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Explains how companies can productively use development effectiveness, an offshoot of total quality management, to ease problems regarding changing technologies in the information services organization by providing tools for change while still creating high-performance IS organizations. Contains proven implementation steps for planning and managing IT transitional processes along with the instruments relevant to measure the IS organization's current position, readiness for and ability to change.

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CONTENTS
PREFACE = xv
ACKNOWLEDGMENTS = xix
Part I The Currents State of IS Development and Pointers for the Future = 1
 1. How We Got Here-Information Systems Development and Attempts to Improve Performance = 3
  Issues for Business Managers = 4
   Better Information = 5
   Consequences for IS Developers = 7
   Key Issues for IS Developers = 10
  Better Information Systems Development = 13
   Wrong People, Wrong Specs = 18
  Is Development Track Record = 20
   High-Level Languages : From 3GLs to 4GLs = 23
   Better User Requirements Definition = 28
   Structure and Standards = 30
 2. Leading Practices-And Where They Still Fall Short = 41
  Development Processes Today : What the Best Are Already Doing = 43
  Processes Today : What Is Still Missing = 45
   Improved Requirements Analysis Processes Can Help = 48
   Focus on Teams = 50
  Tools Today : What the Best Are using = 51
   Workbenches = 51
   Work Flow Managers, Process Managers, and Integrated Project Support Environments = 53
   Application and Code Generators = 55
   Applications Area Specific Tools = 56
   Redevelopment Engineering = 56
   Verification, Validations, and Testing = 58
   Project Management = 60
   Miscellaneous Tools = 62
  Tools Today : What Is Still Missing = 62
   Standards = 65
   The Repository = 66
   Other Missing Pieces = 67
  Infrastructure Today : What the Best Have Invested In = 69
  Infrastructure Today : What Is Still Not Working = 72
  Resources Today : How the Best Treat Their Staff = 73
  Resources Today : Challenges Remain To be Met = 75
  Conclusion : No One Is the Best at Everything-And There Are No Easy Answers = 76
 3. Characteristics of High-Performance IS Organizations = 81
  Mission = 84
  Culture = 86
  Organization = 89
  Information Technology Processes = 92
   Process Specialization = 92
   Delivery Flexibility = 93
   Focus on the Future = 93
   Continuous Improvement = 94
   Process Maturity = 94
  Customer Interface = 95
   Participation = 95
   Responsiveness = 96
   Consideration for the Customer = 97
  Infrastructure = 97
   Automation = 97
   Reuse = 98
   Performance Support = 99
  Economics = 99
   Focus on Business Value = 100
   Demonstrating Tactical Cost Effectiveness = 100
   Recognizing Strategic Investment Needs = 100
  Conclusion = 101
Part II Key Issues in Organizational Transition = 103
 4. Total Quality and Process Orientation in Information Systems Development = 105
  TQM and Process Thinking = 109
  Customer Perspective = 110
  Empowerment = 112
  Scientific Method = 114
  Measurement = 116
   Why Measurement Matters = 116
   The Roles of Measurement = 116
   Measurement Goes with Good Results = 119
  A Model for Improvement = 120
   Which to Improve-The Product or the Process? = 120
   How to Improve-Continuous Improvement or Innovation? = 123
  Defining Processes = 123
   Information Technology Processes = 125
   Identify Business Opportunities = 131
   Design IT Infrastructure = 132
   Deliver and Evolve IT Components = 134
  Relationship to Overall Business Processes = 135
  Targeting Processes for Innovation or Improvement = 136
 5. Organizational Design for Systems Delivery Effectiveness = 141
  Mechanisms for Coordinations and Communication = 144
   Coordination History of Information Systems Development Organizations = 148
  The Effect of Groups = 149
   Achieving the Group Synergy Effect = 150
  Approaches to Forming Groups = 154
   Success Criteria for Effective Groups = 156
   The History of Groups in Information Systems Development Organizations = 157
  A Hypothetical Process for Organizational Design = 158
   Principles for Effective Systems Delivery = 160
   Organizational Design Implications = 162
   A Logical Systems Delivery Organization Model = 166
   A Physical Systems Delivery Organization Model Cautions = 167
 6. Why the Management of Change Matters = 167
  What Is Change? = 173
  The Impact of Changing Technology on People = 176
  Assimilating Change Is Resource Consuming = 177
  The Danger of Depleting Assimilation Resources = 178
  Increasing Resilience to Change = 181
  Understanding Commitment Requirements = 182
  Change Is a Process, Not an Event = 183
  Pain : Moving Away from the Status Quo = 186
  Remedy : Shared Vision of a Desired State = 187
  Vision Setting Is Aimed at Effecting Change = 188
  Moving Through the Transition State = 189
  Key Roles in Managing Change = 191
   Change Target = 193
   Initiating Sponsor = 194
