You are previewing The Next Leap in Productivity: What Top Managers Really Need to Know about Information Technology.
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The Next Leap in Productivity: What Top Managers Really Need to Know about Information Technology

Book Description

How much should top management really care about IT? That’s the question Adam Kolawa bluntly poses in this feisty and compelling book. “The Next Leap in Productivity” goes far beyond traditional business books written for the CIO community. It tackles crucial issues such as productivity, efficiency and quality management. It makes the case for applying the principles of Deming and Juran to software development. Then it takes a “leap,” arguing that huge potential increases in IT productivity can lead to enormous increases in enterprise productivity. In this sense, “The Next Leap in Productivity” is a truly visionary book.

Software vendors and CIOs who read this book will discover a software development process that is transparent, practical and efficient. Non-technical C-level executives (CEOs, CFOs, COOs, etc.) will discover a blueprint for improving corporate productivity and dramatically reducing operating costs.

For the past decade, CIOs have been urged, coaxed, counseled and exhorted to act more like CEOs, CFOs, COOs and other C-level executives. This book suggests that it’s time for CEOs, CFOs, COOs and other C-level executives to start acting more like CIOs. “The Next Leap in Productivity” will appeal to anyone involved in buying, selling, developing or using IT.

Advance Praise for “The Next Leap in Productivity”

“Adam’s book is a challenge to all the top managers who’ve stopped caring about IT. His message is simple: If you really care about IT, you find ways to make IT more productive. The improvements you achieve in IT productivity can then be leveraged into huge leaps in productivity at the enterprise level. This book offers a roadmap for translating IT productivity into business profit. Adam’s argument is worth reading and worth considering as you formulate your IT strategies and plan your IT budgets.”--Gary Beach, Publisher Emeritus, CIO magazine

“Adam lays the groundwork for a common language that can be used to bridge the chasms between IT and other essential components of the business such as finance, product development, sales, marketing, distribution and customer service. Everyone who reads this book will learn valuable lessons that can be leveraged to improve returns on human capital investments at every level of the organization. Adam’s concepts have the potential to boost levels of confidence and performance throughout the enterprise.”-- Michael Minelli, Co-author, Partnering with the CIO

“These kinds of productivity principles are not mere theory. When we put these same principles into effect, our productivity went up more than we had thought possible. And our employee morale went up, too. It became easier to write code the right way and harder to make stupid mistakes. This new way of creating software makes it possible for us to concentrate on what we really want to do here at Cisco, which is to improve the Internet for everybody.”-- Andy Chessin, Senior Technical Lead, Cisco, Inc.

Table of Contents

  1. Copyright
  2. Dedication
  7. Success Depends on Innovation and Innovation Depends on Information Technology
    1. Another Day at the Racetrack
    2. Winning the Race with Two Leaps in Productivity
    3. Meeting in the Middle
    4. A True Story—Mostly
    5. Talk the Talk and Walk the Walk
    6. Beyond the Numbers
    7. So What Exactly Do I Do?
    8. Productivity Trumps Quality—and for Good Reason!
    9. Exactly What Kind of Ware Are We Talking About?
    10. Disposable Software
    11. Only a Fool ...
    12. True IT Productivity
    13. Plunging into Crisis
    14. Managing Creativity in the Real World
    15. Superconductivity as Metaphor
    16. Last but Certainly Not Least: Sarbanes-Oxley
  8. Who Is Driving Your IT Strategy?
    1. From Black Box to Runaway Train
    2. Managing IT versus Understanding IT
    3. Why IT Matters
    4. The Right Questions
    5. Prioritizing IT
    6. When IT Is the Business
    7. Never a Dull Moment
    8. Participate in Writing the Business Requirements
    9. It Is Your Turn to Drive
    10. Leadership from Above
    11. Communicate, Communicate, Communicate ...
  9. Read My Lips: IT Is an Asset
    1. If You Are Not an Asset, You Are a Liability
    2. It's Déjà Vu All Over Again
    3. A New Partnership
    4. Great Expectations
    5. When IT Is a Business Channel
  10. Achieving a Quantum Leap in Developer Productivity
    1. Essential Software Concepts for Top Managers
    2. Quest for "Disposable Software"
    3. To Improve Quality, Focus on Productivity
    4. Do Not Change a Flat Tire with an Arc Welder
    5. What Is Productivity?
    6. It Is All in Your Heads
    7. You Cannot Improve What You Do Not Understand
    8. Crucial Methodology
    9. The Right Way and the Wrong Way to Measure Quality
    10. Deming Revolution Finally Comes to Software
    11. "Production Line" Software
    12. Deming versus U.S. Automakers
    13. Deming's Error Prevention Concept
    14. An Ounce of Prevention Is Worth 16 Tons of Cure
    15. A Jumble of Nuts and Bolts
    16. Find the Cause at the Root
    17. A Tragic Example
    18. Pay Me Now, or Pay Me a Lot More Later
    19. Role of Top Management
    20. The Test Suite Is Part of the Product
    21. Automate, Automate, Automate
    22. Insist on Standards
    23. Which Kind of CEO Do You Want to Be?
    24. Improve Quality by Improving Productivity
    25. People Matter
    26. What Kind of Productivity Improvements Are We Talking About?
    27. Six Principles of ADP
    28. The Real Payoff—Moving from Developer Leap to Enterprise Leap
  11. The SOA Imperative
    1. The Internet Changes Everything
    2. SOA Is the New Lingua Franca
    3. To Gain Control You Must Give Up Control
    4. What Is "an Architecture," and Why Should I Care?
    5. Finally, We Are Talking to Each Other
    6. SOA: Services, Not Programs
    7. An Example: Shipping 'R' Us
    8. SOA Is a Business Tool, Not Just an IT Tool
    9. Getting the Most from Your Assets
    10. The Real Payoff of SOA: Business Process Engineering
    11. Governance and Evolution
    12. SOA Means Openness
    13. Managing Risk and Security
    14. Getting Ready to Put It All Together
  12. Achieving a Quantum Leap in Enterprise Productivity
    1. Unleashing the Power of Productivity Is Your Job
    2. The Unexpected Gift of Sarbanes-Oxley
    3. Fundamental Paradox of IT Process Improvement
    4. The New World Is More Complicated than the Old World
    5. This Is Not Deadwood
    6. What Does the Enterprise Leap in Productivity Look Like?
    7. Tasks and Decision Points
    8. What Should You Look for in a CIO?
    9. An Infrastructure of Constant Creativity and Innovation
  13. AFTERWORD: Let the Artisans Stick to Cheese and Microbrews
  14. References
  15. Recommended Reading
  16. Glossary
  17. NOTES
  19. Index