000			02008nam a22002177a 4500
999			_c318 _d318
005			20190903142459.0
008			190903b ||||| |||| 00| 0 eng d
020			_a9783319817699
082			_a004.068 _bCAS
100			_aCastillo, Francisco _91014
245			_aManaging information technology
260			_bSpringer _aSwitzerland _c2016
300			_axiii, 241 p.
365			_aEURO _b59.99
520			_aThere are two different, interdependent components of IT that are important to a CIO: strategy, which is long-term; and tactical and operational concerns, which are short-term. Based on this distinction and its repercussions, this book clearly separates strategy from day-to-day operations and projects from operations – the two most important functions of a CIO. It starts by discussing the ideal organization of an IT department and the rationale behind it, and then goes on to debate the most pressing need – managing operations. It also explains some best industry standards and their practical implementation, and discusses project management, again highlighting the differences between the methodologies used in projects and those used in operations. A special chapter is devoted to the cutover of projects into operations, a critical aspect seldom discussed in detail. Other chapters touch on the management of IT portfolios, project governance, as well as agile project methodology, how it differs from the waterfall methodology, and when it is convenient to apply each. Taking the fundamental principles of IT service management and best practices in project management, the book offers a single, seamless reference for IT managers and professionals. It is highly practical, explaining how to apply these principles based on the author’s extensive experience in industry.
650			_aInformation technology--Management _91015
650			_aManagement information systems _91016
650			_aSoftware engineering _91017
650			_aComputer science _91018
942			_2ddc _cBK