Information technology project management

Title:

Personal Author:

Schwalbe, Kathy

Publication Information:

Cambridge : Course Technology, 2000

ISBN:

9780760011805

Subject Term:

Project management

Information technology

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... Razak School	30000005033539	T56.8 S38 2000	Open Access Book	Book	Searching... Unknown

"Information Technology Project Management" is the first project management title with a focus solely on Information Technology projects. The book combines the best of both worlds: an academic text that treats project management from a research point of view, providing running cases and other strong pedagogical elements; and a practical text that provides hands-on projects at the end of each chapter using Microsoft Project, the tool of choice in this market. It also provides excellent preparation for the PMI (Project Management Institute) certification exam.

Author Notes

Kathy Schwalbe is an associate professor at Augsburg College in Minneapolis

Chapter 1 Introduction to Project Management	p. 1
Opening Case	p. 1
Introduction	p. 2
What is a Project?	p. 5
Examples of Information Technology Projects	p. 5
Project Attributes	p. 7
The Triple Constraint	p. 8
What is Project Management?	p. 10
Project Stakeholders	p. 11
Project Management Knowledge Areas	p. 12
Project Management Tools and Techniques	p. 13
Project Success	p. 15
Program and Project Portfolio Management	p. 18
Programs	p. 18
Project Portfolio Management	p. 19
The Role of the Project Manager	p. 23
Project Manager Job Description	p. 24
Suggested Skills for Project Managers	p. 24
Importance of People and Leadership Skills	p. 27
Careers for Information Technology Project Managers	p. 28
The Project Management Profession	p. 30
History of Project Management	p. 30
The Project Management Institute	p. 33
Project Management Certification	p. 33
Ethics in Project Management	p. 34
Project Management Software	p. 36
Chapter 2 The Project Management and Information Technology Context	p. 45
Opening Case	p. 45
A Systems View of Project Management	p. 47
What Is a Systems Approach?	p. 47
The Three-Sphere Model for Systems Management	p. 48
Understanding Organizations	p. 50
The Four Frames of Organizations	p. 50
Organizational Structures	p. 52
Organizational Culture	p. 55
Stakeholder Management	p. 56
The Importance of Top Management Commitment	p. 58
The Need for Organizational Commitment to Information Technology	p. 59
The Need for Organizational Standards	p. 60
Project Phases and the Project Life Cycle	p. 61
Product Life Cycles	p. 64
The Importance of Project Phases and Management Reviews	p. 66
The Context of Information Technology Projects	p. 68
The Nature of Information Technology Projects	p. 68
Characteristics of Information Technology Project Team Members	p. 69
Diverse Technologies	p. 70
Chapter 3 The Project Management Process Groups: A Case Study	p. 78
Opening Case	p. 78
Project Management Process Groups	p. 79
Mapping the Process Groups to the Knowledge Areas	p. 84
Developing an Information Technology Project Management Methodology	p. 86
Case Study: JWD Consulting's Project Management Intranet Site Project	p. 88
Project Initiation	p. 88
Project Planning	p. 95
Project Executing	p. 106
Project Monitoring and Controlling	p. 111
Project Closing	p. 114
Chapter 4 Project Integration Management	p. 126
Opening Case	p. 126
What is Project Integration Management?	p. 127
Strategic Planning and Project Selection	p. 131
Identifying Potential Projects	p. 131
Aligning Information Technology with Business Strategy	p. 132
Methods for Selecting Projects	p. 134
Project Charters	p. 145
Preliminary Scope Statements	p. 149
Project Management Plans	p. 150
Project Management Plan Contents	p. 150
Using Guidelines to Create Project Management Plans	p. 154
Stakeholder Analysis and Top Management Support	p. 155
Project Execution	p. 157
Coordinating Planning and Execution	p. 158
Providing Strong Leadership and a Supportive Culture	p. 158
Capitalizing on Product, Business, and Application Area Knowledge	p. 159
Project Execution Tools and Techniques	p. 160
Monitoring and Controlling Project Work	p. 161
Integrated Change Control	p. 163
Change Control on Information Technology Projects	p. 165
Change Control System	p. 165
Closing Projects	p. 168
Using Software to Assist in Project Integration Management	p. 168
Chapter 5 Project Scope Management	p. 179
Opening Case	p. 179
What is Project Scope Management?	p. 180
Scope Planning and the Scope Management Plan	p. 182
