具体描述
内容简介
本书是哈佛大学MBA标准教材，专为那些希望了
解当代信息系统技术的学生和管理者而著，书中解
释了信息服务活动的有效管理和技术的最有潜力的
应用等相关问题， 将帮助个人和组织认识并利用信
息管理以提高效率。
作者简介
作者简介
? 执铩・阿普盖特，哈佛大学工商管理研究生院教授。
F.沃伦・麦克法伦，哈佛大学工商管理研究生院教授。
材匪埂.麦肯尼，哈佛大学工商管理研究生院教授。
目录信息
Contents
Preface vii
l The Challenge of Infonnation Systems Technology
Introduction to IT Management
Concepts of IT Management
Challenges in Managing IT Assimilation
A Young Technology
Technological Growth
IT End-User Coordination
Specialization
Shift in Focus
Questions from Senior Management
Issues in Information Technology
The IT Environment
IT Architecture and Organization
Management Processes
Project Management
IT Strategy
The IT Business
Conclusion
Case l-l: Verifone: The Transaction Automation Company
Case 1-2: A Tale ofTwo Airlines in the Information Age: Or Why
the Spirit ofKing George lll Is Alive and Well!
2 Manageable Trends
Underlying Themes
Theme l: Strategic Impact
A Contingency Approach to IT Management
Theme 2: Integrating Changing Technology Platforms
Theme 3: Assimilating Emerging Technologies
Phase l. Technology Identification and Investment
Phase 2. Technological Leaming and Adaptation
Phase 3. Rationalization/Management Control
Phase 4. Maturity/Widespread Technology Transfer
Theme 4: Sourcing Policies for the IT Value Chain
Theme 5: Applications Development Process
Design
Construction
Implementation
Operation
Maintenance
Theme 6: Partnership of Three Constituencies
IT Management
User Management
General Management
Summary
Case 2-1: KPMG Peat Marwick: The Shadow Partner
3 Effects of IT on Competition
Analyzing Impact
Forces That Shape Strategy
Search for Opportunity
Analyzing the Value Chain for IT Opportunities
Inbound Logistics
Operations and Product Definition
Outbound Logistics
Marketing and Sales
After-Sales Service
Corporate Infrastructure
Human Resources
Technology Development
Procurement
The Risks of Information Systems Success
Problems and Evaluations
Assessing Competitor Risk
The Challenge
A New Point ofView Is Required
Planning Issues
Confidentiality and Competition
Evaluating Expenditures
The IT-Management Partnership
Opening Questions
A Final Thought
Case 3-1: Canadian Airlines (A): Reservations About
Its Future (A)
Case 3-2: Burlington Northem: The Ares Decision (A)
Case 3-3: Burlington Northem: The Ares Decision (B)
4 Electronic Commerce: From Interorganizational
Systems to the Internet
The Evolution of Interorganizational Systems
lOS Evolution at American Hospital Supply (AHSC)
lOS Evolution at American Airlines
Pattems of Interaction among lOS Participants
LevelsoflOSControl
From Proprietary lOS to Ubiquitous Platforms for Electronic
Commerce
Making Sense of Market Relationships
lOS and Producer Relationships
lOS and the Changing Buyer-Seller Relationship
Managing the Evolution ofTechnology
Maintaining a Secure Environment for Doing Business
Developing and Maintaining Information Partnerships
The Allegis Example
Benefits of Information Partnering
Types of Information Partnership
Summary
Case 4-1: Singapore Tradenet: A Tale of One City
Case 4-2: Singapore Leadership: A Tale ofOne City
Case 4-3: Hong Kong Tradelink: News from the Second City
Case 4-4: Open Market, Inc.
