Edition: 1, 2007
IT products in themselves do not create any effects - these arise when the products are used. In order to obtain the intended effects from their investments, all purchasers should actively manage their projects towards these effects. This sounds obvious but is unusual in practice.
Many IT projects focus very weakly on benefit and effect once the development project has commenced. Thus, it is not particularly strange that many of the IT solutions produced are unnecessarily difficult to use and don't either create the operational benefit that is anticipated; not to mention the unforeseen costs of the various measures that are required in order to - if this is possible - put right what has gone wrong.
There is an easy way to procure, conduct, and follow up IT projects with the aim of achieving real benefit for both the operation and the user. This book demonstrates a concrete method, which puts its finger on the point where the benefit arises: on every occasion of use.
Effect Managing IT is aimed at people who make decisions about, implement, and are responsible for IT investments, e.g. purchasers, line managers, executives, IT managers, business developers, buyers, and project managers, but also at university students.