We've added two new book excerpts this week to help IT managers and decision-makers master management processes, maintain control over projects (and associated costs) and improve IT leadership. These books address closely related issues involving Six Sigma and IT management:
Design for Six Sigma (DFSS) offers engineers powerful opportunities to develop more successful systems, software, hardware, and processes. In Applying Design for Six Sigma to Software and Hardware Systems, two leading experts, Eric Maass and Patricia D. McNair, offer a realistic, step-by-step process for succeeding with DFSS. Their clear, start-to-finish roadmap is designed for successfully developing complex high-technology products and systems that require both software and hardware development.
Using this book's integrated, systems approach, marketers, software professionals, and hardware developers can converge all their efforts on what really matters: addressing the customer's true needs.
This excerpt, provided by Andrea Bledsoe at Addison-Wesley Professional, comes from chapter 10 ("Requirements Flow-Down"). It describes the flow of system requirements as they move from a high level (software and hardware requirements) down to lower-level subsystem requirements (software and hardware component and assembly requirements).
If IT has a dirty little secret, it's this: IT accounts for 50 percent of U.S. capital spending. And even though elaborate systems are in place to show how the capital is spent, few systems are in place to demonstrate that the capital is well spent. In other words, although companies are managing IT spending, they are not managing IT returns. In terms of personal financial management, it's akin to using Quicken to track actuals versus budget but never bothering to run the reports that tally investment returns. Furthermore, if you don't know your actual returns, you can't hold the investment broker accountable for the performance of the portfolio.
Although it seems ludicrous to imagine a meeting with an investment broker that doesn't include a discussion of realized returns, this happens every day in IT prioritization meetings.
This excerpt is from chapter 4 ("You Need Funding, and IT Needs Returns") . The "Value Management" section focuses on how IT managers can improve interactions and build organizational support to obtain funding for IT-enabled initiatives.
While you're in the Knowledge Network, be sure to investigate our other Six Sigma, project management and IT best-practices resources.
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