Book Cover
Book
Author Schwalbe, Kathy.

Title Information technology project management / Kathy Schwalbe
Edition Revised seventh edition
Published Boston, Massachusetts. : Cengage Learning, [2014]
©2014

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Description xxvii, 528 pages . ; 23 cm
Contents Machine generated contents note: Introduction -- What Is a Project? -- Examples of IT Projects -- Project Attributes -- Project Constraints -- What Is Project Management? -- Project Stakeholders -- Project Management Knowledge Areas -- Project Management Tools and Techniques -- Project Success -- Program and Project Portfolio Management -- Programs -- Project Portfolio Management -- The Role of the Project Manager -- Project Manager Job Description -- Suggested Skills for Project Managers -- Importance of People Skills and Leadership Skills -- Careers for IT Project Managers -- The Project Management Profession -- History of Project Management -- The Project Management Institute -- Project Management Certification -- Ethics in Project Management -- Project Management Software -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Key Terms -- End Notes -- A Systems View of Project Management -- What Is a Systems Approach? --
Contents note continued: The Three-Sphere Model for Systems Management -- Understanding Organizations -- The Four Frames of Organizations -- Organizational Structures -- Organizational Culture -- Stakeholder Management -- The Importance of Top Management Commitment -- The Need for Organizational Commitment to Information Technology -- The Need for Organizational Standards -- Project Phases and the Project Life Cycle -- Product Life Cycles -- The Importance of Project Phases and Management Reviews -- The Context of Information Technology Projects -- The Nature of IT Projects -- Characteristics of IT Project Team Members -- Diverse Technologies -- Recent Trends Affecting Information Technology Project Management -- Globalization -- Outsourcing -- Virtual Teams -- Agile Project Management -- The Manifesto for Agile Software Development -- Scrum -- Agile, the PMBOK® Guide, and a New Certification -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions --
Contents note continued: Exercises -- Key Terms -- End Notes -- Project Management Process Groups -- Mapping the Process Groups to the Knowledge Areas -- Developing an IT Project Management Methodology -- Case Study 1: JWD Consulting's Project Management Intranet Site Project (Predictive Approach) -- Project Pre-Initiation and Initiation -- Pre-Initiation Tasks -- Initiating -- Project Planning -- Project Execution -- Project Monitoring and Controlling -- Project Closing -- Case Study 2: JWD Consulting's Project Management Intranet Site Project (Agile Approach) -- Scrum Roles, Artifacts, and Ceremonies -- Project Pre-Initiation and Initiation -- Planning -- Executing -- Monitoring and Controlling -- Closing -- Templates by Process Group -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Key Terms -- End Notes -- What Is Project Integration Management? -- Strategic Planning and Project Selection -- Strategic Planning --
Contents note continued: Identifying Potential Projects -- Aligning IT with Business Strategy -- Methods for Selecting Projects -- Focusing on Broad Organizational Needs -- Categorizing IT Projects -- Performing Net Present Value Analysis, Return on Investment, and Payback Analysis -- Net Present Value Analysis -- Return on Investment -- Payback Analysis -- Using a Weighted Scoring Model -- Implementing a Balanced Scorecard -- Developing a Project Charter -- Developing a Project Management Plan -- Project Management Plan Contents -- Using Guidelines to Create Project Management Plans -- Directing and Managing Project Work -- Coordinating Planning and Execution -- Providing Strong Leadership and a Supportive Culture -- Capitalizing on Product, Business, and Application Area Knowledge -- Project Execution Tools and Techniques -- Monitoring and Controlling Project Work -- Performing Integrated Change Control -- Change Control on IT Projects -- Change Control System --
Contents note continued: Closing Projects or Phases -- Using Software to Assist in Project Integration Management -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Tasks -- Key Terms -- End Notes -- What Is Project Scope Management? -- Planning Scope Management -- Collecting Requirements -- Defining Scope -- Creating the Work Breakdown Structure -- Approaches to Developing Work Breakdown Structures -- Using Guidelines -- The Analogy Approach -- The Top-Down and Bottom-Up Approaches -- Mind Mapping -- The WBS Dictionary -- Advice for Creating a WBS and WBS Dictionary -- Validating Scope -- Controlling Scope -- Suggestions for Improving User Input -- Suggestions for Reducing Incomplete and Changing Requirements -- Using Software to Assist in Project Scope Management -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Tasks -- Key Terms -- End Notes --
