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1. Using Project Management to Build an IT Help Desk
Information technology (IT) organizations are under pressure to operate cheaper but also faster and better. At the same time, they must satisfy business objectives or meet requirements described in service level agreements as users employ complex information technology (e.g., client/server tools) in unique environments (e.g., virtual offices). To meet these demands, many IT organizations are setting up a help desk to which users can direct inquiries and problems, ranging from training to network management. Many of these servi...

2. Information Technology for Project Management Automation
Although project management systems have been evolving from mainframe -based, big-iron programs into microcomputer-based, GUI (graphical user interface) programs, they are still in their infancy for enhancing fundamental functions. The fundamental functions and new features that these current project management systems lack include: -   Historical project databases -   Knowledge-based methodologies -   Multimedia -enabling capabilities -   Flexible navigation mec...

3. Assessing the Real Costs of a Major IT System Change
The widespread assumption of the late 1980s that downsizing from mainframes would reduce IS costs for just about any business sparked what has come to be an increasingly confusing debate about the costs of computing. Today, evidence from a wide range of sources challenges this assumption. Users have become increasingly disturbed about the high costs of decentralizing IS resources. There is also a growing realization that the cost structures of mission-critical systems have remarkably little to do with underlying technologies. ...

4. Leveraging Developed Software: Organizational Implications
Leveraging is the reusability or portability of application software across multiple business sites. The extent to which an application can remain unchanged as it is installed and made operational at each location is referred to as leverageability. Leveraging can reduce the cost of acquiring and maintaining application software. However, the ultimate measure of leveraging is the resulting business benefit — the cost of delivering a working capability from site to site across an enterprise. Whether a manufacturer...

5. Creating and Implementing a Balanced Measurement Program
It is still unclear why many information systems (IS) projects continue to fail, and why some succeed. Understanding the reasons for project success or failure, however, provides IS managers the information they need to form actions that enable the IS function to move forward and improve. The best way to gain this necessary knowledge is from a comprehensive IS measurement program. Measurement is sometimes viewed as an objective in itself rather than as a way of supporting organizational goals. Much of the available advice on ...

6. Managing the Risk of IT Outsourcing Agreements
Outsourcing offers several advantages, which include enabling existing staff to concentrate on core competencies, focusing on achieving key strategic objectives, lowering or stabilizing overhead costs, obtaining cost competitiveness over the competition, providing flexibility in responding to market conditions, and reducing investments in high technology. There are also several disadvantages to outsourcing agreements, which include becoming dependent on an outside supplier for services, failing to realize the purported cost savings fr...

7. The Management Service Provider Option
Conventional wisdom warns companies against outsourcing their core competencies and, at one time, management fell into this category. Now, however, especially with the rise of E-business, organizations require exceptional management to survive. Because this is not always available in-house, management service providers (MSP) are springing up to fill the need. MSPs are an emerging type of vendor that lets customers outsource various aspects of information technology (IT) management. If an MSP can guarantee that an organization&...

8. Hiring and Managing IT Consultants
Managing outside consultants requires a specific set of skills. Among those skills are the abilities to select the right people, to clearly identify and explain the assignment, and to maintain appropriate management discipline during the length of the assignment. IT managers must recognize the need to deal with several circumstances. Consultants have to be managed so that their leaving will not create difficulties. Once consultants complete the assignment, they should be able to move on. IT managers and consultants should work...