Scope Definition and the Project Scope Statement	p. 186
Creating The Work Breakdown Structure	p. 188
Approaches to Developing Work Breakdown Structures	p. 194
The WBS Dictionary and Scope Baseline	p. 199
Advice for Creating a WBS and WBS Dictionary	p. 200
Scope Verification	p. 201
Scope Control	p. 203
Suggestions for Improving User Input	p. 205
Suggestions for Reducing Incomplete and Changing Requirements	p. 206
Using Software to Assist in Project Scope Management	p. 208
Chapter 6 Project Time Management	p. 216
Opening Case	p. 216
The Importance of Project Schedules	p. 217
Activity Definition	p. 220
Activity Sequencing	p. 222
Dependencies	p. 223
Network Diagrams	p. 223
Activity Resource Estimating	p. 227
Activity Duration Estimating	p. 229
Schedule Development	p. 230
Gantt Charts	p. 231
Critical Path Method	p. 236
Critical Chain Scheduling	p. 243
Program Evaluation and Review Technique (PERT)	p. 246
Schedule Control	p. 247
Reality Checks on Scheduling and the Need for Discipline	p. 248
Using Software to Assist in Project Time Management	p. 250
Words of Caution on Using Project Management Software	p. 251
Chapter 7 Project Cost Management	p. 263
Opening Case	p. 263
The Importance of Project Cost Management	p. 264
What Is Cost?	p. 266
What Is Project Cost Management?	p. 266
Basic Principles of Cost Management	p. 267
Cost Estimating	p. 271
Types of Cost Estimates	p. 272
Cost Estimation Tools and Techniques	p. 274
Typical Problems with Information Technology Cost Estimates	p. 276
Sample Cost Estimate	p. 277
Cost Budgeting	p. 282
Cost Control	p. 283
Earned Value Management	p. 285
Project Portfolio Management	p. 291
Using Project Management Software to Assist in Project Cost Management	p. 293
Chapter 8 Project Quality Management	p. 303
Opening Case	p. 303
The Importance of Project Quality Management	p. 304
What is Project Quality Management?	p. 307
Quality Planning	p. 309
Quality Assurance	p. 312
Quality Control	p. 313
Tools and Techniques for Quality Control	p. 314
Statistical Sampling	p. 320
Six Sigma	p. 321
Testing	p. 328
Modern Quality Management	p. 330
Deming and His Fourteen Points for Management	p. 330
Juran and the Importance of Top Management Commitment to Quality	p. 331
Crosby and Striving for Zero Defects	p. 332
Ishikawa's Guide to Quality Control	p. 333
Taguchi and Robust Design Methods	p. 333
Feigenbaum and Workers Responsibility for Quality	p. 334
Malcolm Baldrige National Quality Award	p. 334
ISO Standards	p. 334
Improving Information Technology Project Quality	p. 335
Leadership	p. 336
The Cost of Quality	p. 336
Organizational Influences, Workplace Factors, and Quality	p. 338
Expectations and Cultural Differences in Quality	p. 339
Maturity Models	p. 340
Using Software to Assist in Project Quality Management	p. 344
Chapter 9 Project Human Resource Management	p. 354
Opening Case	p. 354
The Importance of Human Resource Management	p. 355
The Global IT Workforce	p. 356
Implications for the Future of IT Human Resource Management	p. 358
What is Project Human Resource Management?	p. 361
Keys to Managing People	p. 363
Motivation Theories	p. 363
Thamhain and Wilemon's Influence and Power	p. 367
Covey and Improving Effectiveness	p. 370
Human Resource Planning	p. 373
Project Organizational Charts	p. 373
Responsibility Assignment Matrices	p. 375
Staffing Management Plans and Resource Histograms	p. 377
Acquiring the Project Team	p. 379
Resource Assignment	p. 379
Resource Loading	p. 381
Resource Leveling	p. 383
Developing the Project Team	p. 385
Training	p. 386
Team-Building Activities	p. 387
Reward and Recognition Systems	p. 392
Managing the Project Team	p. 392
Tools and Techniques for Managing Project Teams	p. 393
General Advice on Managing Teams	p. 394
Using Software to Assist in Human Resource Management	p. 395
Chapter 10 Project Communications Management	p. 404
Opening Case	p. 404
The Importance of Project Communications Management	p. 405
Communications Planning	p. 408
Information Distribution	p. 410
Using Technology to Enhance Information Distribution	p. 411
Formal and Informal Methods for Distributing Information	p. 412
Distributing Important Information in an Effective and Timely Manner	p. 413
Selecting the Appropriate Communications Medium	p. 414
Understanding Group and Individual Communication Needs	p. 416
Setting the Stage for Communicating Bad News	p. 417
Determining the Number of Communications Channels	p. 417
Performance Reporting	p. 419
Managing Stakeholders	p. 420