Contents note continued: The Importance of Project Schedules -- Planning Schedule Management -- Defining Activities -- Sequencing Activities -- Dependencies -- Network Diagrams -- Estimating Activity Resources -- Estimating Activity Durations -- Developing the Schedule -- Gantt Charts -- Adding Milestones to Gantt Charts -- Using Tracking Gantt Charts to Compare Planned and Actual Dates -- Critical Path Method -- Calculating the Critical Path -- Growing Grass Can Be on the Critical Path -- Using Critical Path Analysis to Make Schedule Trade-Offs -- Using the Critical Path to Shorten a Project Schedule -- Importance of Updating Critical Path Data -- Critical Chain Scheduling -- Program Evaluation and Review Technique (PERT) -- Controlling the Schedule -- Reality Checks on Scheduling and the Need for Discipline -- Using Software to Assist in Project Time Management -- Words of Caution on Using Project Management Software -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers --
Contents note continued: Discussion Questions -- Exercises -- Running Case -- Tasks -- Key Terms -- End Notes -- The Importance of Project Cost Management -- What Is Cost? -- What Is Project Cost Management? -- Basic Principles of Cost Management -- Planning Cost Management -- Estimating Costs -- Types of Cost Estimates -- Cost Estimation Tools and Techniques -- Typical Problems with IT Cost Estimates -- Sample Cost Estimate -- Determining the Budget -- Controlling Costs -- Earned Value Management -- Project Portfolio Management -- Using Project Management Software to Assist in Project Cost Management -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Tasks -- Key Terms -- End Notes -- The Importance of Project Quality Management -- What Is Project Quality Management? -- Planning Quality Management -- Performing Quality Assurance -- Controlling Quality -- Tools and Techniques for Quality Control --
Contents note continued: Statistical Sampling -- Six Sigma -- How Is Six Sigma Quality Control Unique? -- Six Sigma and Project Selection and Management -- Six Sigma and Statistics -- Testing -- Modern Quality Management -- Deming and His 14 Points for Management -- Juran and the Importance of Top Management Commitment to Quality -- Crosby and Striving for Zero Defects -- Ishikawa's Guide to Quality Control -- Taguchi and Robust Design Methods -- Feigenbaum and Workers' Responsibility for Quality -- Malcolm Baldrige National Quality Award -- ISO Standards -- Improving IT Project Quality -- Leadership -- The Cost of Quality -- Organizational Influences, Workplace Factors, and Quality -- Expectations and Cultural Differences in Quality -- Maturity Models -- Software Quality Function Deployment Model -- Capability Maturity Model Integration -- Project Management Maturity Models -- Using Software to Assist in Project Quality Management -- Chapter Summary -- Quick Quiz --
Contents note continued: Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Tasks -- Key Terms -- End Notes -- The Importance of Human Resource Management -- The Global IT Workforce -- Implications for the Future of IT Human Resource Management -- What Is Project Human Resource Management? -- Keys to Managing People -- Motivation Theories -- Maslow's Hierarchy of Needs -- Herzberg's Motivation-Hygiene Theory -- McClelland's Acquired-Needs Theory -- McGregor's Theory X and Theory Y -- Thamhain and Wilemon's Influence and Power -- Covey and Improving Effectiveness -- Developing the Human Resource Plan -- Project Organizational Charts -- Responsibility Assignment Matrices -- Staffing Management Plans and Resource Histograms -- Acquiring the Project Team -- Resource Assignment -- Resource Loading -- Resource Leveling -- Developing the Project Team -- Training -- Team-Building Activities -- The Myers-Briggs Type Indicator -- The Social Styles Profile --
Contents note continued: DISC Profile -- Reward and Recognition Systems -- Managing the Project Team -- Tools and Techniques for Managing Project Teams -- General Advice on Managing Teams -- Using Software to Assist in Human Resource Management -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Key Terms -- End Notes -- The Importance of Project Communications Management -- Keys to Good Communications -- Focusing on Group and Individual Communication Needs -- Formal and Informal Methods for Communicating -- Distributing Important Information in an Effective and Timely Manner -- Setting the Stage for Communicating Bad News -- Determining the Number of Communication Channels -- Planning Communications Management -- Managing Communications -- Using Technology to Enhance Information Creation and Distribution -- Selecting the Appropriate Communication Methods and Media -- Reporting Performance -- Controlling Communications --
