2001

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Measuring ITIL: Measuring, Reporting and Modeling – the IT Service Management Metrics That Matter Most to IT Senior Executives

How do you measure and report your ITIL processes? Which ITIL metrics matter the most to Senior Executives? Finally, there is a book that shows you how! This is not a theoretical treatise, but a practical guide that shows you the operational metrics to use and how these can be calculated into Key Performance Indicators (KPIs) and Critical Success factors (CSFs) that resonate with Senior Management. In this book you will learn about: Defining and building a comprehensive ITIL metrics program; Which metrics are the most important and how to calculate them; Dealing with staff resistance to a metrics program; Tips and suggestions for what to do if inadequate tools and reporting exist; Suggested work plan for how to build your metrics program step-by-step. In addition, this book contains a helpful CD with a helpful IT Service Management modeling tool that covers all 10 ITIL processes. Simply enter your key operational metrics and the KPIs and CSFs get automatically calculated! This is a comprehensive guide for building any ITIL metrics program with all the information you need in one place.

From Control to Drift: The Dynamics of Corporate Information Infrastructures

Firms are investing considerable resources to create large information infrastructures able to fulfil their varied information-processing and communication needs. The more the drive towards globalization, the more such infrastructures become crucial.The ‘wiring’ of the corporation should be done in a way that is aligned with its corporate strategy-it is global and generates value. This book presents six in-depth case studies of large corporations-AstraZeneca, IBM, Norsk Hydro, Roche, SKF, and Statoil-which offer a rich picture of the main issues involved in information infrastructure implementation and management. Far from being a linear process, the use of the information infrastructure is in fact an open-ended process, in many cases out of control. Current management models and consulting advice do not seem to be able to cope with such a business landscape. This book provides the reader with interpretations and theories that can foster a different understanding and approach.

Good to Great: Why Some Companies Make the Leap… and Others Don’t

Five years ago Jim Collins asked the question, “Can a good company become a great company, and if so, how?” In Good to Great Collins, the author of Built to Last concludes that it is possible, but finds that there are no silver bullets to greatness. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11–including Gillette, Walgreens and Wells Fargo–and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn’t require a high-profile CEO, the latest technology, innovative change management or even a fine-tuned business strategy.