IT胜利 pdf mobi 下载 kindle 115盘 chm 阿里云 rb

在线阅读本书

“Fifty years after the birth of corporate computing, IT today is still characterized by 50-70% project failure rates. Which is pretty scary when you come to think of it: either a goblin has cast a spell on a w*** profession – or that profession is doing something fundamentally wrong”. IT Success! challenges the widespread assumption that an IT department is like a building contracto***hose project managers, architects and engineers (all c***truction industry terms…) are supposed to deliver systems on schedule, within budget and to spec. Michael Gentle explains why this is not possible, and turns conventional wisdom on its head by showing that: you cannot define an IT project in terms of contractual budgets and schedules anything can change during the life of a project what is eventually delivered can never be what is actually needed He proposes a new model for IT in which the traditional client/vendor relati***hip, with its contractual commitments, is replaced by a shared risk/reward partnership geared towards workable results over time. Using real-world examples and a case study, the autho***alks you through the end-to-end processes of an IT department, covering subjects like demand management, investment planning, agile development and managing production applicati***.

暂无相关目录，正在全力查找中！

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：IT胜利在线阅读

在线听书地址：IT胜利在线收听

在线购买地址：IT胜利在线购买

暂无原文赏析，正在全力查找中！

书籍介绍

在线阅读本书

“Fifty years after the birth of corporate computing, IT today is still characterized by 50-70% project failure rates. Which is pretty scary when you come to think of it: either a goblin has cast a spell on a w*** profession – or that profession is doing something fundamentally wrong”. IT Success! challenges the widespread assumption that an IT department is like a building contracto***hose project managers, architects and engineers (all c***truction industry terms…) are supposed to deliver systems on schedule, within budget and to spec. Michael Gentle explains why this is not possible, and turns conventional wisdom on its head by showing that: you cannot define an IT project in terms of contractual budgets and schedules anything can change during the life of a project what is eventually delivered can never be what is actually needed He proposes a new model for IT in which the traditional client/vendor relati***hip, with its contractual commitments, is replaced by a shared risk/reward partnership geared towards workable results over time. Using real-world examples and a case study, the autho***alks you through the end-to-end processes of an IT department, covering subjects like demand management, investment planning, agile development and managing production applicati***.