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Web-Based Infrastructures: A 4-D Framework

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Web-Based Infrastructures: A 4-D Framework


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  • Copyright 2003
  • Dimensions: 7 X 9-1/4
  • Pages: 304
  • Edition: 1st
  • Book
  • ISBN-10: 0-13-032989-4
  • ISBN-13: 978-0-13-032989-9

How to maximize the value of your next Web-centered initiative.

Drawing on powerful lessons from recent years, this book identifies the critical "business, people, process, and technology" elements associated with successful Web-centered IT and business initiatives. Plus it shows exactly how to integrate all four elements to deliver maximum value. Web-Based Infrastructures: A 4D Framework outlines both the unique and "classic" issues that surround Web-based IT initiatives, then presents critical process solutions that transcend technology to cover every dimension of the business. In addition, it defines a solid and powerful 4D framework that will support virtually any project or initiative.

  • Leveraging IT best practices to define and deliver Web-centered businesses and business processes
  • A phased, disciplined project management approach to creating value
  • New value chain methodologies, analysis, and redesign techniques for the Web-centered enterprise
  • High-velocity implementation solutions built upon the reality of constant change

Web-Based Infrastructures: A 4D Framework will dramatically improve the way IT professionals and managers work together to design, implement, and manage technology infrastructure, and how they use that infrastructure for competitive advantage.

Sample Content

Online Sample Chapter

Web-Based Infrastructures: Drivers of the E-World

Downloadable Sample Chapter

Click here for a sample chapter for this book: 0130329894.pdf

Table of Contents




1. Drivers of the E-World.

Introduction. Taking the Plunge. Business Drivers. The Net Economy Meets the Global Economy. People Drivers. Process Drivers. Technology Drivers.

2. Why the 4D Framework?

An Introduction to the 4D Framework. Conclusion.


3. The First Dimension: E-Drivers.

A New Definition for E-Organizations.

4. The Second Dimension: Phased Implementation.

Phase 1: Understanding Phase. Phase 2: Solutions Phase. Phase 3: Implementation Phase. Phase 4: Maintenance and Monitoring Phase. Change Continues.


5. Value Chain Analysis.

Introduction. What Is a Value Chain? Basic Definition and Concepts of the Value Chain. Value Chain Model Testing. Putting It All Together. Phase 1: Understanding Phase. Phase 2: Solutions Phase. Phase 3: Implementation Phase. Phase 4: Maintenance and Monitoring Phase. The Value Chain Linking Technique. Value Chain Notation and Rules.

6. Value Chain Program and Value Chain Linking.

Value Chain Linking. The Value Chain: A Detailed Link Map. Summary.


7. High-Velocity Process Management.

High-Velocity Process Management (HVPM) Revisited. Understanding Phase. Solutions Phase. Implementation Phase. Monitoring and Maintenance Phase.

8. Change Management.

Change Management in E-business. The E-Change Management Process. Value Chain Results-Based Change. E-Change Management Models. Nature of Change Identification.

9. Implementing the E-Change Management Process.

The Value Chain Results Management Cycle. Methods. Recording and Documentation (An Important Deliverable).

10. Case Study: Fictitious ABC Company.

Problem Definition. Solution. Project Management Approach. Business Elements. People Elements. Technology Elements. Process Elements. Case Study. Component-Based Method. Summary.


Appendix A. Assessment.
Appendix B. E-Business Project Management.
Appendix C. Case Study.
Appendix D. Example of Change Control Templates.



Technology and business have been working hand in hand, literally, for centuries. The last 50 years have ushered in first the Electronic Age and now the Digital Age. Never has the potential marriage of technology and business meant so much to so many. In just the last 10 years alone, the leap from the Digital Age to the Internet Age promised to go beyond the potential of landing on the moon. However, as high as the Internet rocket rose, it crashed. Why? Were expectations set too high for too long? Were the American business markets too greedy, too avaricious, too anxious to strike it rich?

Perhaps. Greed is nothing new, and the Internet rage of the 1990s is not much different than any other Gold Rush. A few actually do get rich, many more fail, but almost everyone tries their hand one way or another to grab the brass ring. Although the Gold Rush of 1849 created thousands or even hundreds of millionaires, it also helped create the city of San Francisco and eventually the San Francisco Bay area. Once the hype and the hoopla settled down, a small port town nestled in a raw windy bay found itself engulfed in a population doing what most populations do: eat, sleep, drink, work, and, hopefully, earn a living—first with their hands and now 150 years later with their minds. Yet the results of those 150 years, no matter how they started, are undeniable. Once miners seeking gold flocked to this little town; 150 years later their descendants are the doctors, lawyers, engineers, and academics who now breathe life into Silicon Valley.

No doubt, by the time the next century rolls around the Internet Gold Rush will have had as much historical significance as San Francisco's, perhaps even more, for in reality it is still going on. The Internet, although without the hype, without the fanfare, is still going strong and growing every day. The ubiquitousness of the "Net" is slowly taking route, albeit late for some, but just in time for the real revolution that is taking place throughout the world: the quiet, unassuming revolution that is here to stay, the effects of which businessman, technologists, and consumers, can only guess at over the next few decades.

Hopefully, by now we have learned that the Internet in and of itself is not the magic elixir that makes all of a business's ills disappear. It will not make us all instant millionaires. But we are starting to look analytically at what it can and does do. Business is all about communication and that is where the real evolution lies. Business and businesspeople now realize they cannot view the Internet as a separate entity to be exploited in and of itself. It, too, is a tool, like any other. Like the networks it runs on, like the computers that access it, it must be incorporated into any business the same way. The Internet is a means to an end, not the end, itself.

With that in mind, this book hopes to shed some light on our views of what kind of strategies business should and do employ to bring about some of the old-fashioned business objects of competitive advantage, productivity gain, and, yes, old-fashioned profit. The 4D Framework will probably not be the only business strategy on how to use the Internet to its maximum effectiveness in the next few years, nor will it be the last. But we do hope it will be the most useful.


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