Case 4-5: Procter & Gamble: Improving Consumer Value through
Process Design
5 Information, Organization, and Control
The Organization Design Challenge of the 1990s
From Control to Learning
From Autonomy to Collaboration
Information, Organization, and Control in a Retail Bank
Information, Organization, and Control in the Supermarket
Targeted Opportunities
Communicating Organizational Priorities
Meaningful Budgets
Effective Incentive Systems
Solutions for Production
Facts to Make the Sale
Adaptation to Change
Summary
Case 5-1: Mrs. Fields, Inc. (1977-1987)
Case 5-2: Frito-Lay, Inc.: A Strategic Transition (1980-1986)
Case 5-3: Frito-Lay, Inc.: A Strategic Transition Abridged
(l987-l992)
6 IT Architecture: Evolution and Altematives
The Evolution of IT Architecture
Era l-The Mainframe (1950s to l970s)
Era 2--The Microcomputer (Late l970s and 1980s)
Era 3--Distributed Information Systems (Late l980s to Present)
360
Era 4-Ubiquitous
Value Creation in a Distributed IT Environment
IT Architecture Implementation Issues in the 1900s
Merging the Islands ofAutomation
Managing Global Telecommunications
Managing the IT Legacy
Assimilating Emerging Information Technologies
Summary
Case 6-1: H. E. Butt Grocery Company: A Leader in ECR
Implementation (Abridged)
Case 6-2: American Airlines: The InterAACT Project (A)
Case 6-3: Air Products and Chemicals, Inc.: MlS Reorganization
(A) and Project lCON (A) Abridged
7 Organizing and Leading the Information Technology
Function
Organization Issues in IT Development
Some Examples
Implications
Pressures toward User Dominance
Pent-Up User Demand
Competitive and Service Growth in the IT Market
User Control
Fit with the Organization
User Leaming
Summary
Pressures toward IT Control
Staff Professionalism
Feasibility Study Concems
Corporate Database System
Fit with the Corporate Structure and Strategy
Cost Analysis
Summary
Coordination and Location of IT Policy
IT Responsibilities
User Responsibilities
General Management Support and Policy Overview
Summary
Case 7-1: Air Products and Chemicals, Inc : Project lCON (D)
8 Information Technology Operations
Changing Operations Environment
A Focused Service Organization Alternative-An Example
Altemative Organizations
Developing an Operations Strategy
Technology Planning
Measuring and Managing Capacity
Managing the IT Operations Workforce
Selection Factors for Operations Manager and Staff
Human Issues in Managing the Workforce
Production Planning and Control
Setting Goals
Establishing Priorities
Strategic Impact of IT Operations
Implementing Production Control and Measurement
Security
Privacy
The Roots of the Privacy Issue
The Implications
Summary
Case 8-1: Aerospace Technology Manufacturing, Inc : Industry,
9 Company and I/S Transitions
Information Technology Management Processes
Management Control
IT Evolution and Management Control
Software Issues
Operations Issues
Corporate Control Process
Strategic Impact of IT on the Corporation
Looking Ahead: Other Aspects of Control
Results Control Architecture
Unallocated Cost Center
Allocated Cost Center and Charge-Out
Profit Center
Financial Reporting Process
Nonfinancial Reporting Process
iT Audit Function
Summary
Planning-A Contingent Focus
Pressures toward IT Planning
External (Corporate) Pressures
Intemal (IT Process) Pressnres
Limitations on IT Planning Results
Planning as a Resource Drain
Fit to Corporate Culture
Strategic Impact of IT Activities
Mismatches: Using the Strategic Grid
Corporate Environmental Factors That Influence Planning
Summary
Case 9-1: Toyworid: Information Technology Planning
10 Managing the Information Technology Resource
through Strategic Partnerships
Why Outsourcing Alliances Are So Difficult
Outsourcidng in Retrospect
Outsourcing in the l990s
What Drives Outsourcing?
