Foreword to the 2nd Edition xi
Serge AMABILE and R©gis MEISSONIER
Foreword to the 1st Edition xv
Laurent BIBARD
Introduction xix
Part 1 Governing the Stakeholders 1
Introduction to Part 1 3
Chapter 1 IS Stakeholders 5
1.1 The technological environment of IS stakeholders, and its development 6
1.2 Impact of the developing technologies on organizational management 8
1.3 Understanding and categorizing the human stakeholders in IS 11
Chapter 2 From Global Governance to IS Governance 21
2.1 From organizational governance to IS governance 22
2.2 Defining IS governance 25
2.3 IS governance in an outsourcing strategy 28
2.4 IS governance in a resource pooling strategy 32
2.5 IS governance in a co-management strategy with stakeholders 37
2.6 Open innovation-type software 42
2.7 Exercise: PingPongApp 42
Chapter 3 IS Governance in Practice 45
3.1 IS governance organizational models 46
3.2 IS governance benchmarks 50
3.3 Implement a best practice benchmark 57
3.4 Exercise: GreenNRJ 59
Part 2 Urbanizing the Territories 63
Introduction to Part 2 65
Chapter 4 The IS Territory 67
4.1 The territory 67
4.2 Organizational and microeconomic territory 69
4.3 Organizational territory and mesoeconomics 77
4.4 The IS territory 80
4.5 The IS territory and the organization's territory 83
4.6 The IS territory and process systems engineering 87
4.7 Alignment between the firm's territory and the IS territory 91
4.8 Representing the IS territory 96
4.9 Unified modeling language (UML) 98
4.10 Exercise: Linky and Enedis' IS territory 103
Chapter 5 Territorial Urbanization 107
5.1 Urbanization 107
5.2 Urbanization of ISs 110
5.3 Urbanization: approaches and objectives 112
5.4 The planner's job 118
5.5 The limits 119
5.6 IS urbanization and the ecological transition 120
5.7 Exercise: urbanization of France's government IS 122
Chapter 6 Urbanizing the Inter-organizational IS 125
6.1 Inter-organizational territory 125
6.2 Inter-organizational territory of the IS 131
6.3 Alignment and representation of the inter-organizational IS territory 139
6.4 Urbanization of an inter-organizational IS 139
6.5 Exercise: AGK 149
Part 3 Project Alignment 153
Introduction to Part 3 155
Chapter 7 IS Project Management 157
7.1 Strategy of IS projects 157
7.2 Roll-out of a traditional IS project 160
7.3 Agile IS projects: a development methodology, a process and a philosophy 163
7.4 DevOps: making the link between IS developments and IS department procedures 168
7.5 Security in IS projects 170
7.6 Exercise: cybersecurity in projects, managing tomorrow's threats 174
Chapter 8 Technology, Alignment and Strategic Transformation 177
8.1 The alignment of stakeholders, territories and projects 178
8.2 Strategic alignment 179
8.3 Competition, technological revolutions and new strategies 181
8.4 Strategic transformation linked to ISs and new technologies 185
8.5 Towards a dynamic perspective of strategic transformation linked to the IS 188
8.6 Exercise: TechOne: Big Data and the Cloud 189
Chapter 9 Auditing ISs 191
9.1 What is an audit? 191
9.2 The IS and auditing 195
9.3 The audit process 198
9.4 Scope of the audit 201
9.5 Audit repositories 203
9.6 Towards an approach via the risks of strategic alignment? 204
9.7 Conclusion 206
9.8 Exercise: an auditor's view 206
Conclusion 209
Glossary 219
References 227
Index 237