Suggestions for Improving Project Communications	p. 423
Using Communication Skills to Manage Conflict	p. 423
Developing Better Communication Skills	p. 425
Running Effective Meetings	p. 426
Using E-Mail, Instant Messaging, and Collaborative Tools Effectively	p. 428
Using Templates for Project Communications	p. 431
Using Software to Assist in Project Communications	p. 436
Chapter 11 Project Risk Management	p. 446
Opening Case	p. 446
The Importance of Project Risk Management	p. 447
Risk Management Planning	p. 453
Common Sources of Risk on Information Technology Projects	p. 455
Risk Identification	p. 459
Suggestions for Identifying Risks	p. 459
The Risk Register	p. 461
Qualitative Risk Analysis	p. 464
Using Probability/Impact Matrixes to Calculate Risk Factors	p. 464
Top Ten Risk Item Tracking	p. 466
Quantitative Risk Analysis	p. 468
Decision Trees and Expected Monetary Value	p. 468
Simulation	p. 470
Sensitivity Analysis	p. 473
Risk Response Planning	p. 474
Risk Monitoring and Control	p. 478
Using Software to Assist in Project Risk Management	p. 478
Chapter 12 Project Procurement Management	p. 489
Opening Case	p. 489
The Importance of Project Procurement Management	p. 490
Planning Purchases and Acquisitions	p. 495
Tools and Techniques for Planning Purchases and Acquisitions	p. 497
Procurement Management Plan	p. 502
Contract Statement of Work	p. 503
Planning Contracting	p. 504
Requesting Seller Responses	p. 507
Selecting Sellers	p. 508
Administering the Contract	p. 510
Closing the Contract	p. 512
Using Software to Assist in Project Procurement Management	p. 513
Appendix A Guide to Using Microsoft Project 2007	p. A.1
Introduction	p. A.2
New Features of Project 2007	p. A.3
Backward Compatibility	p. A.4
Before You Begin	p. A.4
Overview of Project 2007	p. A.5
Starting Project 2007 and Using the Getting Started and Project Guide Features	p. A.5
Main Screen Elements	p. A.9
Project 2007 Views	p. A.15
Project 2007 Filters	p. A.20
Project Scope Management	p. A.21
Creating a New Project File	p. A.22
Developing a Work Breakdown Structure	p. A.24
Saving Project Files With or Without a Baseline	p. A.28
Project Time Management	p. A.29
Entering Task Durations	p. A.29
Establishing Task Dependencies	p. A.35
Changing Task Dependency Types and Adding Lead or Lag Time	p. A.39
Gannt Charts	p. A.42
Network Diagrams	p. A.45
Critical Path Analysis	p. A.47
Project Cost Management	p. A.49
Fixed and Variable Cost Estimates	p. A.50
Assigning Resources to Tasks	p. A.53
Baseline Plan, Actual Costs, and Actual Times	p. A.60
Earned Value Management	p. A.66
Project Human Resource Management	p. A.68
Resource Calendars	p. A.68
Resource Histograms	p. A.71
Resource Leveling	p. A.75
Project Communications Management	p. A.78
Common Reports and Views	p. A.78
Using Templates and Inserting Hyperlinks and Comments	p. A.79
Using the Copy Picture Feature	p. A.84
Discussion Questions	p. A.85
Exercises	p. A.86
Exercise A-1 Web Site Development	p. A.86
Exercise A-2 Software Training Program	p. A.88
Exercise A-3 Project Tracking Database	p. A.90
Exercise A-4 Real Project Application	p. A.92
Appendix B Advice for the Project Management Professional (PMP) Exam and Related Certifications	p. B.1
Introduction to Project Management Certification Programs	p. B.1
What is PMP Certification?	p. B.1
What Are the Requirements for Earning and Maintaining PMP Certification?	p. B.3
What Is the Structure and Content of the PMP Exam?	p. B.6
How Should You Prepare for the PMP Exam?	p. B.7
Ten Tips for Taking the PMP Exam	p. B.9
Sample PMP Exam Questions	p. B.11
What is Project+ Certification?	p. B.15
What Are the Requirements for Earning and Maintaining Project+ Certification?	p. B.16
Additional Information on the Project+ Exam	p. B.17
Sample Project+ Exam Questions	p. B.18
What Other Exams or Certifications Related to Project Management are Available?	p. B.20
Final Advice on Certification and Project Management in General	p. B.21
Appendix C Additional Running Cases	p. C.1
Introduction	p. C.1
Additional Case 1: Video Game Delivery Project	p. C.1
Part 1 Project Integration Management	p. C.1
Part 2 Project Scope Management	p. C.3
Part 3 Project Time Management	p. C.4
Part 4 Project Cost Management	p. C.4
Part 5 Project Quality Management	p. C.6
Part 6 Project Human Resource Management	p. C.7
Part 7 Project Communications Management	p. C.8
Part 8 Project Risk Management	p. C.8
Part 9 Project Procurement Management	p. C.9
Glossary	p. 1
Index	p. 1

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