When to Outsource IT
Position on the Strategic Grid
Development Portfolio
Organizational Learning
A Firm's Position in the Market
Current IT Organization
Structuring the Alliance
Contract Flexibility
Standards and Control
Areas to Outsource
Cost Savings
Supplier Stability and Quality
Management Fit
Conversion Problems
Managing the Alliance
The ClO Function
Performance Measurements
Mix and Coordination ofTasks
Customer-Outsourcer Interface
Case lO-l: Xerox: Outsourcing Global Information Technology
Resources
Case l0-2General Dynamics and Computer Sciences Corporation:
Outsourcing Is Function (A + B, Abridged)
11 A Portfolio Approach to Information Technology
Development
Project Risk
Elements of Project Implementation Risk
Project Categories and Degree of Risk
Assessing Risk of Individual Projects
Portfolio Risk
Summary
Project Management: A Contingency Approach
Management Tools
Influences on Tool Selection
Relative Contribution of Management Tools
Summary
Case ll-l: Profiling at National Mutual (A)
Case ll-2: Profiling at National Mutual (B)
Case ll-3: Chemical Bank: Technology Support for Cooperative
Work
12 Transnational IT Issues
Information Technology Impact on Transnational Firms
Geographic Transfer ofWork
Global Networking and Expertise Sharing
Global Service Levels
Time-Based Competition
Cost Reduction
Country Diversity
Sociopolitical
Language
Local Constraints
Economics
Currency Issues
Autonomy
National Infrastructure
Summary
National IT Environment Issues
Availability oflT Professional Staff
Central Telecommunications
National IT Strategy
General Level of iT Sophistication
Size of Local Market
Data Export Control
Technological Awareness
Summary
Corporate Factors Affecting IT Requirements
Nature of the Finn's Business
Strategic Impact of IT
Corporate Organization
Company Technical and Control Characteristics
Other Considerations
Transnational IT Policy Issues
Guidance on Architecture
Central Hardware/Software Concurrence or Approval
Central Approval of Software Standards and Feasibility Studies
Central Software Development
IT Communications
StaffRotation
Consulting Services
Central IT Processing Support
Technology Appraisal Program-An Example
Summary
Case l2-l: Colliers Intemational Property Consultants
Case 12-2: Azucar, S.A.: (1973-1977)
13 The IT Business
"The IT Business'Analogy
The IT Marketing Mix
The Products
The IT Consumer
Costs
Channels of" Distribution
Competition
Promotion
Price
The Role of the Board of Directors
The Role ofthe IT Chief Executive Officer
Summary
Case 13-l: Avalon Information Services, Inc.
Case l3-2: Agrico, Inc: A Software Dilemma
Annotated Bibliography
Index
· · · · · · (收起)
Preface vii
l The Challenge of Infonnation Systems Technology
Introduction to IT Management
Concepts of IT Management
Challenges in Managing IT Assimilation
A Young Technology
Technological Growth
IT End-User Coordination
Specialization
Shift in Focus
Questions from Senior Management
Issues in Information Technology
The IT Environment
IT Architecture and Organization
Management Processes
Project Management
IT Strategy
The IT Business
Conclusion
Case l-l: Verifone: The Transaction Automation Company
Case 1-2: A Tale ofTwo Airlines in the Information Age: Or Why
the Spirit ofKing George lll Is Alive and Well!
2 Manageable Trends
Underlying Themes
Theme l: Strategic Impact
A Contingency Approach to IT Management
Theme 2: Integrating Changing Technology Platforms
Theme 3: Assimilating Emerging Technologies
Phase l. Technology Identification and Investment
Phase 2. Technological Leaming and Adaptation
Phase 3. Rationalization/Management Control
Phase 4. Maturity/Widespread Technology Transfer
Theme 4: Sourcing Policies for the IT Value Chain
Theme 5: Applications Development Process
Design
Construction
Implementation
Operation
Maintenance
Theme 6: Partnership of Three Constituencies
IT Management
User Management
General Management
Summary
Case 2-1: KPMG Peat Marwick: The Shadow Partner
3 Effects of IT on Competition
Analyzing Impact
Forces That Shape Strategy
Search for Opportunity
Analyzing the Value Chain for IT Opportunities
Inbound Logistics
Operations and Product Definition
Outbound Logistics
Marketing and Sales
After-Sales Service
Corporate Infrastructure
Human Resources
Technology Development
Procurement
The Risks of Information Systems Success
Problems and Evaluations
Assessing Competitor Risk
The Challenge
A New Point ofView Is Required
Planning Issues
Confidentiality and Competition
Evaluating Expenditures
The IT-Management Partnership
Opening Questions
A Final Thought
Case 3-1: Canadian Airlines (A): Reservations About
Its Future (A)
Case 3-2: Burlington Northem: The Ares Decision (A)
Case 3-3: Burlington Northem: The Ares Decision (B)
4 Electronic Commerce: From Interorganizational
Systems to the Internet
The Evolution of Interorganizational Systems
lOS Evolution at American Hospital Supply (AHSC)
lOS Evolution at American Airlines
Pattems of Interaction among lOS Participants
LevelsoflOSControl
From Proprietary lOS to Ubiquitous Platforms for Electronic
Commerce
Making Sense of Market Relationships
lOS and Producer Relationships
lOS and the Changing Buyer-Seller Relationship
Managing the Evolution ofTechnology
Maintaining a Secure Environment for Doing Business
Developing and Maintaining Information Partnerships
The Allegis Example
Benefits of Information Partnering
Types of Information Partnership
Summary
Case 4-1: Singapore Tradenet: A Tale of One City
Case 4-2: Singapore Leadership: A Tale ofOne City
Case 4-3: Hong Kong Tradelink: News from the Second City
Case 4-4: Open Market, Inc.
