IT's All about the People: Technology Management That Overcomes Disaffected People, Stupid Processes, and Deranged Corporate Cultures, 1st Edition (Hardback) book cover

IT's All about the People

Technology Management That Overcomes Disaffected People, Stupid Processes, and Deranged Corporate Cultures, 1st Edition

By Stephen J. Andriole

Auerbach Publications

224 pages | 25 B/W Illus.

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Hardback: 9781439876589
pub: 2011-10-20
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By and large, cost-effective information technology (IT) management is more about people, personal relationships, and corporate culture than it is about the technology itself. Simply put, IT doesn’t work if you are surrounded by bad people and stupid processes in a deranged corporate culture.

IT's All about the People: Technology Management That Overcomes Disaffected People, Stupid Processes, and Deranged Corporate Cultures explains how to achieve dramatic improvements in service and agility by enhancing the people, processes, and culture within your organization. It details the various roles within the technology management process and supplies authoritative insight into the realities of human behavior—including the range of best and worst behaviors from managers, executives, and corporate culture.

Industry veteran Stephen J. Andriole explains the reason behind why many business cases fail and includes helpful insights on new governance models, organic transformation, guerilla budgeting, and open source software. Providing a fresh perspective on the old basics of IT management through a twenty-first-century lens, this book arms you with the methods needed to master the soft art of IT management as well as purchasing, deployment, and technological support.

Table of Contents


Some Dirty Little Secrets Many Technologists Are not Technical

No One Knows What the Hell "Architecture" Is

Technology Is Operational, not Strategic—at Least for Now

Vendor Management Is an Oxymoron: No One Does it Well

Software Costs Way too Much (Way, Way too Much)

Can You Handle the Truth?

When Reason, Logic, and Business Cases Fail

Soft Skills from the Dark Side

What Will You (Really) Be Doing in a Few Years?

The (Really) Perfect CIO (You Know the Type)

Will You Work for Results?

Sometimes You Must Go Negative

Pay Very Close Attention to New Era Skills

Everyone to the Woodshed

Politics, Culture, and You

Can You Smell Change?

The Consolidating Technology Industry

Major Changes in the Value and Location of Skill Sets

Innovation at Risk

Leadership, Likeability, and Life

Do You Speak Business?

Pain → Pleasure

Credibility → Influence

Operations → Strategy

Three Easy First Steps

Whatever Happened to Mentoring, Meritocracies, and Sabbaticals?

Three Brands for the Millennium

Final Thoughts About People


"I Want a Divorce"

New Governance Versus Organizational Terrorism

Driving Trends

All New Governance Models

Core Competency Challenges

Enterprise Business Technology Architecture Challenges

Alternative Hardware and Software Delivery Model Challenges

User-Managed Web 2.0 Technology Challenges

Web Transaction Platform Challenges

Globalization Challenges

Organizational Implications

Why You Need a Business Technology Management Office

What to Do When the Regions Rebel

Processes, Clear and Messy

Process World

Process Control

Process Improvement

Process Incentives


The Subtle, Sublime, and Nefarious (or, Watch Your Back)

Training to Obsolescence

CAPEX Versus Expensing

Those Things Are Expensive


Telecommuting’s Not for Everyone

Change for Their Own Sake

Having IT Both Ways, You Bastards

Save Money Today and Make Money Tomorrow

Stop Worrying About Devices

Software and Hardware Are Already Services

Open-Source is Safe, Honestly

There’s Gold in Them There Processes

Web 2.0 Is Really Your Friend

Data Without Analytics Are Useless

Organizational Surgery Is No Longer Elective

Loosen Up

It’s Getting Cloudy Out There

Five Hours to Influence

Ten Things the IT Department Should Tell Management

Final Thoughts About Organization


Really Stupid Meetings

Many Happy Returns

A Crisis Is a Terrible Thing to Waste

Changing Our Minds (About Everything)

Vitamin Pills Versus Painkillers

Save Money, Make Money, or Go Home

Ten "New Rules" for IT

Guerilla Budgeting

Another Audit?

Innovation in Flight

Innovation Parameters






Why Strategic Risk Management Is So Important

Strategic Risk Management

The New Risk Equation

Innovation on the Cheap; Moving Forward While Standing Still

Way Overdue—Yet Still Really Cheap: BPM

Crowdsourcing for Fun and Profit

Tell Them You Love Them—To Innovate

Social Media (Poor Man’s Marketing, Customer Service) and Innovation

Innovation Talent Development That You Actually Mean

Tough Love Business Cases

Tough Love

Web 2.0

Alternative Delivery Models




Technology Adoption—One More Time

Final Thoughts About Management


Why More (and More and More) Outsourcing Is Inevitable

Vendors Vendors Everywhere

Has Anyone Been to Nordstroms?

