Technology, Strategy, and Leadership by Wayne Smith
A set of convergent forces is challenging fundamental assumptions about the role of organizations and how they deliver value to their customers. These forces are reshaping the competitive landscape in profound ways. In particular, they imply a new set of organizational competencies that a company must acquire if it is to leap to the next level of performance and thus maximize its long-term shareholder value.
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Table of Contents
Introduction The IT Operating Model Cost of Quality Business Processes Strategic Partnerships and Outsourcing The IT Business Processes Strategy and Governance Solution Delivery Operations Portfolio Management ITBench: A Value Delivery Platform Organizational Choices Centers of Excellence The Four Forces Birds of a Feather Have It Your Way Form Follows Function You Gotta Experience It New Business Models and Competencies	Strategic Thinking Embracing Change Process Focus Governance The Fundamental Strategy Problem What Is Strategic Thinking? Critical Success Factors Making the Case for Transformational Change The Strategic Plan Developing the Strategy Value Proposition Summary of Important Strategic Thinking Ideas Strategic Alignment Strategic Governance Aligning IT Collaboration Technology Operating Style Architecture What Is The Architecture Competency? A Business Object Architecture An Enterprise Architecture	Project Management Deliverables Carry the Value Completing Deliverables Packaging Plan Software Economics The Project Repository Solution Models Project Plan Sizing The Life Cycle Question Managing Expectations Requirements Driven Validation Continuous Integration Project Roles Progress Change Control Risk Management Quality Project Feasibility Inner Leadership Values Not Behaviors Management and Leadership Balancing Priorities Conclusion Bibliography Annotated Index of Key Terms Appendix: Strategic Quality Index Appendix: Project Risk Factors