Case 4-5: Procter & Gamble: Improving Consumer Value through
Process Design
5 Information, Organization, and Control
The Organization Design Challenge of the 1990s
From Control to Learning
From Autonomy to Collaboration
Information, Organization, and Control in a Retail Bank
Information, Organization, and Control in the Supermarket
Targeted Opportunities
Communicating Organizational Priorities
Meaningful Budgets
Effective Incentive Systems
Solutions for Production
Facts to Make the Sale
Adaptation to Change
Summary
Case 5-1: Mrs. Fields, Inc. (1977-1987)
Case 5-2: Frito-Lay, Inc.: A Strategic Transition (1980-1986)
Case 5-3: Frito-Lay, Inc.: A Strategic Transition Abridged
(l987-l992)
6 IT Architecture: Evolution and Altematives
The Evolution of IT Architecture
Era l-The Mainframe (1950s to l970s)
Era 2--The Microcomputer (Late l970s and 1980s)
Era 3--Distributed Information Systems (Late l980s to Present)
360
Era 4-Ubiquitous
Value Creation in a Distributed IT Environment
IT Architecture Implementation Issues in the 1900s
Merging the Islands ofAutomation
Managing Global Telecommunications
Managing the IT Legacy
Assimilating Emerging Information Technologies
Summary
Case 6-1: H. E. Butt Grocery Company: A Leader in ECR
Implementation (Abridged)
Case 6-2: American Airlines: The InterAACT Project (A)
Case 6-3: Air Products and Chemicals, Inc.: MlS Reorganization
(A) and Project lCON (A) Abridged
7 Organizing and Leading the Information Technology
Function
Organization Issues in IT Development
Some Examples
Implications
Pressures toward User Dominance
Pent-Up User Demand
Competitive and Service Growth in the IT Market
User Control
Fit with the Organization
User Leaming
Summary
Pressures toward IT Control
Staff Professionalism
Feasibility Study Concems
Corporate Database System
Fit with the Corporate Structure and Strategy
Cost Analysis
Summary
Coordination and Location of IT Policy
IT Responsibilities
User Responsibilities
General Management Support and Policy Overview
Summary
Case 7-1: Air Products and Chemicals, Inc : Project lCON (D)
8 Information Technology Operations
Changing Operations Environment
A Focused Service Organization Alternative-An Example
Altemative Organizations
Developing an Operations Strategy
Technology Planning
Measuring and Managing Capacity
Managing the IT Operations Workforce
Selection Factors for Operations Manager and Staff
Human Issues in Managing the Workforce
Production Planning and Control
Setting Goals
Establishing Priorities
Strategic Impact of IT Operations
Implementing Production Control and Measurement
Security
Privacy
The Roots of the Privacy Issue
The Implications
Summary
Case 8-1: Aerospace Technology Manufacturing, Inc : Industry,
9 Company and I/S Transitions
Information Technology Management Processes
Management Control
IT Evolution and Management Control
Software Issues
Operations Issues
Corporate Control Process
Strategic Impact of IT on the Corporation
Looking Ahead: Other Aspects of Control
Results Control Architecture
Unallocated Cost Center
Allocated Cost Center and Charge-Out
Profit Center
Financial Reporting Process
Nonfinancial Reporting Process
iT Audit Function
Summary
Planning-A Contingent Focus
Pressures toward IT Planning
External (Corporate) Pressures
Intemal (IT Process) Pressnres
Limitations on IT Planning Results
Planning as a Resource Drain
Fit to Corporate Culture
Strategic Impact of IT Activities
Mismatches: Using the Strategic Grid
Corporate Environmental Factors That Influence Planning
Summary
Case 9-1: Toyworid: Information Technology Planning
10 Managing the Information Technology Resource
through Strategic Partnerships
Why Outsourcing Alliances Are So Difficult
Outsourcidng in Retrospect
Outsourcing in the l990s
What Drives Outsourcing?
