Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface -- Acknowledgments -- About the Contributing Authors -- Chapter 1 Creating Your Twenty-First-Century Workforce and Culture -- Core Skills for Success -- Assess Your Core Competencies -- Who Will Benefit Most? -- Getting the Most out of This Book -- Chapter 2 Transforming Your IT Team -- How to Make This Transition: Learn to Think Differently -- Mind-Set Change 1: Force Yourself to Plan and Think of the Big Picture -- Mind-Set Change 2: Adopt a Proactive Approach -- Mind-Set Change 3: Resist the Temptation to Delve into Tactics -- Mind-Set Change 4: Be Candid with Yourself and Others -- Mind-Set Change 5: Prepare for and Embrace Change -- Mind-Set Change 6: Anticipate, Understand, Respect, and Work through Complexities -- Five Critical Success Factors That Enable IT Organizational Excellence -- Leadership: Positively Influence and Inspire Others -- Strategy: Establish the Right Game Plan for Your Organization -- People: Hire and Professionally Develop Your Winning Team -- Best Practices: Select and Customize Them to Fit Your Organization -- Execution: Translate Your Strategy, Goals, and Initiatives into Specific Action Plans That Deliver Measurable Results -- Conclusion -- Chapter 3 Driving Change with Intent -- Defining Terms -- The Components of Change -- Achieving Commitment Is Essential for Sustaining Change -- Change Takes a Community -- Change Leaders -- Change Agents -- Change Advocates -- Clarity Precedes Activity -- Making the Case for Change -- Ensuring a Clear Path Forward -- Messaging the Change -- Conclusion -- Chapter 4 Building a Client-Focused IT Culture -- What Good Service Looks Like -- Service Skills for a New Mind-Set -- Developing a ''We'' Mentality -- Learning to Love Complaints -- Making Every Interaction Count.

Strategies for Developing a Service Mentality -- Never Let It Go -- Clearly Define Your Service Level Offerings -- Engage Your Clients in the Culture Shift -- Conclusion -- Chapter 5 Evolving into the Role of Consultant -- What Is the Consultant's Role? -- Why Do I Need to Become More Consultative? -- Learning to Change Hats: The Four Roles of IT -- How Do I Become a Consultant? -- Business Acumen -- Human Interaction Skills -- How Difficult Can This Be? -- Conclusion -- Chapter 6 Negotiating: Getting What You Want without Damaging the Relationship -- Position versus Interest Negotiations -- Three Steps and Three Key Factors -- Negotiation Elements -- People and Relationships -- Styles and Situations -- Applying the Key Factors to the Second Step: Information Exchange -- The Final Step: Now Comes the Bargaining -- Conclusion -- Chapter 7 Sharpening Your Political Savvy -- Picturing Yourself as a Political Player -- IT and Politics: Historically Strange Bedfellows -- A Five-Step Process for Developing Political Awareness -- Start Your Radar -- Determine Where the Power Bases Are -- Distinguish Your Enemies from Your Allies -- Predict the Political Pitfalls and Chart the Course -- Stay the Course -- Developing Political Skills -- Creativity -- Interpersonal Effectiveness -- Communication -- Focus -- Interests -- Flexibility -- Trust -- Support -- Conflict Management -- Conclusion -- Chapter 8 Managing Projects: The Science and the Art -- The Building Blocks of Project Management -- Structuring Projects for Success -- Developing Plans That Work -- Managing to Successful Completion -- The Four Tenets of the Project Manager's Mind-Set -- Tenet 1: Serve the Client -- Tenet 2: Accomplish the Mission -- Tenet 3: Grow the Team -- Tenet 4: Own the Project -- Conclusion.

Chapter 9 Changing Your Requirements-Gathering Mind-Set -- The What, Not the How -- The Importance of the Interview -- Communicating through Pictures -- Writing a Solid Requirements Document -- Conclusion -- Chapter 10 Managing the Vendor Relationship -- Both Sides of the Coin -- Preparing for a New Role -- Getting a Fresh Start -- The Seven Phases of Managing Vendor Partnerships -- Phase 1: Process Evaluation -- Phase 2: Determination of What Should Be Insourced and What Should Be Outsourced -- Phase 3: Vendor Selection -- Phase 4: Contract Development and Negotiations -- Phase 5: Implementation of the Working Relationship -- Phase 6: Management of the Relationship -- Phase 7: Evaluation of the Results -- Conclusion -- Chapter 11 Marketing IT's Value -- Market to the IT Department -- Build Partnerships -- Differentiate Yourself -- Establish Credibility -- Create Product and Service Awareness -- Develop a Formal Plan -- Determine Your Success -- Conclusion -- Chapter 12 Creating the Social Organization -- The Social Business Framework -- What Is Driving Businesses to Be More Social? -- Design: Three Important Factors -- Implementation: Start as Social Experiments and Iterate Quickly -- Measurement: Listen and Learn through Metrics -- Change Leadership: Provide by Focusing on Different Stakeholders -- Conclusion -- Chapter 13 O&A Clients in Action: Stories from the Trenches -- St. Luke's Health System: Transformation through a Newly Consultative IT Function -- A Cultural Shift -- Addressing the Issues -- Breaking Old Models -- Aha Moments -- Continuing the Momentum -- Marriott: Success Enhanced through a Transformed IT-Business Relationship -- A New Role for Information Resources -- Developing a Common Understanding -- True Business Integration.

Bowdoin College: Trust in IT Creates a Culture of Change -- Overcoming Resistance -- The Fruits of Trust -- Change-Positive Organizations -- Conclusion -- Chapter 14 Moving IT up the Maturity Curve: IT Talent Management -- Gaining a Core Competency Mind-Set -- Moving up the IT Maturity Curve -- Talent Management 2.0 -- A Look at the Best of the Best -- Best Practice 1: Enable Career Journey Interactions -- Best Practice 2: Assess Core IT Competencies -- Best Practice 3: Help Employees Create Career Development Plans -- Best Practice 4: Identify Organization-Wide Skill Gaps -- Conclusion -- Access Your Free Trial of IT Skill Builder -- Bibliography -- Index -- About O&A.