Front Cover -- About the Authors -- Title page -- Copyright Page -- Table of Contents -- Brief Table of Contents -- Complete Table of Contents -- Preface -- Part One: The Business of Being an IT Manager -- Chapter One: The Role of an IT Manager -- 1.1 Just What Does an IT Manager Do? -- Why All That Change and Flexibility Is Good -- Why All That Change and Flexibility Is Bad -- 1.2 Managers in General -- General Definition of a Manager -- Styles of Management -- The Hidden Work of Management -- Resentment Toward Management -- Babysitting versus Managing -- Politics -- 1.3 The Strategic Value of the IT Department -- Applications Development versus Technical Operations -- IT Department Goals -- The Value of IT Managers -- 1.4 Develop an IT Strategy -- Determine Who Your Team Members Are -- Determine How Important Technology Is to Your Organization -- Determine Who Your Customers Are and What Their Needs Are -- Keep Your Department Central to the Company's Operations -- 1.5 Additional Resources -- Web Sites -- Books and Articles -- Chapter Two: Managing Your IT Team -- 2.1 Keeping Employees Focused -- Establish Priorities -- Communicate with Your Team -- Company Mission -- 2.2 Avoiding Burnout -- Be as Clear as Possible About Your Real Priorities -- Make Your Employees Aware of the Dangers of Burnout -- Deal with the Situation -- 2.3 Employee Training -- Cost -- Need -- Employee Morale -- Scheduling Demands -- How Do You Know When Your Employees Need Training? -- Certification -- What If the Employee Takes a Training Class, and Then Uses His New-Found Skills to Find Another Job? -- Non-Technical Training -- Maximizing the Value of Training -- 2.4 Performance Reviews -- Key Areas of Evaluation -- Specific Evaluation Statements -- Guidelines for Reviews -- Negative Reviews -- Have Employees Review Themselves -- "360" Reviews.

How to Conduct the Actual Review Discussion -- 2.5 Additional Resources -- Web Sites -- Books and Articles -- Chapter Three: Staffing Your IT Team -- 3.1 Why IT Managers Need to Deal with Hiring People -- HR Department's Role -- Justifying a Hire -- Start with Internal and External Referrals -- Internal versus External Hires -- Should You Hire a Full-time Employee or a Consultant? -- 3.2 Write a Position Description -- Position Descriptions versus Contracts -- General Requirements -- Advertising Options -- 3.3 Recruiters -- Finding the Right Recruiter -- 3.4 Selecting Candidates -- Reviewing Résumés -- Telephone Screening -- At What Level Should I Interview? -- Narrowing Down the List -- General Interview Guidelines -- Prepare a List of Questions -- Who Else Should Interview a Candidate? -- Key Concepts for a Good Technical Interview -- Rank Criteria -- The Value of Certification -- Education -- Checking References -- Common Hiring Mistakes -- Offering the Correct Amount for an IT Position -- 3.5 Outsourcing and Offshore Outsourcing -- Offshore Outsourcing Overview -- 3.6 Additional Resources -- Web Sites -- Books and Articles -- Chapter Four: Project Management -- 4.1 Projects and "Project Management": A Quick Overview -- The Value of Project Management -- Five Key Phases to a Project -- Do You Have to be a Certified Project Manager to Run a Project? -- The Project Management Institute (PMI) -- 4.2 Phase One: Scope the Project -- How a Typical Project Can Start -- Clearly Define the Project's Objective and Scope to Avoid "Scope Creep" -- Department versus Company Objectives -- Get Proper Sponsorship for the Project -- Identify the Stakeholders -- Identify the Constraints, Interdependencies, and Risks -- The Project Charter -- Get Historical Perspective -- 4.3 Phase Two: Develop a Project Plan -- Three Critical Components to Any Project.

Write the Project Plan with the Closeout Report in Mind -- Time Estimates -- Resources Required: Employees (From Internal and External to IT) -- Money -- Roles and Responsibilities -- Multiple Projects -- 4.4 Phase Three: Launch the Project -- Range of Launch Options -- Stage a "Kick-Off Meeting" -- 4.5 Phase Four: Track the Project's Progress -- Microsoft Project -- Other Project Management Tools -- Gantt Charts and Time Lines -- PERT Charts and Critical Paths -- Project Milestones -- Updates to Management and the Team -- 4.6 Phase Five: Close Out the Project -- Writing a Closeout Report -- 4.7 Decision-Making Techniques -- Four Types of Decision-Making Methods -- 4.8 What to Do If/When the Project Gets Off Track -- Some Issues Out of Your Control -- When a Project Gets Behind Schedule -- Your Project is Costing More than Expected -- 4.9 Useful Project Management Techniques -- Project Teams -- Create a "War Room" -- Formalized Project Frameworks -- Participate in the Project Yourself -- Offer Project Perks -- Give Your Project a Code Name -- Productive Project Meetings -- 4.10 Funding Projects -- Estimating Costs: Go High -- Projects Always Cost More Than Estimated -- Capital Expenditures and Expense Items -- Exactly Who Is Going to Pay for It? -- Chargeback Codes -- Justifying the Costs -- 4.11 Multiple Projects: How to Juggle Well -- You Will have Multiple Projects -- 4.12 Dealing with Non-IT Departments on a Project -- Motivating Employees Outside Your Department -- Who Is In Charge? -- 4.13 Additional Resources -- Web Sites -- Books and Articles -- Chapter Five: Changing Companies -- 5.1 The First Day -- Meeting the New Staff -- A Few Ideas for What to Say to Break the Ice -- Some Don'ts -- One-On-One Meetings -- What to Say to Those That Wanted Your Job and Didn't Get It -- Establish a Relationship with Your Manager and Your Peers.

