Kyle, the IT manager in the company, found he spent most of his
time trying to explain what information technology could and
couldn't do as he created a patchwork of applications to solve
individual problems. As soon as upper management heard that Matt,
the operational manager, had found a way to shave a day or two off
of order fulfillment with a new application idea, Kyle knew they
would tell him to drop everything and make it happen.
However, Kyle needed answers to a list of questions
(requirements) before he could help. Unfortunately, despite his
competence, Matt couldn't answer the majority of his questions, and
had absolutely no clue when it came to IT. He was angry that Kyle
made it seem like a monumental task to take a simple Microsoft Word
document that the sales department already had, and just speed up
how soon his production planner received that information via an
application to pull it from sales. At the conclusion of their
meeting, both parties walked out feeling they had accomplished
nothing. Creating yet another specialized application would
ultimately generate future problems for both Kyle and Matt's
departments, and yet these two well-intentioned managers were about
to spend thousands of dollars in application development,
man-hours, training, and productivity.
The problem was, they were speaking different languages. If Kan
had been present at this hypothetical meeting, "I could have
interpreted between the two functional areas," he says, "but only
because of my background in operations and IT management-a
background most people on either side do not have. I have been on
both sides of the table, as an IT manager like Kyle, administering
IT projects and resources, and as an operations manager like Matt,
helping businesses reach the next level of operational
effectiveness. I have worked with fledgling start-ups and with
companies employing thousands of people, in industries as diverse
as e-commerce, manufacturing, and government. My career spans from
an-in-the-trenches IT developer at the bottom to a senior manager
at the top of it. Even my education encompasses both business and
IT with a master's in computer science and an MBA."
Coming across hundreds of scenarios similar to Matt and Kyle's
led Wang to design the People, Process, and Technology Management
Framework to help companies deal with the immediate, secondary,
and/or long-term problems the lack of efficient communication
between departments caused. The PPT Framework was not developed to
answer all of a company's problems-nor was it meant to capture
every single piece of data and information within a company's
operations. Rather, it is a powerful methodology that provides a
stable platform for managing growth and complexity, affording
stability while also being flexible enough to allow for rapid
operational change. Similarly, the book's purpose is not to provide
a step-by-step guide for implementing the PPT Framework for a
specific industry, company, department, or process. It is a broad
reference for those considering the need for the framework as well
as those who are in the process of implementing it.
"Implementing the PPT Framework never truly ends," says the
author. "As a business expands, as the market changes, as people
come and go, and as new technologies are incorporated, a company
continuously changes. Thus, this book addresses the specific
elements of the framework-the building blocks, if you will-and
provides an illustration of how it could be implemented by using
Matt and Kyle's situation as an example." Due to its scalability,
the PPT Framework is just as applicable to small startup businesses
as it is to companies that employ thousands of people, and one of
its appealing aspects lies in its simplicity. After turning the
last page of this inspiring, enlightening, and highly unique guide,
it's guaranteed readers will be motivated to say, "I can do this It
will help my career as a manager."
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