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| Foreword | |
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| Acknowledgments | |
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| Introduction | |
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| Tiger, Tiger, Burning Bright | |
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| How to Read This Book | |
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| What We Are Not Addressing in Riding the Tiger | |
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| How Information Technology Affects One Organization | |
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| Grabbing the Tiger by the Tail | |
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| Summary | |
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| Facing the Technology Tiger | |
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| A Whole New Set of Issues | |
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| Too Big a Project Proposed, Too Little Achieved, Delivered Too Late, for Too Much Money | |
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| Keeping One Step Ahead | |
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| A Ride on the Tiger Is, at Best, Rocky | |
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| Costs of Information Management--Get the Big Picture | |
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| Measuring the Investment Payback | |
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| The Never-Ending Search for the Next Technology | |
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| We Have Seen the Light--It Is Digital and in Color | |
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| Surrounded by Tigers--Technology Is Changing the Way We Do Business | |
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| The Challenge to the Tiger Rider | |
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| Summary | |
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| Leading the Tiger, Not Chasing Its Tail | |
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| Chasing the Tiger's Tail | |
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| Business Strategy Is the Starting Point | |
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| Useful Strategic Concepts and How They Affect Information Management | |
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| Technology's Influence on Strategy | |
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| Building a Sustainable Success Position (SSP) | |
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| Leading the Tiger to Support a Sustainable Success Position | |
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| Competitive Advantage through Information Technology--The Wal-Mart Story | |
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| Select the Path for the Tiger | |
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| Summary | |
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| Running Away from the Tiger | |
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| Delegate, But Don't Avoid! | |
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| Signals from the CEO | |
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| The CEO Who Pays Attention | |
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| Setting Strategies and Priorities | |
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| Aligning Information Technology with Business Strategies | |
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| Developing Information Technology Strategies | |
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| Planning over Multiple Periods | |
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| Setting Investment Priorities | |
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| Working Smarter | |
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| Information Management Policies and Principles | |
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| Sample Principles for an Organization | |
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| Influencing Implementation | |
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| Organizational Improvement Goals | |
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| Assessing the Organization's Capabilities | |
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| Improving Infrastructure and Technology | |
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| Summary | |
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| The Tiger's Backbone--Basic Anatomy | |
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| Managing Where the Tiger Roams | |
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| The Highway for the Tiger | |
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| A Broader View of Infrastructure and Policies | |
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| Technology Principles | |
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| Adequate Hardware | |
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| Excellent Software | |
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| Supporting Management Effectiveness | |
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| Mobile and Temporary Computing | |
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| Managing Risks | |
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| Costing Infrastructure | |
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| Deciding to Outsource | |
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| Benefit from Evolution | |
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| Motivating and Keeping Your Knowledge Workers | |
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| Customer Satisfaction | |
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| On Time and on Budget | |
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| Evaluating Technology | |
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| Buy versus Develop | |
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| Improving Infrastructure | |
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| Evolution Game Plan | |
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| Upgrading Technical Capability | |
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| Summary | |
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| Harnessing the Power of the Tiger | |
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| Informating People, Not Automating | |
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| Change, Change, Change | |
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| Stakeholders--Fellow Riders | |
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| The Philosophy of Decentralization | |
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| Team Leaders Replacing Bosses | |
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| The New Computer Literacy | |
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| Senior Management's Computer Literacy Affects Organizational Success | |
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| Connections between People Management and Information Management | |
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| Summary | |
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| Adventures on Your Tiger | |
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| How to Spot a Project | |
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| Should the Project Proceed? | |
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| Sizing the Project | |
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| Costing the Project | |
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| Choosing the Technology | |
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| Staffing the Project | |
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| Assessing and Managing Project Risk | |
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| Quality Project Process | |
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| Manage Expectations | |
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| The Importance of Cutoff Points | |
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| Deadlines | |
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| Project Team | |
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| Obtaining Buy-In and Involving the Management Team | |
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| Testing and Documentation | |
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| Installing New Information Technology Is a Process of Change | |
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| Why Projects Fail | |
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| Postaudits | |
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| Success That Lasts | |
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| Summary--Predicting Project Success | |
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| Riding Your Tiger with Finesse | |
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| Everyone Is a Client | |
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| Good Clients Get Better Results | |
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| Information Technology Only Looks Like Magic | |
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| Know Your Own Reasons for Using Information Technology | |
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| Understand Your Competencies | |
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| People | |
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| Information Technology Is a Catalyst for Change | |
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| Forward Thinking | |
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| Communicate Your Goals and Needs | |
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| With Good Infrastructure, Quick-and-Dirty Projects Can Succeed | |
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| Software Is Always a Service | |
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| Open Systems Are Built, Not Bought | |
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| Outsourcing--Riding Others' Learning Curves | |
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| The Future of Software Is in Layers and Modules | |
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| Murphy's Law | |
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| Things Get Easier, but the Hurdle Is Always Being Raised | |
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| Commitment | |
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| Consensus | |
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| KISS--Keep It Simple, Stupid! | |
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| Good Clients in Partnership with Good Suppliers | |
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| Three Times to Get It Right | |
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| What to Look for in a Project Plan | |
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| The Successful Project | |
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| Summary | |
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| The Quick and the Dead | |
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| Summary | |
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| Questions for the Reader | |
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| Your Own Next Steps | |
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| Diagnostic Questionnaire | |
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| How One Large Organization Evaluates Its Projects | |
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| Glossary of Key Information and Technology Jargon | |
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| Bibliography | |
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| Index | |
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| Permissions | |