This web site accompanies the book 'Global IT Management: A Practical Approach'
by Robert Barton, published by John Wiley. The
following gives a brief introduction to the key features of the book.
Robert Barton, IT consultant and manager with 16 years professional IT
experience throughout Europe, including three years as Head Global IT Strategy,
Architecture and Standards at a leading global pharmaceuticals corporation.
Education at Cambridge and INSEAD. More...
The book presents a practical approach for initiating and reinforcing global
IT, focusing on the mechanisms that need to be put in place to effectively
manage IT strategy, standards, architecture, and control across sites in a
global firm. Key considerations are explained for each domain together with
concrete details of recommended organization, processes and deliverables. The
approach fits cleanly into established best practices for IT such as the COBIT®
framework for IT management.
Whose needs are met by the book?
CIOs or IT Heads in multinational or global firms, their planning
departments, and companies providing consultancy services to them.
Key selling points of book
This is the first book worldwide dedicated to giving umbrella
guidance on globalizing IT:
+ All major elements of global IT management integrated in one book
+ Context provided throughout by examples from leading firms such as Philips,
Nestlé, Novartis, Toyota and UBS
+ Compact text combines background with practical implementation details
+ Affiliates and head office reap value from proposed approach.
How do I purchase the book?
The book is available from
normal bookshops and online vendors. Orders may be placed for example at
amazon.com with this
The book treats the five interdependent themes of global IT
organization, architecture, strategy, standards and control. The following are
the key features of each chapter.
- Combines theory with practice - key overall
considerations and practical work templates
- Guidance given on resource requirements
- Each chapter contains inserts presenting
concrete practices from leading firms: Philips, Nestlé, Novartis, Toyota and UBS.
Table of Contents
Questions answered in book
1 Why Globalize IT
2.4 Core IT services
2.5 Forces shaping IT organizations
2.6 Basic organizational variants
2.7 Two sides to a coin
2.8 A practical approach
2.9 Key players and institutions
2.10 Moving towards action
Where does the variety in structure of IT organizations
What are the basic organizational variants for global IT?
What are the recommendations for people and institutions?
3.4 Options and expectations
3.5 Managing architecture
3.8 Map current IT architecture
3.9 Adapt architecture to requirements
3.10 Tool support
What are the issues in managing IT architecture globally?
How do we best identify what needs changing?
How do we make those changes happen?
4.4 Options and expectations
4.5 Managing strategy
4.8 Agreeing strategy
4.9 Align organization
4.12 Tool support
How do we reach tangible business IT alignment in global
How do we bring head office strategy into affiliate
What steps need to take place to ensure that strategy is
5.4 Options and expectations
5.5 Choice of standards
5.6 Managing standards
5.9 Defining new standards
5.10 Maintaining standards
5.11 Handling exceptions
5.12 Tool support
What are the benefits and weaknesses of global IT
How can they be defined and maintained effectively?
What measures improve commitment and adherence to
6.4 Options and expectations
6.5 Managing control
6.8 Allocating IT costs
6.9 Project control
6.10 Implementing scorecards for IT
6.11 Tool support
How can fine-grain business sensitivity to IT cost and
value be improved?
How can balanced scorecards improve global IT perfomance?
What role can global IT play in avoiding critical project
7 Value of Global IT
Management - Tested
Appendix: Positioning with established best practices COBIT®, ITIL®, PRINCE2®
For a printable brochure on the book, click
here (pdf, 112K)