Efnisyfirlit

• Cover
• Contents
• Series Page
• Title Page
• Copyright
• Foreword
• Preface
  • A Unique Approach: Putting the Book into Action
• Acknowledgments
• About the Contributing Authors
• Chapter 1: Creating Your Twenty-First-Century Workforce and Culture
  • Core Skills for Success
  • Assess Your Core Competencies
  • Who Will Benefit Most?
  • Getting the Most out of This Book
• Chapter 2: Transforming Your IT Team
  • How to Make This Transition: Learn to Think Differently
  • Five Critical Success Factors That Enable IT Organizational Excellence
  • Conclusion
• Chapter 3: Driving Change with Intent
  • Defining Terms
  • The Components of Change
  • Achieving Commitment Is Essential for Sustaining Change
  • Change Takes a Community
  • Clarity Precedes Activity
  • Messaging the Change
  • Conclusion
• Chapter 4: Building a Client-Focused IT Culture
  • What Good Service Looks Like
  • Service Skills for a New Mind-Set
  • Strategies for Developing a Service Mentality
  • Conclusion
• Chapter 5: Evolving into the Role of Consultant
  • What Is the Consultant's Role?
  • Why Do I Need to Become More Consultative?
  • Learning to Change Hats: The Four Roles of IT
  • How Do I Become a Consultant?
  • How Difficult Can This Be?
  • Conclusion
• Chapter 6: Negotiating: Getting What You Want without Damaging the Relationship
  • Position versus Interest Negotiations
  • Three Steps and Three Key Factors
  • Applying the Key Factors to the Second Step: Information Exchange
  • The Final Step: Now Comes the Bargaining
  • Conclusion
• Chapter 7: Sharpening Your Political Savvy
  • Picturing Yourself as a Political Player
  • IT and Politics: Historically Strange Bedfellows
  • A Five-Step Process for Developing Political Awareness
  • Developing Political Skills
  • Conclusion
• Chapter 8: Managing Projects: The Science and the Art
  • The Building Blocks of Project Management
  • Structuring Projects for Success
  • Developing Plans That Work
  • Managing to Successful Completion
  • The Four Tenets of the Project Manager's Mind-Set
  • Conclusion
• Chapter 9: Changing Your Requirements-Gathering Mind-Set
  • The What, Not the How
  • The Importance of the Interview
  • Communicating through Pictures
  • Writing a Solid Requirements Document
  • Conclusion
• Chapter 10: Managing the Vendor Relationship
  • Both Sides of the Coin
  • Preparing for a New Role
  • Getting a Fresh Start
  • The Seven Phases of Managing Vendor Partnerships
  • Conclusion
• Chapter 11: Marketing IT's Value
  • Market to the IT Department
  • Build Partnerships
  • Differentiate Yourself
  • Establish Credibility
  • Create Product and Service Awareness
  • Develop a Formal Plan
  • Determine Your Success
  • Conclusion
• Chapter 12: Creating the Social Organization
  • The Social Business Framework
  • Conclusion
• Chapter 13: O&A Clients in Action: Stories from the Trenches
  • St. Luke's Health System: Transformation through a Newly Consultative IT Function
  • Marriott: Success Enhanced through a Transformed IT-Business Relationship
  • Bowdoin College: Trust in IT Creates a Culture of Change
  • Conclusion
• Chapter 14: Moving IT up the Maturity Curve: IT Talent Management
  • Gaining a Core Competency Mind-Set
  • Moving up the IT Maturity Curve
  • Talent Management 2.0
  • A Look at the Best of the Best
  • Conclusion
• Access Your Free Trial of IT Skill Builder
• Bibliography
• Index
• About O&A
• End User License Agreement

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