.

Rating:
Summary: Simple, but not simplistic - essential for all IT pros
Review: I was privileged to first read this book when it was in manuscript form. My take on it then was that it provided a collection of proven tools and techniques, and a structured and straightforward approach to applying them. In its final form I stand by my original assessment.

In less than 200 pages the author sets forth all of the key ingredients for successfully managing information technology. He starts by laying the foundation with well-written sections on the economics and psychology of IT management. These two sections clearly explain to managers and those who aspire to management how to think in business terms when approaching problems or starting initiatives, and how to bridge the wide IT-business chasm by examining IT's technology focus and what is important to business, then marrying the two together.

The meat of this book is in Section Three, which introduces the IT management model - topics covered include business processes, tools, the relationship between processes and tools, instrumentation, management data and information, and action resolution. I especially liked the table on page 94 that summarizes the mapping between major industry models and the simple model proposed by the author. This table compares and contrasts the simple model to the ISO network management model's five management areas (FCAPS), the TMN model and the ITIL. I like this because the major industry models require a significant investment in resources to implement, and by starting with the author's simple model a foundation is established with less effort and resources, then when it is running steady state the more sophisticated models can be implemented in a structured fashion.

Each of the subsequent sections augment the simple model by delving into details of understanding problems (framing them correctly within the context of a process), understanding change (which includes all of the key elements of an effective change management process), issues and special cases, and how to select management tools.

Overall this book covers the basics in a balanced manner that keeps technology and business issues and requirements in balanced perspective. Regardless of whether you are a software engineer, IT manager, network or systems engineer, or a consultant, this book will give you a solid foundation of knowledge, and a recipe for success that are sorely needed in our industry.

Rating:
Summary: Simplicity!
Review: The simple model that is described in this book is straightforward and represents a viable, effective starting place for establishing process-oriented management. However, in my opinion the best features of this book are found in the chapters on fundamental knowledge and background material.

Section One, in particular, is one of the most readable and accurate summaries of the economics of IT management I've ever read. If this section alone was read and understood by IT managers and consultants, and then put into practice it would go a long way towards improving the way IT supports their business constituents. The material covers subtle and not-so-subtle aspects of investing in the right initiatives for the right reasons, and will cause any IT professional to alter the way they view their role in an enterprise.

Psychology of IT management covered in Section Two is equally valuable. It accurately portrays the separation of concerns of both IT and business, then provides tools and techniques for aligning the two. Entire books have been devoted to this subject area, yet the author manages to capture all of the important points in a mere 26 pages.

The sections on understanding problems and understanding change also stand out as exceptionally well-written recipes for managing two key elements of any process-oriented approach to IT management. The material in these two sections are directly applicable to anyone who is involved with implementing an operational model based on the ITIL.

While the model presented in this book is not 100% consistent with the ITIL, it is close enough, and if properly implemented will give a solid foundation for an ITIL-based operations management paradigm.

If you work in IT operations this book is one best investments you can make. It's short enough to be quickly read, and is rich in knowledge and techniques.

Rating:
Summary: Sensible approach and excellent presentation of essentials
Review: The simple model that is described in this book is straightforward and represents a viable, effective starting place for establishing process-oriented management. However, in my opinion the best features of this book are found in the chapters on fundamental knowledge and background material.

Section One, in particular, is one of the most readable and accurate summaries of the economics of IT management I've ever read. If this section alone was read and understood by IT managers and consultants, and then put into practice it would go a long way towards improving the way IT supports their business constituents. The material covers subtle and not-so-subtle aspects of investing in the right initiatives for the right reasons, and will cause any IT professional to alter the way they view their role in an enterprise.

Psychology of IT management covered in Section Two is equally valuable. It accurately portrays the separation of concerns of both IT and business, then provides tools and techniques for aligning the two. Entire books have been devoted to this subject area, yet the author manages to capture all of the important points in a mere 26 pages.

The sections on understanding problems and understanding change also stand out as exceptionally well-written recipes for managing two key elements of any process-oriented approach to IT management. The material in these two sections are directly applicable to anyone who is involved with implementing an operational model based on the ITIL.

While the model presented in this book is not 100% consistent with the ITIL, it is close enough, and if properly implemented will give a solid foundation for an ITIL-based operations management paradigm.

If you work in IT operations this book is one best investments you can make. It's short enough to be quickly read, and is rich in knowledge and techniques.

Rating:
Summary: Simplicity!
Review: This book took what would have otherwise been a complex subject and simplified it to my level of understanding.