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| Preface | |
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| Introduction | |
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| September 11, 2001 | |
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| The paradigm shift | |
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| IT will be one of the likely battlefields of the future | |
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| What Assumptions Does the Book Make About You? Who Is This Book Aimed At? Structure of the Book | |
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| Strategic Implications Of 9/11 | |
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| Personal Consequences | |
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| Corporate Consequences | |
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| Recognition of the unpredictability of today's world | |
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| Developing early-warning systems of impending change | |
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| Learning to change and adapt much more quickly than ever before | |
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| Recognizing the importance and vulnerability of their "information assets" | |
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| National Consequences | |
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| "Guns and butter" vs | |
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| "guns or butter" | |
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| Recognition of national "critical infrastructure" issues | |
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| Coordination, improvement of existing systems. Impact on privacy | |
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| Conclusion | |
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| Security | |
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| Basic Concepts | |
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| Techniques and Technologies | |
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| Identification of users | |
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| Authorization and access control | |
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| Protection of data in transit across "exposed" areas | |
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| Audit of activities and accesses to information | |
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| Monitoring of suspected security threats | |
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| Paradigm Shift | |
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| IT systems are part of the "critical Infrastructure" | |
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| Threats exist from various levels of players | |
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| Operational security vs | |
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| software development security | |
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| Physical security has changed because of miniaturization | |
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| Using the Internet as indirect weapon to support terrorism | |
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| The decade of security | |
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| Strategic Implications | |
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| Government and political leaders | |
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| Senior corporate executives | |
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| Mid-level IT managers | |
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| Technical IT professionals | |
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| Citizens | |
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| Risk Management | |
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| Basic Concepts | |
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| Techniques and Technologies | |
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| Establishing a risk-aware culture | |
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| Realistic assessment of risks | |
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| Ensuring that risks are shared between stakeholders | |
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| Developing processes for risk management | |
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| Paradigm Shifts in Risk Management | |
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| High tech can be threatened by low tech | |
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| Kamikaze players | |
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| The rise of the "stateless" power | |
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| The rapid pace of change | |
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| Strategic Implications | |
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| Government officials | |
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| Senior corporate executives | |
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| Mid-level IT managers | |
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| IT professionals | |
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| Citizens | |
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| Emergent Systems | |
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| Basic Concepts | |
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| Benefits of emergent systems and emergent organizations | |
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| Characteristics of the emergent organization | |
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| Techniques and Technologies | |
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| Peer-to-peer communication mechanisms | |
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| Tools for collaboration | |
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| Modeling and simulation tools | |
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| Paradigm Shifts | |
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| Strategic Implications | |
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| Government leaders | |
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| Senior corporate executives | |
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| Mid-level IT managers | |
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| IT professionals | |
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| Citizens | |
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| Resilient Systems | |
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| Basic Concepts | |
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| Techniques and Technologies | |
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| Familiar techniques | |
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| Early warning systems | |
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| Mechanisms for rapid change | |
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| Paradigm Shifts | |
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| Strategic Implications | |
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| Government officials | |
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| Senior corporate executives | |
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| Mid-level IT managers | |
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| IT professionals | |
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| Citizens | |
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| Good Enough Systems | |
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| Basic Concepts | |
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| Techniques and Technologies for Developing Good-Enough Software | |
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| A utilitarian strategy | |
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| An evolutionary strategy | |
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| Heroic teams | |
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| Dynamic infrastructure | |
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| Dynamic processes | |
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| Paradigm Shifts | |
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| Malevolent threats | |
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| Life and death circumstances | |
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| Strategic Implications | |
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| Government leaders | |
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| Senior corporate executives | |
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| Mid-level IT managers | |
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| IT professionals | |
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| Citizens | |
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| Death-March Projects | |
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| Basic Concepts | |
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| What is a death-march project? Why do death-march projects exist? Why do people participate in death-march projects? Techniques and Technologies | |
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| Negotiations | |
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| Peopleware | |
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| Processes | |
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| Monitoring progress | |
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| Paradigm Shifts | |
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| The impact of September 11th | |
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| The impact of the recession | |
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| Strategic Implications | |
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| Government leaders | |
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| Senior corporate executives | |
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| Mid-level IT managers | |
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| IT professionals | |
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| Citizens | |
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| Conclusio | |