RAPID Value Management for the Business Cost of Ownership: Readiness, Architecture, Process, Integration, Deployment
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Table of contents
- Cover
- Copyright Pageiv
- Table of Contentsvii
- Wading Through Acronymsxiii
- Prefacexv
- Acknowledgementsxxv
- Chapter 1. Taking a Razor to Information Technology (IT)1
- 1.1 Occam’s Razor on decomposing the myths of computer science, information technology, and busine4
- 1.2 A hypothesis on the causal mechanism of technology investment7
- 1.3 Measuring IT value with science9
- 1.4 Developing your own IT value experiments18
- 1.5 Conclusion22
- Chapter 2. On the Classification of IT Components23
- 2.1 A recent history of the IT department25
- 2.2 IT through a pigeon’s hole31
- 2.3 Classification of information and technology32
- 2.4 Conclusion34
- Chapter 3. Using RAPID to Identify Relationship Between Architecture and Process35
- 3.1 Implications of change for the IT department35
- 3.2 RAPID is a razor43
- 3.3 Conclusion61
- Chapter 4. Readiness: Solution Strategy63
- 4.1 Introduction63
- 4.2 Solution state69
- 4.3 Solution requirements75
- 4.4 Solution strategy81
- 4.5 Conclusion88
- Chapter 5. Architecture: Foundation Services89
- 5.1 Introduction89
- 5.2 Service planning91
- 5.3 Service design99
- 5.4 Service-level management109
- 5.5 Conclusion114
- Chapter 6. Process: Best Practices117
- 6.1 Introduction117
- 6.2 Process development125
- 6.3 Process deployment139
- 6.4 Process measurement142
- 6.5 Conclusion145
- Chapter 7. Integration: Coherent Infrastructure147
- 7.1 Introduction147
- 7.2 Operations infrastructure149
- 7.3 Operations management159
- 7.4 Operations support167
- 7.5 Conclusion171
- Chapter 8. Deployment: Questioning Change and Decision Making173
- 8.1 Introduction173
- 8.2 Component delivery assurance175
- 8.3 Component monitoring181
- 8.4 Conclusion182
- Chapter 9. Business Cost of Ownership183
- 9.1 Introduction183
- 9.2 Changing needs in IT economics185
- 9.3 Monitoring IT with BCO204
- 9.4 Conclusion212
- Chapter 10. Shaping RAPID IT Solutions215
- 10.1 Introduction215
- 10.2 Solution modeling218
- 10.3 Service modeling225
- 10.4 Process modeling229
- 10.5 Operations modeling231
- Chapter 11. RAPID IT Components239
- 11.1 Finding the right components: Electronic directories and the agile enterprise240
- 11.2 Conclusion253
- Chapter 12. Beyond Cost of Ownership255
- 12.1 Security: Readiness, process, and components258
- 12.2 To what end? Using technology to search for answers in information261
- Appendix A: Hewlett-Packard ITSM Activities265
- Appendix B: HP Infrastructure Operations275
- Frequently Asked Questions277
- Figures and Tables281
- Index285
- About the Author295
The model presented in this manual for the IT professional helps managers work with tech workers and their customers to make a clear and well-substantiated argument for IT service investments. In order to validate and fully explain this model, Wigodsky presents an overview of the "why" behind technology investment for any organization, and combines this with detailed real-world solutions that maximize BCO efficiency. By eliminating the "futz factor" commonly associated with system ownership costs, the book provides a glimpse of the next generation IT architecture, a repeatable process for identifying organization-wide system costs, and a customizable model for integrating BCO management with your people, processes, and technology.
· Provides detailed technical architectures, processes, and integrated solutions using common computing technologies
· Helps the reader build a customized model for reviewing the long-term potential costs and benefits of interrelated IT investments
· Includes observations of HP thought leaders, experienced consultants, and customers on past projects
· Provides detailed technical architectures, processes, and integrated solutions using common computing technologies
· Helps the reader build a customized model for reviewing the long-term potential costs and benefits of interrelated IT investments
· Includes observations of HP thought leaders, experienced consultants, and customers on past projects