No comments about Building an ITIL-Based Service Management Department (Business).

No comments about Managerial Accounting for the Hospitality Industry.

4 comments about E-Business and ERP: Rapid Implementation and Project Planning.

1. This book provides a sound approach to planning and managing an ERP rapid implementation project, but falls short of the mark on the "E-Business" part alluded to in the title.

   First, the strengths: the rapid implementation roadmap that is the topic of chapter 2 is thorough and well thought out. The phases are commit [to the project], start, manage, analyze, configure, test, change, support, convert, prepare, go live and improve. The roadmap gives both structure to a project plan and breaks it down into manageable pieces.

   Chapter 3 covers vendor selection, and provides excellent material for developing RFIs and RFPs and evaluating responses from vendors. Among the best practices given here are identifying key requirements, focusing on what is essential and using a proof-of-concept approach. Managing the rapid implementation, chapter 4's topic, is comprehensive and is consistent with sound project management practices. Key areas that are particularly strong address taking a deliverables-based approach, managing scope and project issue management. These are the ingredients of a successful implementation and the author covers them in depth. Chapter 5 covers the people part of the equation by providing guidance on how to organize the implementation team, roles and responsibilities, and managing change. My favorite two chapters are 6 and 8. Chapter 6 addresses nine essential factors for success, the best (in my opinion) is the rule that no reengineering is allowed during the implementation. This is sage advice because if you attempt to take advantage of opportunities to reengineer you are going to quickly drift outside of project scope, not to mention slowing to a crawl what is supposed to be a rapid implementation. Chapter 8, my other favorite chapter, gives a list of "project accelerators", which are methods or processes that will ensure that the rapid implementation is rapid.

   Weaknesses: (1) The author does not address E-business despite the title of this book. I am going to assume that the publisher insisted on including that in the title. (2) There are some glaring gaps in the author's "eXtended Enterprise System" (EXS) framework. He cites six layers using the technical infrastructure as the foundation and moving up through a transactional backbone, advanced applications, cross-application repository and a management dashboard as the capstone. What is missing from the picture is middleware, including transaction monitors, message queuing and the other "glue" that holds together an enterprise architecture. While this book is more suited for project managers, the omission is serious because the middleware layer increases the scope and complexity of an ERP project as well as the cost. (3) Technology support issues (chapter 7) was not strong in identifying release criteria to production, not the artifacts that production needs in order to support an ERP system. Release to production is a critical point in the life cycle that affects IT service delivery, as well as operational considerations (performance and capacity baselines, workload scheduling, etc.).

   Recommendation: The rapid implementation approach given in this book is complete and attainable. The author gives practical advice that can be applied to not only ERP implementations, but other system implementations as well. As such, this is a good book for project managers and upper IT management. If you note the gaps I cited above and take them into account, this book will lead you through a successful implementation. I am subtracting a star for the misleading title and the weaknesses, but still highly recommend this book.




2. To read this book is a waste of time, to buy it is a waste of money. Too much of it is common sense (given that project management is to a good degree made of common sense) and not specifically adjusted to E-Business/ERP projects. The general approach is to do everything faster, but the authors forget that changing volume or quantity of work is affecting the quality too. To take one step out of a 'normal' project plan (realization) and rename it 'rapid implementation' is not enough to live up to the new (and old) challenges that come with implementing E-business and/or ERP solutions. The title of the book is misleading, as the authors are not presenting approaches that should be taken by project managers faced with such an implementation. No specific risks or solutions are laid out that come with such an implementation i.e. interface development, integrating different applications, data exchange etc. If you are an experienced project manager looking for a guidebook this book tells you nothing new, if you are an aspiring project manager this book is not providing enough.



3. This book covers what it takes to successfully manage a rapid implementation project for any enterprise-wide application. It does so in a structured and realistic manner that addresses risks, critical success factors and common deliverables. Project management is much more than common sense - it requires a process and skillful use of PM techniques, such as those contained in PMI's Project Management Body of Knowledge (PMBOK). This is reinforced by the appalling number of IT projects that either fail or are cancelled. While this book doesn't go deeply into specific PM techniques, nor does it especially align to the PMBOK, it does provide a realistic framework. It also gives a complete list of risks and barriers to success that you'll encounter in ERP and other complex systems projects.

   I especially like the way the author decomposes the systems into layers and the project approach into phases. These allow you to step back and see the big picture, and to do a better job of estimating scope, complexity and required resources before embarking on the project. The project management approach itself is solid, and is linked to critical success factors that will make or break any project. He also provides excellent advice on team management, and especially team communications and cross functions.