   Sustaining Sponsor = 194
   Change Agent = 195
   Change Advocate = 195
  Cascading Sponsorship = 196
  Developing Change Agent and Advocacy Skills = 198
  Sources of Resistance = 199
  The Role of Corporate Culture = 202
  Stages of Change Commitment = 203
   Preparation Phase = 205
   Acceptance Phase = 206
   Commitment Phase = 207
 7. Commitment and Justification = 211
  Establishing the Need for Action = 215
   Sizing the Development Effort = 215
   The Importance of Development in a Changing World = 218
  What Does Development Effectiveness Cost? = 219
   Where Benefits Can Be Found and How They Can Be Achieved = 222
   Three Major Areas of Benefits = 224
  Justifying change in Development Activities = 226
   Traditional Cost Justification = 226
  Cycle Time = 229
   Quality = 229
   Other Benefits = 230
   Nontraditional Approaches = 230
   Development Effectiveness Systems as Infrastructure = 231
   New Work Patterns = 235
   The Value Management Framework = 237
  Benefit Realization Accelerators = 242
Part III A Framework for transition = 245
 8. Getting Ready = 251
  Awareness Building = 252
  Commitment Requires Awareness = 253
   Cost of the Status Quo = 255
   Awareness of Opportunities in the New Environment = 256
   Recognizing Paradigm Shifts = 257
   Awareness of the Process and Issues Related to Managing Organizational Change = 257
   Cost of Change = 258
   Awareness of the Need to Assess = 259
   Understanding Related Initiatives and Current Strengths = 260
   Time Awareness Building = 260
   Using Pilot Projects to Demonstrate That Improvement Is Possible = 261
  Developing a Strategy for On-going Awareness Building = 262
  Setting a Vision = 265
   Powerful Rhetoric Motivates Robust Actions = 266
   Spreading Visions = 266
  Assessing Readiness = 272
   Assessment Has Multiple Objectives = 274
   The Readiness Assessment Process = 276
   Gaining Participation = 280
   Why Assessment May Be Resisted = 280
   Readiness Assessment Drives Transition Planning = 281
 9. Planning for and Managing Transition = 283
  Transition Planning = 284
  Managing the Transition Process = 286
   Resources and Skills = 287
   Structure = 287
   Power : The Drivers of Development = 288
   Mission = 288
   Culture = 289
   Continuous Improvement = 289
  The Transition Process = 290
   Carrying the Staff Along with the Process = 291
   Change in Bits-Sized Chunks : The Pathfinder Principle = 291
   The Bandwagon Effect = 292
   Putting Infrastructure in Place = 294
   Achieving Measured Improvement = 295
   Carrying on the Business of Development = 296
  Organizing for Transition = 298
   Transition Leadership = 299
  Developing a Management Framework for the Transition = 302
   Whose Transition Is This Anyway? = 302
   Balancing Process and Structure = 302
   Managing the Infrastructure-Building Programs = 303
   The Pathfinder Project Managers = 303
  Organizing for Beyond the Transition = 304
   From Project to Process = 304
   Projects to Improve Processes = 305
   Transition Synergy = 305
   Measuring Progress = 307
   When Is Transition Complete? = 314
  Creating and Managing an Effective Infrastructure = 314
  A Complete Program for Infrastructure Creation = 317
   Organizing to Support the Methodology = 318
   Project-Support Office = 318
   A High-Performance Development Environment = 318
  The Knowledge Base = 320
  Measurement of Development Effectiveness = 324
   The Business Contribution View = 324
   The User / Customer View = 325
   Internal Performance Review = 326
   Productivity = 326
   Cycle Time = 327
   Product Quality Versus Process Quality = 328
   Starting a Measurement Program = 328
   Continuing Synchronization of Development with the IS Plan = 329
   Working in Partnership with the Business = 330
   Establish a Performance Support Capability = 333
   Creating the Infrastructure Through "Real Work" = 333
 10. Transition Through Action : The Pathfinder Process = 335
  Pathfinder Projects = 336
   Selecting Pathfinder Projects = 338
   Characteristics of Pathfinder Projects = 341
   The First Pathfinder Project = 343
   Planning Pathfinder Projects = 346
   Resource Constraints : Selecting the Project Team = 347
   Integrating with the Infrastructure Programs = 350
   Supporting the Pathfinder Projects = 351
   Closing the Pathfinder Effort = 352
 11. Living with the Future : Internalizing Continuous Improvement = 353
  The Need for Continuous Change = 354
  Planning for Continuous Change and Its Consequences = 356
   From "What" to "Why" = 356
   The Transition Framework-Iterate, Iterate, Iterate! = 357
   Continuous Change-Innovative Change = 358
  Infrastructure as Organizational Memory = 360
   Stage 1 : Data Processing = 364
   Stage 2 : Information Processing = 364
   Stage 3 : Personal Computing = 365
   Stage 4 : Information Engineering = 365
   Stage 5 : Knowledge Engineering = 365
  Conclusion = 369
   The Cliff Analogy = 370
   Prior Ways of Viewing the Change Process = 370
   A More Accurate View = 371
References and Bibliography = 377
Index = 381