Contents note continued: Suggestions for Improving Project Communications -- Developing Better Communication Skills -- Running Effective Meetings -- Using E-Mail, Instant Messaging, Texting, and Collaborative Tools Effectively -- Using Templates for Project Communications -- Using Software to Assist in Project Communications -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Key Terms -- End Notes -- The Importance of Project Risk Management -- Planning Risk Management -- Common Sources of Risk on IT Projects -- Identifying Risks -- Suggestions for Identifying Risks -- The Risk Register -- Performing Qualitative Risk Analysis -- Using Probability/Impact Matrixes to Calculate Risk Factors -- Top Ten Risk Item Tracking -- Performing Quantitative Risk Analysis -- Decision Trees and Expected Monetary Value -- Simulation -- Sensitivity Analysis -- Planning Risk Responses -- Controlling Risks --
Contents note continued: Using Software to Assist in Project Risk Management -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Key Terms -- End Notes -- The Importance of Project Procurement Management -- Planning Procurement Management -- Types of Contracts -- Tools and Techniques for Planning Procurement Management -- Make-or-Buy Analysis -- Expert Judgment -- Market Research -- Procurement Management Plan -- Statement of Work -- Procurement Documents -- Source Selection Criteria -- Conducting Procurements -- Controlling Procurements -- Closing Procurements -- Using Software to Assist in Project Procurement Management -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Key Terms -- End Notes -- The Importance of Project Stakeholder Management -- Identifying Stakeholders -- Planning Stakeholder Management -- Managing Stakeholder Engagement --
Contents note continued: Controlling Stakeholder Engagement -- Using Software to Assist in Project Stakeholder Management -- Chapter Summary -- Quick Quiz -- Quick Quiz Answers -- Discussion Questions -- Exercises -- Running Case -- Key Terms -- End Notes -- Introduction -- Project Management Software Reviews -- Basic Features of Project Management Software -- What's New in Project 2013 -- Using Project 2013 -- Before You Begin -- Using the 60-day Trial of Project 2013 -- Overview of Project 2013 -- Starting Project 2013 and Getting Started -- Understanding the Main Screen Elements -- Using Project Help and the Project Web Site -- Exploring Project 2013 Using an Existing File -- Project 2013 Views -- Project 2013 Reports -- Project 2013 Filters -- Creating a New File and Entering Tasks in a Work Breakdown Structure -- Creating a New Project File -- Creating a Work Breakdown Structure Hierarchy -- Creating Summary Tasks -- Numbering Tasks --
Contents note continued: Saving Project Files Without a Baseline -- Developing the Schedule -- Calendars -- Entering Task Durations -- Manual and Automatic Scheduling -- Duration Units and Guidelines for Entering Durations -- Entering Task Durations -- Establishing Task Dependencies -- Gantt Charts, Network Diagrams, and Critical Path Analysis -- Project Cost and Resource Management -- Entering Fixed and Variable Cost Estimates -- Entering Fixed Costs in the Cost Table -- Entering Resource Information and Cost Estimates -- Using the Team Planner Feature -- Entering Baseline Plans, Actual Costs, and Actual Times -- Viewing Earned Value Management Data -- Integrating Project 2013 with Other Applications and Apps for Office -- Copying Information Between Applications -- Creating Hyperlinks to Other Files -- Using Project 2013 Apps -- Discussion Questions -- Exercises -- End Notes
Summary Discover exciting "behind-the-scenes" opportunities and challenges in technology today with Schwalbe's unique INFORMATION TECHNOLOGY PROJECT MANAGEMENT, REVISED 7E. This one-of-a-kind book demonstrates the principles distinctive to managing information technology (IT) projects that extend well beyond standard project management requirements. No book offers more up-to-the minute insights and software tools for IT project management success, including updates that reflect the latest PMBOK Guide, 5th edition, the global standard for managing projects and earning certification. The book weaves today's theory with successful practices for an understandable, integrated presentation that focuses on the concepts, tools, and techniques that are most effective today. INFORMATION TECHNOLOGY PROJECT MANAGEMENT is the only book to apply all ten project management knowledge areas to IT projects. You master skills in project integration, scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management as well as all five process groups--initiating, planning, executing, monitoring and controlling, and closing. Intriguing examples from familiar companies featured in today's news, a new Agile case, opportunities with MindView software, and a new chapter on project stakeholder management further ensure you are equipped to manage information technology projects with success. The REVISED Seventh Edition has updated Appendix A for Microsoft Project 2013
Notes "Updated for Microsoft Project 2013" --Cover
Bibliography Includes bibliographical references and index
SUBJECT Microsoft Project. http://id.loc.gov/authorities/names/n89111614
Subject Information technology -- Management.
Information technology projects -- Management.
Project management.
ISBN 1285847091
9781285847092 student edition