   Managing complex projects are not easy, and this book contains no short cuts. It does show you how to plan and control a rapid implementation project for any enterprise system, and if the advice and general approach provided in this book is heeded and followed your chances for success will be dramatically improved. Just don't let anyone who thinks it's a matter of plain common sense anywhere near the project because you'll find the project to be just another statistic in the boneyard of failed IT projects.




4. Implementing new software into your company's core businesses processes is a painful procedure. Technically challenged readers might well find some pain in the pages of this book, but the agony is no fault of the author. The topic at hand, integrating new software applications packages with current systems, is one of the most complex and difficult challenges in all of business. We from getAbstract recommend that you take your medicine like a man (or a woman) and read this comprehensive guide to meshing new software with your old business. You are sure to benefit from its practical strategies and management techniques, as will your company.

No comments about Managing Cash Flow: An Operational Focus.

1 comments about Essentials of Financial Risk Management (Essentials Series).

1. Had to reorder from another company--- lost shipment in transit since I paid for faster shipping-- and they still shipped it through the US Mail and it was not delivered in time for my paper. Very Dissapointed and probably will not order again.

3 comments about Hospitality Industry Managerial Accounting.

1. The ratio analysis section of this book is very helpful. But this is an older version of the book. I think a new edition of this book may be available.



2. If Hospitality Finance is your Major, then this book is a must have. Schmidgall is the authority on accounting for the Hotel Industry. This book is used in all of the top Hotel Management programs in the nation including Cornell, MSU, Florida International and etc.

   The ratio analysis section is one of the best explainations I have seen to date. I use this book myself and love it.




3. This book is really good reading. It's practical and contains a lot of real and useful information.
   
   The American Hotel & Lodging Association (AH&LA) prints in their textbooks, "Keep this book. You will need it and use it throughout your career." I can testify that that is quite true.
   
   If you work in this industry, buy the book.

2 comments about Management Dynamics: Merging Constraints Accounting to Drive Improvement.

1. Exhaustive in its coverage, this book answers many questions I had after reading the works of Corbett, Smith & Noreen, Srikanth & Robertson, and Goldratt. It includes an analysis of project management, sales, people, and strategy (in addition to standard DBR) as it relates to traditional Throughput Accounting and the newer Constraints Accounting.
   
   An entire chapter is spent on pricing alternatives to the standard 'fully absorbed cost plus a reasonable margin' that far surpasses the standard Throughput per Constraint Unit of Time model; instead attempting to provide a means to decouple Throughput (T) from Operating Expense (OE) and Investment/Inventory (I) in order to drive continuous improvement. It also spends ample time discussing pricing in a market constrained environment, a situation more common then not.
   
   Although I anticipate future additions to the body of Throughput/Constraints Accounting knowledge, Caspari has reinvigorated this increasingly stale and still under-developed (albeit highly preferable) alternative to traditional cost and activity based accounting. Having read every book available on the topic, I can say that Caspari's "Management Dynamics" tops even Debra Smith's excellent "The Measurement Nightmare".



2. If you were looking for a complete and exhaustive explanation of the Theory of Constraints and the relative accounting system, this is your book.
   Elegant and simple, it covers everything with a systematic theoretical approach, making it clear with plenty of examples.

No comments about Managerial Accounting: Creating Value in a Dynamic Business Environment.

3 comments about At Your Own Risk: How the Risk-Conscious Culture Meets the Challenge of Business Change.

1. Lynch gets it right in this book. He takes a broad set of perspectives, experiences and best practices and pieces them together to create a one-of-a-kind mosaic that finally illuminates the real issues we are facing in the business world. He seems to have done his homework, but this is far from an academic-only exercise...it is reality based, practical and useful. Translates an enormous and challenging issue into digestible and actionable guidance. While no one can completely tackle this issue in 300 pages, this book will certainly help you understand where to start.



2. I've been a line positions most of my life and thought about risk in my area, but generally thought it was someone else's problem. Lynch's book smashed through my denial. With an easy to read style with great examples, Lynch demonstrates that "Risk Awareness" needs to be part of a company's culture. I am handing this book out and asking associates to begin asking a lot more "What if..." questions.



3. Gary Lynch's achievement is to take the management of risk from being a dry governance requirement, many times drafted in isolation, into being an essential component of the corporate decision making process. I recommend At Your Own Risk to all those involved in driving the value chain in their company.
   
   Thomas Shannon
   OMG plc

No comments about Management Accounting Best Practices: A Guide for the Professional Accountant.