When to Outsource IT
Position on the Strategic Grid
Development Portfolio
Organizational Learning
A Firm's Position in the Market
Current IT Organization
Structuring the Alliance
Contract Flexibility
Standards and Control
Areas to Outsource
Cost Savings
Supplier Stability and Quality
Management Fit
Conversion Problems
Managing the Alliance
The ClO Function
Performance Measurements
Mix and Coordination ofTasks
Customer-Outsourcer Interface
Case lO-l: Xerox: Outsourcing Global Information Technology
Resources
Case l0-2General Dynamics and Computer Sciences Corporation:
Outsourcing Is Function (A + B, Abridged)
11 A Portfolio Approach to Information Technology
Development
Project Risk
Elements of Project Implementation Risk
Project Categories and Degree of Risk
Assessing Risk of Individual Projects
Portfolio Risk
Summary
Project Management: A Contingency Approach
Management Tools
Influences on Tool Selection
Relative Contribution of Management Tools
Summary
Case ll-l: Profiling at National Mutual (A)
Case ll-2: Profiling at National Mutual (B)
Case ll-3: Chemical Bank: Technology Support for Cooperative
Work
12 Transnational IT Issues
Information Technology Impact on Transnational Firms
Geographic Transfer ofWork
Global Networking and Expertise Sharing
Global Service Levels
Time-Based Competition
Cost Reduction
Country Diversity
Sociopolitical
Language
Local Constraints
Economics
Currency Issues
Autonomy
National Infrastructure
Summary
National IT Environment Issues
Availability oflT Professional Staff
Central Telecommunications
National IT Strategy
General Level of iT Sophistication
Size of Local Market
Data Export Control
Technological Awareness
Summary
Corporate Factors Affecting IT Requirements
Nature of the Finn's Business
Strategic Impact of IT
Corporate Organization
Company Technical and Control Characteristics
Other Considerations
Transnational IT Policy Issues
Guidance on Architecture
Central Hardware/Software Concurrence or Approval
Central Approval of Software Standards and Feasibility Studies
Central Software Development
IT Communications
StaffRotation
Consulting Services
Central IT Processing Support
Technology Appraisal Program-An Example
Summary
Case l2-l: Colliers Intemational Property Consultants
Case 12-2: Azucar, S.A.: (1973-1977)
13 The IT Business
"The IT Business'Analogy
The IT Marketing Mix
The Products
The IT Consumer
Costs
Channels of" Distribution
Competition
Promotion
Price
The Role of the Board of Directors
The Role ofthe IT Chief Executive Officer
Summary
Case 13-l: Avalon Information Services, Inc.
