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Going Corporate: A Geek's Guide

Book Description

Going Corporate: A Geek's Guide shows technology workers how to gain the understanding and skills they need to become effective, promotable managers or sought-after consultants or freelancers.

Technology professionals typically dive deeply into small pieces of technology–like lines of code or the design of a circuit. As a result, they may have trouble seeing the bigger picture and how their work supports an organization's goals. But ignoring or dismissing the business or operational aspects of projects and products can lead to career stagnation. In fact, understanding the larger business environment is essential for those who want a management job, a consulting gig, or to one day start a business. It's also essential for those who have been promoted and find themselves flailing for lack of a business education.

Going Corporate: A Geek's Guide to the rescue! This book is designed to help readers gain management skills, insight, and practical understanding of essential business and operational topics. Readers will learn to develop project and program management skills, deliver service efficiently and improve processes, implement governance, analyze financial statements, and much more. After reading this book, technology professionals will understand such things as enterprise architecture, IT operations management, strategic and financial management—and how each relates to the others. Detailed case studies help cement the understanding of how an IT organization and its workers succeed in the 21st century. This book:

  • Illustrates how pieces of the business puzzle fit together to form a robust enterprise

  • Prepares readers to get promoted into management

  • Explains the key management skills and knowledge required for a successful IT career

What you'll learn

  • The skills and knowledge it takes to be an effective project, program, or mid–level manager, in–demand consultant–or even a C–level executive

  • How your current job fits into the bigger picture

  • What your organization must do to create customers and make a profit

  • How good governance turns strategy into effective action

  • How understanding finances–corporate or departmental–can help unlock business potential

  • The tools necessary for making sound operational decisions

Who this book is for

  • Workers in the technology trenches wondering how to improve career potential

  • Technology professionals aiming for management positions

  • Fresh graduates starting a career in the corporate world

  • Recently promoted managers with little or no business education

  • Students in technical or business programs

This book will also be useful for practicing engineers and managers as a refresher course on operational challenges encountered in the day-to-day life of technology executives.