Learning the Landscape: Key Users and Key Applications -- 5.2 The First Month -- No Organization Is Perfect -- Quietly Advertising What You Bring To the Table -- Projects in Progress, and Projects on the Horizon -- Is The Status Quo Good Enough? -- People to Meet and Know -- Quick Hello Meetings -- HR Issues -- Budgeting -- Making Those First Decisions -- 5.3 Two IT Departments - What Happens If Your Company Merges with Another? -- 5.4 Additional Resources -- Web Sites -- Books and Articles -- Chapter Six: Budgeting -- 6.1 The Budgeting Process -- Possible Budget Items -- Reviewers for Your Budget -- Estimating (and Overestimating) Your Numbers -- Getting Approval and Defending Your Budget -- During the Year: Tracking and Revising Your Budget -- 6.2 The Difference between Capital Expenditures versus Operating Expense Items -- Capital Expenditure Definition -- Operating Expense Item Definition -- Capital Expenditure Details -- Check with Your Company's Policies -- Gray Areas -- Items to Watch Out For -- 6.3 Lease versus Buy: Which One Is Better? -- Leasing -- Who Makes This Decision? -- 6.4 Other Budgeting Factors to Consider -- Growth of Your Department's Workload -- Technological Change -- Staff -- Software Maintenance -- Hardware Maintenance -- 6.5 Additional Resources -- Web Sites -- Books and Articles -- Chapter Seven: Managing Vendors -- 7.1 Dealing with Vendors -- Establish a Relationship -- Past Experience -- Negotiate -- Help Your Vendors -- Think Long Term -- Get Multiple Bids -- Set Up a Trial Experience -- How Well Does Each Vendor Meet Each Criterion? -- Spending Limits -- Reviewing Contracts with Vendors -- Direct Company Reps -- VARs -- 7.2 Key Evaluation Metrics -- Set Up a Matrix -- 7.3 Getting Current Information -- The Web -- Vendor Representatives -- Trade Journals (Electronic and Print) -- Trade Shows -- Brown Bag Lunches.

7.4 Purchasing Sources -- Web and Catalogs -- Retail Computer Stores -- The Famous "Gray Market" -- VARs -- 7.5 Additional Resources -- Web Sites -- Books and Articles -- Chapter Eight: IT Compliance and Controls -- 8.1 The Importance of Compliance to IT -- Overview -- The Victims of Non-Compliance -- 8.2 The Rules -- Sarbanes-Oxley -- HIPAA -- Basel II -- SB-1386 -- FACTA -- Gramm-Leach-Bliley -- U.S. Securities -- Patriot Act -- OFAC -- CLERP-9 (Australia) -- PIPEDA (Canada) -- Privacy and Electronic Communications Directive (European Union) -- 8.3 How to Comply with the Rules -- Document the Policies -- Identify Control Mechanism(s) -- Educate Employees -- Maintain Evidence -- 8.4 Hidden Benefits of Complying with the Rules -- The Hidden Benefit of Documentation -- The Hidden Benefit of Control Mechanisms -- The Hidden Benefit of Educating Your Employees -- Hidden Benefit of Maintaining Evidence -- 8.5 Methodologies and Frameworks -- COSO -- COBIT -- ITIL -- CMMI -- ISO 9000 -- Six Sigma -- 8.6 It's Not Just Regulatory Compliance -- Electronic Discovery -- Working with Auditors -- Incident Response -- Disaster Recovery and Business Continuity -- Definition of Policies and Procedures -- Outsourcing -- 8.7 Additional References -- Web Sites -- Books and Articles -- Part Two: The Technology of Being an IT Manager -- Chapter Nine: Getting Started with the Technical Environment -- 9.1 The Technical Environment -- What Do We Have Here? -- Define Your Scope -- Key Elements to Include -- Tools for Tracking the Technical Environment -- The Value of Good Infrastructure Documentation -- What You May Find -- 9.2 Understanding the User Environment -- Determine Who Your Users Are -- Meet the Users -- 9.3 TCO and Asset Management -- TCO -- Asset Management -- 9.4 Standards -- Standards for Users -- Standards for IT -- 9.5 Technology Refreshing.

9.6 Additional Resources.