Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Information technology costing methodology development after a corporate merger

Information technology costing methodology development after a corporate merger When two companies merge, the information technology (IT) departments of the two companies are also merged. This merger typically requires the development of a meaningful data center costing methodology that can be used for planning, budgeting and cost justification. This paper describes the merger of Tampa Electric Company and Peoples Gas System and the development of a costing methodology for the combined IT organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management & Data Systems Emerald Publishing

Information technology costing methodology development after a corporate merger

Download PDF
7 pages

Loading next page...
 
/lp/emerald-publishing/information-technology-costing-methodology-development-after-a-Fux084qz6M
Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0263-5577
DOI
10.1108/02635570010273009
Publisher site
See Article on Publisher Site

Abstract

When two companies merge, the information technology (IT) departments of the two companies are also merged. This merger typically requires the development of a meaningful data center costing methodology that can be used for planning, budgeting and cost justification. This paper describes the merger of Tampa Electric Company and Peoples Gas System and the development of a costing methodology for the combined IT organization.

Journal

Industrial Management & Data Systems – Emerald Publishing

Published: Feb 1, 2000

Keywords: Costing; Methodology; Mergers and acquisitions

References

  • The enigma of charge‐back systems
    Drury, D.H.
  • Manager TECO Energy Peoples Gas System General Accounting
    Frinkley, R
  • Manager Tampa electric information systems development
    Harrison, D
  • Internal charge‐back: keep it simple, but not too simple
    Herman, J
  • IS looks to bundled Intranet service
    Hibbard, J.
  • Hold’em accountable
    King, J
  • Why charge‐backs fail
    Meyer, N.D.
  • Intranet builders consider ad dollars
    Nash, K.S