Table of Contents

  1. Title Page
  2. Dedication
  3. Contents at a Glance
  4. Contents
  5. About the Author
  6. About the Technical Reviewer
  7. Foreword by Rebecca Lacy
  8. Foreword by Prabhakar Kanagarajan
  9. Preface
    1. How to Use This Book
  10. Acknowledgments
  11. Special Thanks
  12. List of Acronyms, Terms, and Abbreviations
  13. Part 1: IT Operational Issues
    1. Chapter 1: Understanding Enterprise IT
      1. Your Current Project Is an Important Link
      2. How Your Project Fits into The Big Picture
      3. Understanding Enterprise IT
      4. Challenges to Your IT Organization
      5. Short Test: Can You Answer These Questions?
      6. Summary
      7. Case Study: Migration from NAB to J2EE Architectures
    2. Chapter 2: Project Management A Different Perspective
      1. The Project in a Larger Business Context
      2. Traditional vs. Agile Project Management
      3. Project Management Office (PMO)
      4. Project Management Tools That Can Help You
      5. Things Project Managers Need to Care About
      6. Transition and Change Management
      7. Emotional Intelligence
      8. Project Management Is a Discipline
      9. Summary
      10. Case Study: Project Team Learns to Understand the Client's Business
    3. Chapter 3: Delivery and Program Management
      1. What Is a Program?
      2. The Difference Between Delivery, Program, and Project Management
      3. Metrics, Dashboards, and Reporting
      4. Key Success Factors for a Program Manager
      5. A Typical Day in the Life of a Program Manager
      6. Pick Good People and Review
      7. Summary
      8. Case Study: Program Management in a Fortune 500 Company
    4. Chapter 4: Service Delivery Management
      1. What Is Service Delivery?
      2. Differences Between a Service Delivery Manager and a Project Manager
      3. Transition and Change Management in the Service Delivery Process
      4. What Is an SLA?
      5. Types of SLAs
      6. Service Delivery Organization (SDO)
      7. Service Delivery and SLA Management
      8. Customer Satisfaction Surveys
      9. Challenges in the Life of a Service Delivery Manager
      10. Summary
      11. Case Study: Service Delivery for a Fortune 500 Client
    5. Chapter 5: Portfolio Management
      1. What Is Portfolio Management?
      2. Why Use Portfolio Management?
      3. Tools and Methodologies
      4. Key Challenges
      5. Critical Success Factors in the PPM Process
      6. Case Study: IT Portfolio Analysis in a Big Corporation
      7. Summary
    6. Chapter 6: Presales, Bid Management, and Sales and Marketing
      1. Presales and Bid Management
      2. Sales and Marketing at IT Companies
      3. Summary
      4. Case Study: A Complete Bidding Cycle for a Multimillion-Dollar IT Outsourcing Deal
      5. Summary for the Case Study
    7. Chapter 7: Infrastructure Elements
      1. What Constitutes Infrastructure Elements?
      2. Server Management
      3. Network and Storage Management
      4. Asset Management
      5. Application and Security Patch Management
      6. Performance Optimization and Application Tuning
      7. IT Security and Business Continuity Planning
      8. Database Administration
      9. Help Desk Services
      10. Challenges in IT Infrastructure Management: A 10,000-Foot View
      11. Capacity Planning
      12. Performance Management
      13. Summary
      14. Case Study: Infrastructure Operations
    8. Chapter 8: The Cloud Fundamentals, Strategy, and Economics
      1. Understanding Cloud Fundamentals
      2. Developing the Right Cloud Strategies
      3. Managing and Securing Cloud Environments
      4. Comparing the Cloud to Service-Oriented Architectures
      5. Exploring Cloud Economics (Cloudonomics)
      6. Clouds Help a Pharma Company
      7. Summary
  14. Part 2: IT Business Issues
    1. Chapter 9: The Fascinating World of Finance
      1. Economics and Finance
      2. Supply, Demand, and Market Pricing
      3. Business Cycle or Economic Cycle
      4. Examples of Basic Economics in Decision Making
      5. Business and the World Economy
      6. Politics and the Economy
      7. The Financial Institutions
      8. The Role and Functioning of Financial Markets
      9. Common Financial Instruments
      10. Objectives of an Enterprise: Shareholder Wealth Maximization
      11. Basics of Accounting for an Enterprise
      12. Ratio Analysis for Reading the Health of an Enterprise
      13. Cost Leadership and Competitive Advantage
      14. Components of Cost
      15. Allocation of Overhead
      16. Capital Expenditure (CAPEX) and Operating Expenditure (OPEX)
      17. Break-Even Point
      18. Budget and Budgetary Control
      19. Capital Budgeting (Investment) Decisions
      20. Company Valuation
      21. Summary
    2. Chapter 10: IT and Business Processes
      1. Introduction: BPR Defined
      2. The Reengineering Process
      3. Change Management in Business Scenarios
      4. BPR as a “Quick Fix” Seldom Works
      5. Business Processes and Organizational Performance
      6. The Role of the Leader and Manager
      7. Reengineering Recommendations
      8. Summary
      9. Case Study: Business Transformation of an Applications Portfolio
    3. Chapter 11: IT and Business Analytics
      1. What Is Business Analytics?
      2. The Difference Between BA and BI
      3. What You Can Do with Analytics
      4. Caution When Using Analytics
      5. Pre-Conditions to Applying Analytics
      6. Analytics Vendors
      7. Summary
      8. Case Study: Spatial Analytics in the Real World
    4. Chapter 12: IT and Operations Management
      1. Introduction
      2. What ERP and SCM Mean to Line Managers
      3. Major Functions of an ERP
      4. What Is SCM?
      5. Evolution of SCM Systems and Technologies
      6. SCM vs. ERP
      7. ERP and SCM Integration
      8. Data Warehouses and Data Mining
      9. Collaboration and Integration in SCM
      10. Challenges/Issues with SCM Systems
      11. The Myth Around SCM Systems
      12. Summary
      13. Case Study: Single ERP Choice and Implementation
    5. Chapter 13: Corporate Governance in IT Companies
      1. The Corporation and Its Control
      2. Board of Directors
      3. Powers and Obligations of Shareholders
      4. Why Corporate Governance?
      5. Corporate Governance Codes
      6. How to Implement Corporate Governance
      7. External Audits
      8. Sarbanes-Oxley
      9. Generally Accepted Accounting Principles
      10. Information Technology Governance
      11. Corporate Governance vs. IT Governance
      12. Summary
    6. Chapter 14: IT in Modern Vehicle Development Programs: Guest chapter by Shailesh Kadre
      1. Computer-Aided Design Software in Vehicle Development Programs
      2. Computer-Aided Manufacturing in the Production of Automobiles
      3. Computer-Aided Engineering in Automobile Design
      4. Finite Element Analysis
      5. Case Study: A Complete Design Cycle for the Development of Automotive Systems
      6. Summary
    7. Chapter 15: Streamlining IT Using Service- Oriented Architecture
      1. Understanding Service-Oriented Architecture
      2. Comparing SOA and ERP as Integration Strategies
      3. Using SOA to Streamline IT
      4. Summary
      5. Case Study: Integration through SOA
    8. Chapter 16: Strategic Thinking and the Evolution of Information Systems
      1. Understanding the Case Study
      2. Introducing the Challenges at X Ltd.
      3. Forming a Corporate Response
      4. Stage 1: Initiating a Study
      5. Stage 2A: Conducting the Industry Analysis
      6. Stage 2B: Determining SWOT Progress
      7. Stage 3A: Conducting an Analysis of the Core Business
      8. Stage 3B: Determining SWOT with Core Business Inputs
      9. Stage 4: Creating a Final SWOT Summary for X Ltd.
      10. Considering Strategy Choices for X Ltd.
      11. Presenting Strategy Recommendations for X Ltd.
      12. Summary
  15. Appendix A: What Managers Are Discussing
    1. How do I deal with pessimistic team members who are engaged in spreading rumors and negativity?
  16. Appendix B: What CIOs Are Discussing
  17. Appendix C: References and Suggested Readings
    1. Chapter 1
    2. Chapter 2
    3. Chapter 3
    4. Chapter 4
    5. Chapter 5
    6. Chapter 7
    7. Chapter 8
    8. Chapter 9
    9. Chapter 10
    10. Chapter 12
    11. Chapter 13
    12. Chapter 15
    13. Chapter 16
  18. Index