Case l3-2: Agrico, Inc: A Software Dilemma
Annotated Bibliography
Index
· · · · · · (收起)
读后感
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用户评价
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读完这本厚厚的教程，最大的感受是它的“实战导向性”。作者似乎非常清楚一线项目经理和系统架构师在实际工作中会遇到哪些痛点，并一一给予解答。例如，在讨论系统集成和接口管理时，它没有泛泛而谈API的重要性，而是详细对比了SOAP与RESTful服务的适用场景，并给出了在微服务架构中进行服务发现和熔断机制的推荐实践。这种对技术细节的把握，使得这本书远超一本管理学入门读物。我个人认为，它最出彩的地方在于对“信息系统审计”的覆盖。在当前强调合规和透明度的商业环境下，如何设计和维护一套可审计的系统至关重要。书中对IT一般控制（General Controls）和应用控制（Application Controls）的区分，以及如何利用自动化工具进行持续合规性监控的介绍，为我们内部审计团队提供了强大的方法论支持。总而言之，这是一部集理论深度、实践广度于一身的优秀教材，它真正教会了我们如何将信息系统打造成企业竞争力的核心驱动力。
评分我对这本书的兴趣点主要集中在它对新兴技术与传统业务流程融合的探讨上。特别是关于大数据分析和商业智能（BI）在提升决策速度方面的应用。书中关于“数据仓库（Data Warehousing）到数据湖（Data Lake）再到数据网格（Data Mesh）”的演进路线图，清晰地展现了企业如何从被动报告转向主动预测。我特别喜欢它对“数据即产品”理念的推广，这要求IT部门必须像对待核心业务产品一样对待数据资产的管理、质量和可用性。书中提供了一个详细的流程图，说明如何构建一个能够支持实时决策分析的BI仪表盘，包括数据源集成、ETL/ELT过程的优化，以及面向不同层级管理者的报告可视化设计原则。这部分内容对我所在的金融科技领域尤为重要，因为监管要求和市场变化的速度都在不断加快，传统的月度报告模式早已无法适应。这本书提供了扎实的理论基础和可操作的蓝图，指导我们如何利用信息系统，真正实现数据驱动型组织。
评分拿到这本书的中文翻译版后，我立刻被其对信息系统生命周期管理的深度剖析所震撼。与其他偏重于单一技术栈的教材不同，它展现的是一种宏观的、全景式的视野。我尤其欣赏作者在描述系统实施项目时所采取的“瀑布式与敏捷混合”的探讨。在实际操作中，完全纯粹的敏捷或瀑布往往难以实现，而这本书提供了一个现实的、权衡利弊的分析框架，帮助项目经理根据项目的具体性质（如风险等级、需求明确度）来灵活选择最合适的管理方法论。书中关于变更管理的章节，简直是我的“救星”。我们团队在最近一次核心数据库迁移中，由于对用户培训和沟通不足，导致上线初期效率断崖式下跌。这本书详细阐述了如何通过建立有效的沟通机制、分阶段的用户接受度测试（UAT）来平滑过渡，这对于任何试图进行大规模系统更迭的组织来说，都是宝贵的经验教训。它不仅仅是“做什么”，更重要的是“如何以最不痛苦的方式去做”。
评分这本《公司信息系统管理：教程与案例》（英文版）的出版，无疑为我们这些在信息技术前沿摸索的管理者提供了一份及时的指南。我最初翻阅它时，就被其严谨的结构和广泛的覆盖面所吸引。它不仅仅是罗列了一堆技术术语，更重要的是，它深入剖析了信息系统在现代企业运营中的战略角色。书中的第一部分对企业资源规划（ERP）系统的演进做了细致的梳理，从早期的制造资源计划（MRP）到如今高度集成的云端解决方案，每一个阶段的演变都配有翔实的案例分析，让我清晰地看到了技术进步如何重塑了供应链和财务报告的效率。特别是关于数据治理和合规性的章节，它强调了在日益严格的法规环境下，信息系统设计必须将安全性和隐私保护置于核心地位，而非事后补救。我发现书中提到的“从业务需求反推技术架构”的思维模式，与我目前团队在进行系统升级时所面临的挑战高度契合，提供了切实可行的框架来评估现有系统的瓶颈和未来的升级路径。这本书的价值在于，它成功地架起了技术团队与业务决策者之间的沟通桥梁，让复杂的IT概念变得易于理解和决策。
评分作为一名资深IT顾问，我一直在寻找一本能够连接战略规划与日常运营细节的参考书。这本教材在“信息安全与风险管理”这部分的论述，完全达到了我的预期，甚至超出了我的期待。它没有停留在设置防火墙和防病毒软件这些基础层面，而是深入探讨了零信任架构（Zero Trust Architecture）在企业环境中的部署挑战和收益权衡。书中用一个跨国零售商遭受勒索软件攻击的案例，生动地揭示了“信任链断裂”的系统性风险，并详细分解了从威胁情报收集到事件响应流程的标准化步骤。这种由宏观风险评估到微观操作手册的递进，使得理论不再是空谈。此外，书中对云计算（SaaS/PaaS/IaaS）不同服务模式下的责任共担模型（Shared Responsibility Model）的解读极为清晰，这对于我们帮助客户进行云迁移决策时，明确界定厂商和客户各自的安全职责至关重要。这本书的专业度和前瞻性，使其完全有资格成为企业IT治理部门的案头必备。
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