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This book looks at the impact of Agile and Lean thinking, DevOps, Lean Startup, and other contemporary management ideas to define the new role of IT leadership and how it fits into the business organization.
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This book looks at the impact of Agile and Lean thinking, DevOps, Lean Startup, and other contemporary management ideas to define the new role of IT leadership and how it fits into the business organization.
Produktdetails
- Produktdetails
- Verlag: IT Revolution Press
- Seitenzahl: 313
- Erscheinungstermin: 2. Oktober 2017
- Englisch
- Abmessung: 228mm x 151mm x 27mm
- Gewicht: 380g
- ISBN-13: 9781942788119
- ISBN-10: 1942788118
- Artikelnr.: 47775265
- Verlag: IT Revolution Press
- Seitenzahl: 313
- Erscheinungstermin: 2. Oktober 2017
- Englisch
- Abmessung: 228mm x 151mm x 27mm
- Gewicht: 380g
- ISBN-13: 9781942788119
- ISBN-10: 1942788118
- Artikelnr.: 47775265
Mark Schwartz is an iconoclastic CIO and a playful crafter of ideas, an inveterate purveyor of lucubratory prose. He has been an IT leader in organizations small and large, public, private, and nonprofit. As an Enterprise Strategist for Amazon Web Services, he uses his extensive CIO wisdom to advise the world's largest companies on the obvious: time to move to the cloud, guys. As the CIO of US Citizenship and Immigration Services, he provoked the federal government into adopting Agile and DevOps practices. He is pretty sure that when he was the CIO of Intrax Cultural Exchange he was the first person ever to use business intelligence and supply chain analytics to place au pairs with the right host families. Mark speaks frequently on innovation, change leadership, bureaucratic implications of DevOps, and using Agile practices in low-trust environments. With a BS in computer science from Yale, a master's in philosophy from Yale, and an MBA from Wharton, Mark is either an expert on the business value of IT or just confused and much poorer. Mark is the author of The Art of Business Value, which - he is proud to report - has been labeled by his detractors "The Ecclesiastes of Product Management," and "Apocryphal." The book takes readers on a journey through the meaning of bureaucracy, the nature of cultural change, and the return on investment of an MBA degree, on the way to solving the great mystery ... what exactly do we mean by business value and how should that affect the way we practice IT? He promises that A Seat at the Table is more canonical and less apocryphal. Mark is the winner of a Computerworld Premier 100 award, an Amazon Elite 100 award, a Federal Computer Week Fed 100 award, and a CIO Magazine CIO 100 award, which strongly suggests that there are less than 99 other authors you could better spend time reading.
Table of
Foreword
Introduction
Part One: Finding the Table
1. Sitting Alone
2. Kept from the Table
3. Approaching Agilely and Leanly
Part Two: Earning the Seat
4. Planning
5. Requirements
6. Transformation
7. Enterprise Architecture
8. Build vs. Buy
9. Governance and Oversight
10. Risk
11. Quality
12. Shadow IT
Part Three: Sitting at the Table
13. The CIO's Place at the Table
14. Exhortation and Table Manners
Endnotes
Recommended Reading
Acknowledgements
Foreword
Introduction
Part One: Finding the Table
1. Sitting Alone
2. Kept from the Table
3. Approaching Agilely and Leanly
Part Two: Earning the Seat
4. Planning
5. Requirements
6. Transformation
7. Enterprise Architecture
8. Build vs. Buy
9. Governance and Oversight
10. Risk
11. Quality
12. Shadow IT
Part Three: Sitting at the Table
13. The CIO's Place at the Table
14. Exhortation and Table Manners
Endnotes
Recommended Reading
Acknowledgements
Table of
Foreword
Introduction
Part One: Finding the Table
1. Sitting Alone
2. Kept from the Table
3. Approaching Agilely and Leanly
Part Two: Earning the Seat
4. Planning
5. Requirements
6. Transformation
7. Enterprise Architecture
8. Build vs. Buy
9. Governance and Oversight
10. Risk
11. Quality
12. Shadow IT
Part Three: Sitting at the Table
13. The CIO's Place at the Table
14. Exhortation and Table Manners
Endnotes
Recommended Reading
Acknowledgements
Foreword
Introduction
Part One: Finding the Table
1. Sitting Alone
2. Kept from the Table
3. Approaching Agilely and Leanly
Part Two: Earning the Seat
4. Planning
5. Requirements
6. Transformation
7. Enterprise Architecture
8. Build vs. Buy
9. Governance and Oversight
10. Risk
11. Quality
12. Shadow IT
Part Three: Sitting at the Table
13. The CIO's Place at the Table
14. Exhortation and Table Manners
Endnotes
Recommended Reading
Acknowledgements