TY - CHAP
T1 - The case for centralized IT contract management
T2 - A four force model
AU - Briggs, Anthony
AU - Walden, Eric
AU - Hoffman, James J.
N1 - Copyright:
Copyright 2014 Elsevier B.V., All rights reserved.
PY - 2006
Y1 - 2006
N2 - In this chapter a model is developed that describes four forces that move organizations toward centralized IT contract management. Specifically, the model illustrates how centralizing IT contract management enhances organizational performance in four areas. First, centralizing IT contract management allows for a corporate level view of technology, which supports not only interoperability, but also optimizes software license inventory. Second, it combats vendor opportunism by creating a set of contract negotiators who have as much knowledge as the vendor's contract negotiators. Third, it enhances information retrieval, but locates the physical contracts in a central location, which allows the legal department, project managers, and senior managers to quickly and reliably locate contract details. Fourth, it provides the proper motivation to project managers and contract negotiators by rewarding each job separately rather than by lumping the rewards for timely project completion together with the rewards for efficient contract negotiation.
AB - In this chapter a model is developed that describes four forces that move organizations toward centralized IT contract management. Specifically, the model illustrates how centralizing IT contract management enhances organizational performance in four areas. First, centralizing IT contract management allows for a corporate level view of technology, which supports not only interoperability, but also optimizes software license inventory. Second, it combats vendor opportunism by creating a set of contract negotiators who have as much knowledge as the vendor's contract negotiators. Third, it enhances information retrieval, but locates the physical contracts in a central location, which allows the legal department, project managers, and senior managers to quickly and reliably locate contract details. Fourth, it provides the proper motivation to project managers and contract negotiators by rewarding each job separately rather than by lumping the rewards for timely project completion together with the rewards for efficient contract negotiation.
UR - http://www.scopus.com/inward/record.url?scp=37349000873&partnerID=8YFLogxK
U2 - 10.4018/978-1-59904-195-7.ch006
DO - 10.4018/978-1-59904-195-7.ch006
M3 - Chapter
AN - SCOPUS:37349000873
SN - 9781599041957
SP - 125
EP - 133
BT - Outsourcing Management Information Systems
PB - IGI-Global
ER -