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| List of figures | |
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| List of tables | |
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| Preface | |
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| Acknowledgements | |
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| Elements of IS/IT success and measurement in organisations | |
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| Current status of IS/IT management and applications | |
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| Advances in hardware and software | |
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| Patterns of IT focus in construction and engineering | |
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| IT infrastructure | |
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| Process focus | |
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| Supply chain focus | |
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| Internet focus | |
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| Technology push vs business pull | |
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| Isolated computer applications | |
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| Lack of communications | |
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| Business processes | |
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| IS/IT investments and organisation effectiveness | |
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| Investment decisions | |
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| Case study 1.2: ill-informed decisions on IT investments | |
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| Evolving role of IS/IT in organisations | |
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| IS/IT measurement, success and effectiveness | |
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| Definitions of IS/IT | |
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| IS/IT success and effectiveness | |
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| IT uptake: the case of the construction industry | |
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| Web-based developments for project collaboration | |
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| Data exchange in collaborative environments | |
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| Case study 1.3: collaborative environments | |
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| Case study 1.4: collaborative environments | |
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| Case study 1.5: collaborative environments | |
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| Case study 1.6: collaborative environments | |
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| Case study 1.7: collaborative environments | |
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| Organisational elements for IS/IT success | |
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| Business dynamics and technology | |
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| Relation between business process and technology: the five-layer diagram | |
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| Difficulties in integrating business and IS/IT: the case of construction | |
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| Case study 2.1: lack of standardisation in business processes | |
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| Building IT capability | |
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| Business process and IT | |
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| Relationship between maturity in process management and IS/IT | |
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| The relevance of the time element | |
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| Case study 2.2: Extranets | |
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| People and IT | |
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| The role of IS/IT Department Head | |
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| Case study 2.3: people role in the success of collaborative environments | |
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| Work environment | |
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| Leadership | |
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| Empowerment | |
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| Communication | |
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| Process vision development | |
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| Project management | |
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| Process-based team formation | |
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| Case study 2.4: work environment role in the success of collaborative environments | |
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| External and internal drivers for change | |
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| External drivers | |
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| Internal factors | |
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| IS success measurement approaches | |
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| Introduction | |
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| Categorisation of the current measurement methods | |
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| Product-based measurement approach | |
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| Limitation of product-based measures | |
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| Process-based measurement approach | |
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| Maturity approach: general measurement models | |
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| Limitation of current measurement approaches | |
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| Success levels and measurement approaches | |
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| Planning and development and implementation phases | |
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| Measurement phase: technical and semantic levels | |
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| Measurement phase: influence level | |
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| Case studies: technology vs business approach | |
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| Introduction | |
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| Case study 4.1: ServInst | |
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| Sequence of events | |
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| Analysis and discussion | |
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| Summary and findings | |
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| Case study 4.2: OilCo | |
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| Sequence of events | |
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| Project objectives | |
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| Implementation of the project | |
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| General remarks | |
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| Analysis and discussion | |
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| Summary and findings | |
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| Enablers: learning organisations and strategies alignment | |
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| Developing sustainable IS/IT capabilities: the learning organisation | |
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| Introduction | |
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| Organisational learning | |
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| Competitiveness and organisational learning | |
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| Resources, competencies and capabilities | |
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| Core capabilities and learning organisations | |
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| Managing knowledge: classification of knowledge | |
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| Knowledge classification | |
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| Knowledge transformation | |
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| Resource-based models | |
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| Learning in the capability development process | |
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| Linking IS capability with IS competencies and resources | |
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| Unlocking the business value: embedding IS/IT into core capabilities | |
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| Case study 5.1: Technology-based core capability - strategic failure | |
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| Successful implementation of knowledge management: a holistic approach | |
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| Introduction and background | |
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| The need for a holistic KM implementation model | |
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| Enablers of KM | |
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| Corporate and strategic management | |
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| Information technology | |
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| Human resources | |
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| Culture | |
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| Organisational structure | |
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| "SCPTS" three-layer KM model | |
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| Layer 1: knowledge classification | |
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| Layer 2: knowledge life cycle | |
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| Layer 3: KM facilitators | |
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| Guidelines for implementation | |
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| Alignment of strategies and capacity building | |
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| Business strategy and strategic planning | |
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| Information system strategies and business competitiveness | |
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| Information technology strategies | |
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| Alignment of business and IS strategies | |
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| Alignment methodology | |
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| Business and business objectives (strategy) | |
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| Critical success factors (CSF) | |
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| Strategic business analysis | |
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| IS strategy | |
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| Detail business analysis | |
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| Information technology strategy | |
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| Case study 7.1: IS strategy for a quantity surveying practice | |
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| Data/process matrix | |
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| Discussion and recommendations | |
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| IS/IT Implementation issues | |
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| Change management | |
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| Management competency | |
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| Organisational structure | |
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| Project planning and managements | |
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| IT infrastructure | |
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| IT training: building the capacity | |
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| IT training strategy and the business strategy | |
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| IT training and resource requirements | |
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| IT training needs analysis: corporate vs individual needs | |
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| Barriers to success | |
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| Performance gap analysis | |
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| IT training strategy development | |
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| Improvement gaps and tools: maturity and readiness of Organisations | |
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| Maturity of organisations and process maturity models | |
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| Maturity concept | |
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| Maturity modelling | |
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| Maturity models and organisational capabilities | |
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| Process improvement maturity model: the case of construction | |
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| Process capability and maturity | |
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| Standardised Process Improvement for Construction Enterprises (SPICE) | |
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| Case study 8.1: a client-contractor collaboration | |
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| SPICE assessment | |
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| Recommendations | |
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| Benefits | |
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| Maturity models: the case of e-government | |
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| Other maturity models: the case of software development | |
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| Capability Maturity Model: the staged view | |
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| Continuous Capability Model (SE-CMM): the continuous view | |
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| Capability Maturity Model Integration (CMMI) | |
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| People-CMM | |
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| Personal Software Process (PSP) | |
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| Team Software Process (TSP) | |
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| Bootstrap | |
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| Trillium | |
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| SPICE and TickIT | |
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| Organisational readiness: bridging the gap | |
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| Gap analysis (performance analysis) | |
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| Measuring the opportunity gap | |
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| Benchmarking | |
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| Balanced scorecard system | |
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| SWOT analysis | |
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| IS life cycle and organisational readiness | |
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| Life cycle of IS | |
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| IS success and organisational readiness | |
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| Measuring organisational readiness | |
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| Maturity models and measuring the readiness gap | |
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| IS assurance | |
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| IT training strategy: the GAPP-IT model | |
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| Process protocol principles | |
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| The development of the GAPP-IT model | |
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| The GAPP-IT model | |
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| Detailed analysis of Phase SIX: steering committee | |
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| Summary | |
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| IS/IT readiness model | |
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| The Need for an IS/IT readiness model | |
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| The development of an IS/IT readiness model | |
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| Description and use of the IS/IT readiness model | |
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| The IS/IT readiness model | |
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| IT infrastructure | |
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| People | |
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| Work environment | |
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| Process | |
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| Case study 10.1: implementation of the readiness model | |
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| Case study 4.1: ServInst | |
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| Case study 4.2: OilCo | |
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| References | |
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| Index | |