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Off-the-shelf it solutions;a practitioner's guide to selection and procurement.
Introduction - purpose and principles 1 Introduction to off-the-shelf solutions 2 Talent management - supplier psychology 3 Initiation - shaping and authorising the project 4 Requirements analysis - capturing the organisationalneeds 5 Requirements document - documenting and agreeingrequirements 6 Tr...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified] :
Bcs, The Chartered Instit
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Front Cover; Copyright page; CONTENTS; LIST OF FIGURES AND TABLES; LIST OF EXECUTIVE PERSPECTIVES; AUTHORS; FOREWORD; ACKNOWLEDGEMENTS; ABBREVIATIONS AND GLOSSARY; INTRODUCTION: PURPOSE AND PRINCIPLES; I.1 OVERALL PURPOSE OF THIS BOOK; I.2 WHY YOU SHOULD READ THIS BOOK; I.3 HOW TO GET THE BEST FROM THIS BOOK; I.4 MAJOR GUIDING PRINCIPLES OF THE METHOD; I.5 NATURE AND CHARACTERISTICS OF THE SELECTION PROCESS; I.6 CHAPTER SUMMARY; I.7 REFERENCES; I.8 FURTHER READING; 1. INTRODUCTION TO OFF-THE-SHELF SOLUTIONS; 1.1 WHAT YOU CAN LEARN FROM THIS CHAPTER; 1.2 INTRODUCTION TO OFF-THE-SHELF SOLUTIONS.
- 1.3 interaction of strategy and software1.4 impetus
- the project pre-conditions; 1.5 why buy an off-the-shelf solution?; 1.6 avoiding common pitfalls when procuring off-the-shelf software; 1.7 it consultancy for it selections; 1.8 chapter summary; 1.9 references; 1.10 further reading; 2. talent management: supplier psychology; 2.1 what you can learn from this chapter; 2.2 overview; 2.3 candidate supplier constraints; 2.4 attitudes and relationships; 2.5 the sales process at the software suppliers; 2.6 power, partnerships, fairness and good losers; 2.7 chapter summary; 2.8 references.
- 2.9 further reading3. initiation: shaping and authorising the project; 3.1 what you can learn from this chapter; 3.2 overview; 3.3 determining scope; 3.4 scoping workshops; 3.5 studying costs and feasibility; 3.6 establishing project phases; 3.7 the executive sponsor; 3.8 project initiation or terms of reference; 3.9 launch events; 3.10 chapter summary; 3.11 references; 3.12 further reading; 4. requirements analysis: capturing the organisational needs; 4.1 what you can learn from this chapter; 4.2 overview; 4.3 some cautionary notes on requirements capture; 4.4 studying best practice.
- 4.5 capturing requirements4.6 selecting interviewees and organising interviews; 4.7 preparing attendees for interviews or workshops; 4.8 preview of later use of requirements; 4.9 chapter summary; 4.10 references; 4.11 further reading; 5. requirements document: documenting and agreeing requirements; 5.1 what you can learn from this chapter; 5.2 overview; 5.3 organising requirements (cataloguing); 5.4 requirement formats; 5.5 guidelines for articulating requirements; 5.6 validate, agree and refine requirements; 5.7 the weighting workshop; 5.8 chapter summary; 5.9 references.
- 5.10 further reading6. trawling the marketplace: establishing the longlist; 6.1 what you can learn from this chapter; 6.2 overview; 6.3 creating the longlist; 6.4 risks when engaging with the marketplace; 6.5 longlist length and when to include candidates; 6.6 the incumbent solution as a candidate; 6.7 chapter summary; 6.8 references; 6.9 further reading; 7. assessing longlist candidates: selecting the shortlist using the rfi; 7.1 what you can learn from this chapter; 7.2 overview; 7.3 approach to evaluation at rfi stage; 7.4 prior planning; 7.5 formulating effective questions.