Technology Life in the Clouds

What Start-Ups and Wind-Downs Do Now

Start-Up Tactics

Wind-Down Tactics

Sourcing Sourcing Everywhere

New Ways to Deliver Old Services for Less Money

Clashing Rocks

Open-Source Software

Web 2.0 Technologies



Thin Client Architectures

Caution to the Rocks

Why Crowdsourcing Makes Sense

IT’s a Done Deal

Enterprise Software: Now You See IT—Now You Don’t

What the Early Twenty-First Century (in Ruins) Is Teaching Us About Technology Delivery



Technology Trends Assessments

Alternative Delivery Models

Final Thoughts About Sourcing

Organic Transformation

Over and Over Again and Again







Management "Best Practices"

Internal Consulting—Go for IT

Internal Versus External Consultants

The Consulting Process: Identifying Meaningful Problems

The Consulting Process: Assessing the Appetite for Solutions

The Consulting Process: Determining Likely Costs and Risks

The Consulting Process: Finding the Right Sponsors

The Consulting Process: Developing Compelling Business Cases

The Consulting Process: Realistically Defining Projects

The Consulting Process: Chunking

The Consulting Process: Executing

The Consulting Process: Revisiting Value/Cost/Risk

The Consulting Process: Reporting

Consulting Knowledge and Skills

Knowledge of the Business and Functional Business Areas

Knowledge of Technology

Skills, Abilities, and Behavior

Culture, Organization, and Politics

What Next?



About the Author

Steve Andriole’s career has focused on the development, application, and management of information technology and analytical methodology to complex business problems. These problems have been in government and industry; Dr. Andriole has addressed them from academia, government, his own consulting company, a global insurance and financial services company, and from the unique perspective of a venture capitalist.

He was the Director of the Cybernetics Technology Office of the Defense Advanced Research Projects Agency (DARPA) where he managed a program of research and development that led to a number of important scientific and technological advances in the broad-based information, decision and computing sciences.

Dr. Andriole served as the Chief Technology Officer and Senior Vice President of Safeguard Scientifics, Inc. where he was responsible for identifying technology trends, translating that insight into the Safeguard investment strategy, and leveraging trends analyses with the Safeguard partner companies to help them develop business and marketing strategies.

Dr. Andriole was the Chief Technology Officer and Senior Vice President for Technology Strategy at CIGNA Corporation, where he was responsible for the enterprise information architecture, computing standards, the technology research & development program, and data security, as well as the overall alignment of enterprise information technology investments with CIGNA's multiple lines of business.

He is currently the Thomas G. Labrecque Professor of Business Technology at Villanova University’s Villanova School of Business where he teaches and directs applied research in business/technology alignment and pervasive computing. He is also a founding partner of The Acentio Group, a technology optimization consulting organization comprised of senior business technology professionals.

He is formerly a Professor of Information Systems & Electrical & Computer Engineering at Drexel University in Philadelphia, Pennsylvania and a member of the faculty of George Mason University as a Professor and Chairman of the Department of Information Systems & Systems Engineering.

Some of Dr. Andriole’s thirty books include Interactive Computer-Based Systems Design and Development (Petrocelli Books, Inc., 1983), Microcomputer Decision Support Systems (QED Information Sciences, Inc., 1985), Applications in Artificial Intelligence (Petrocelli Books, Inc., 1986), Information System Design Principles for the 90s (AFCEA International Press, 1990), the Sourcebook of Applied Artificial Intelligence (McGraw-Hill, 1992), a (co-authored with Len Adelman) book on user interface technology for Lawrence Erlbaum Associates, Inc. entitled Cognitive Systems Engineering (1995) and a book for McGraw-Hill entitled Managing Systems Requirements: Methods, Tools & Cases (1996). Dr. Andriole’s most recent books include, The 2nd Digital Revolution (IGI Publishing, 2005), Best Practices in Business Technology Management (Auerbach Publishing, 2008) and Technology Due Diligence (IGI Publishing, 2008).

Dr. Andriole received his BA from LaSalle University and his Masters and Doctorate degrees from the University of Maryland. His masters and doctoral work was supported by a National Defense Education Act fellowship. His Ph.D. dissertation was funded by DARPA.

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Project Management
COMPUTERS / Information Technology
COMPUTERS / Software Development & Engineering / General