Unleashing the Power of IT: Bringing People, Business, and Technology Together -- Contents -- Foreword -- Preface -- Acknowledgments -- Chapter 1: Creating Your Twenty-First Century Workforce and Culture -- Core Skills for Success -- A Consistent Terminology -- Who Will Benefit Most -- Leveraging This Book -- Chapter 2: Transforming Your IT Team -- How to Make This Transition: Learn to Think Differently -- Mindset Change 1: Force Yourself to Plan and Think of the Big Picture -- Mindset Change 2: Adopt a Proactive Approach -- Mindset Change 3: Resist the Temptation to Delve into Tactics -- Mindset Change 4: Be Candid with Yourself and Others -- Mindset Change 5: Prepare for and Embrace Change -- Mindset Change 6: Anticipate, Underst and, Respect,and Work through Complexities -- Five Critical Success Factors that Enable IT Organizational Excellence -- Leadership: Lead by Positively Influencing and Inspiring Others -- Strategy: Establish the Right Winning Game Plan for Your Organization -- People: Hire and Professionally Develop Your Winning Team -- Best Practices: Leverage IT Best Practices Right-Sized for Your Organization -- Execution: Translate Your Strategy, Goals, and Initiatives into Specific Action Plans that Deliver Measurable Results -- Conclusion: High-Performance Reality -- Chapter 3: Building a Client-Focused IT Culture -- What Good Service Looks Like -- Service Skills and Mindsets -- A We Mindset -- 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 4: Evolving into the Role of Consultant -- What Exactly Is a Consultant's Role, Anyway? -- Why Do I Need to Become More Consultative? -- Learning to Change Hats: The Four Roles of IT.

So, How Do I Become a Consultant? -- Business Acumen -- Human Interaction Skills -- How Difficult Can This Be? -- Conclusion -- Chapter 5: Negotiating: Getting What You Want without Damaging the Relationship -- Position versus Interest Negotiations -- Three Key Factors -- Three-Step Process -- 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: Effective Negotiators Are Made, Not Born -- Notes -- Chapter 6: 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 Mindset -- Tenet 1: Serve the Client -- Tenet 2: Accomplish the Mission -- Tenet 3: Grow the Team -- Tenet 4: Own the Project -- Conclusion: Thinking like a Project Manager -- Chapter 7: Changing Your Requirements-Gathering Mindset -- The What, Not the How -- The Importance of the Interview -- Communicating through Pictures -- Writing a Solid Requirements Document -- Conclusion -- Chapter 8: 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 -- Sort 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 9: Marketing IT's Value -- Marketing to the IT Department -- Build Partnerships -- Differentiate Yourself -- Establish Credibility.

Create Product and Service Awareness -- Develop a Formal Plan -- Determining Success -- Conclusion -- Chapter 10: Managing the Vendor Relationship -- Both Sides of the Coin -- Preparing for a New Role -- Getting a Fresh Start -- Seven Phases of Managing Vendor Partnerships -- Phase 1: Process Evaluation -- Phase 2: Determine 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: Driving Change with Intent -- Defining Terms -- The Components of Change -- Achieving Commitment Is Essential for Sustaining Change -- Change Takes a Community -- Change Leader -- Change Agent -- Change Advocate -- Clarity Precedes Activity -- Making the Case for Change -- Ensuring the Path Forward Is Clear -- Messaging the Change -- Conclusion -- Chapter 12: Putting the Book into Action: Stories from the Trenches -- A Newly Consultative IT Function Helps Drive St. Luke's Health System Transformation -- A Cultural Shift -- Addressing the Issues -- Breaking Old Models -- Ah-Ha Moments -- Continuing the Momentum -- At Marriott, a Transformed IT-Business Relationship Is the Underpinning for Hospitality Giant's Success -- A New Role for IR -- On the Same Page -- True Business Integration -- At Bowdoin College, Trust in IT Created a Culture of Change within a Haven of Liberal Arts -- Overcoming Resistance -- The Fruits of Trust -- Change-Positive Organizations -- Conclusion -- A Call to Action: Create Your Road Map for IT Transformation -- Bibliography -- About the Contributors -- About O&A -- Index -- End User License Agreement.