Cadle and Yeates' Project Management for Information Systems is suitable for undergraduate students studying Project Management within the IT environment. This comprehensive and practical book is an excellent starting point for any students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level. The authors strike a good balance - covering both the mechanics of project management and the human factors involved and include plenty of case studies and exercises as well as good and bad examples from real life. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you'll gain instant access to this eBook. Time limit TheeBooks products do not have an expiry date. You will continue to access yourdigitalebookproducts whilst you have yourBookshelf installed.
Preface Acknowledgements Part One The Business Context 1 Types of information systems projects 1.1 Introduction 1.2 Software development projects 1.3 Package implementation projects 1.4 System enhancement projects 1.5 Consultancy and business analysis assignments 1.6 Systems migration projects 1.7 Infrastructure projects 1.8 Outsourcing (and in-sourcing) projects 1.9 Disaster recovery projects 1.10 Smaller IS projects 1.11 Summary Questions Case study Further reading 2 Business strategy and information systems 2.1 Introduction 2.2 What is strategy all about? 2.3 Developing a strategy 2.4 Competition and strategy 2.5 Strategy and culture 2.6 Summary Questions Case study Further reading 3 The business case 3.1 Introduction 3.2 Content and format of a business case 3.2.1 Introduction and background 3.2.2 Management summary 3.2.3 Description of problem or opportunity 3.2.4 Options available and considered 3.2.5 Cost/benefit analysis 3.2.6 Impacts and risks 3.2.7 Conclusions and recommendation 3.2.8 Other possible inclusions 3.3 Investment appraisal 3.4 Presenting the business case 3.5 Benefits realization and management 3.6 Summary Questions Case study Further reading 4 The organizational framework 4.1 Introduction 4.2 Introduction to organization structures 4.3 Project roles and responsibilities 4.4 Organizing the roles 4.5 Programme and portfolio management 4.6 PRINCE2 (R) organization structure 4.7 Summary Questions Case study Further reading 5 The programme and project support office 5.1 Introduction 5.2 Evolution of the PPSO function 5.3 Functions of a PPSO 5.4 Pre-initiation stage of project 5.5 Project initiation 5.6 Main delivery stages of the project 5.7 Post-project 5.8 Ongoing PPSO activities 5.9 Benefits of a PPSO 5.10 Summary Questions Case study Further reading 6 Development lifecycles and approaches 6.1 Introduction 6.2 Development lifecycles 6.2.1 The waterfall model 6.2.2 The 'b' model 6.2.3 The 'V' model 6.2.4 The incremental model 6.2.5 The spiral 6.3 Approaches to systems development 6.3.1 The traditional approach to systems development 6.3.2 Structured methods and SSADM 6.3.3 Agile approaches Scrum and DSDM 6.3.4 Object-oriented development methods 6.3.5 UML and the Unified Process 6.3.6 Component-based development 6.3.7 Extreme programming 6.3.8 Package-based IS projects 6.3.9 Soft systems methodology 6.3.10 The socio-technical approach 6.3.11 Business process re-engineering 6.4 Summary Questions Case study Further reading 7 The profile of a project 7.1 Introduction 7.2 The process model 7.3 Pre-project work 7.4 Project start-up 7.4.1 The importance of this stage 7.4.2 Products of project start-up 7.4.3 The project initiation document 7.5 Development stage 7.5.1 The work in this stage 7.5.2 Products of development 7.6 Completion stage 7.6.1 The work in this stage 7.6.2 Products of completion 7.7 Operational stage 7.7.1 The work in this stage 7.7.2 Products of operation 7.8 Post-project review 7.8.1 The purpose of post-project review 7.8.2 Products of post-project review 7.9 Summary Questions Case study Further reading Part Two Project Execution 8 Project planning: understanding the work 8.1 Introduction 8.2 Understanding the requirement 8.3 Breaking down the work 8.3.1 Work breakdown structure 8.3.2 Product breakdown structure 8.4 Product descriptions and work packages 8.4.1 Product descriptions 8.4.2 Work packages 8.4.3 Work package assignment to roles or individuals 8.5 Understanding dependencies 8.6 Bar charts 8.7 Planning for quality 8.8 Tolerances 8.9 Using planning tools 8.9.1 Advantages of planning tools 8.9.2 Disadvantages of planning tools 8.10 Summary Questions Case study Further reading 9 Project planning: estimating 9.1 Estimating for IS projects 9.2 Estimating in engineering disciplines 9.3 Estimating methods compared 9.3.1 Analogy method 9.3.2 Analysis effort method 9.3.3 Programming method 9.3.4 Direct estimation based on project breakdown 9.3.5 The Delphi technique 9.3.6 CoCoMo 9.3.7 CoCoMo 2 9.3.8 CoCoMo elapsed time estimates 9.3.9 Function point analysis 9.3.10 PERT estimating 9.4 Estimating for supporting activities 9.4.1 Proportional activities 9.4.2 Explicit activities 9.4.3 Elapsed-time activities 9.4.4 Other factors influencing estimates 9.5 Human factors affecting estimating 9.6 Practical experiences with estimating 9.7 Summary Questions Case study Further reading 10 Project planning: scheduling and resourcing 10.1 Introduction 10.2 Scheduling 10.2.1 Effort and elapsed time 10.2.2 Developing the schedule 10.2.3 Scheduling considerations 10.2.4 Project milestones 10.2.5 Showing 'overhead' tasks on schedules 10.3 Developing resource plans 10.4 Contingency 10.5 Documenting the plan 10.6 PRINCE2 (R) plans 10.7 Budgets 10.8 Summary Questions Case study Further reading 11 Monitoring progress 11.1 Introduction 11.2 Monitoring effort 11.3 Monitoring other costs 11.4 Monitoring quality 11.4.1 Establishing the climate for successful quality control 11.4.2 Timing of quality control checks 11.4.3 Methods for monitoring quality 11.4.4 Documenting quality control 11.5 Milestone slip chart 11.6 Earned value analysis 11.7 Summary Questions Case study Further reading 12 Exercising control 12.1 Introduction 12.2 Evaluating the current situation 12.3 Possible corrective actions 12.4 Implementing corrective actions 12.5 Change control 12.6 Change control and configuration management 12.7 Exercising control in PRINCE2 (R) 12.8 Summary Questions Case study Further reading 13 Reporting progress 13.1 Introduction 13.2 Recipients of progress reports 13.3 Frequency of reporting 13.4 Report content and format 13.4.1 Written reports 13.4.2 Report presentations 13.5 Reporting in PRINCE2 (R) 13.6 Summary Questions Case study Further reading Part Three Delivering Success 14 Managing quality 14.1 Introduction 14.2 Quality concepts 14.3 Total quality management 14.4 Quality management and the quality plan 14.4.1 Quality management systems 14.4.2 The quality plan 14.5 Quality control methods 14.6 The cost of poor quality 14.7 Inspection versus testing 14.8 The management of software testing 14.9 Metrics and statistical quality control 14.10 Supporting activities 14.11 Configuration management 14.12 Managing quality with PRINCE2 (R) 14.13 Summary Questions Case study Further reading 15 Managing risk 15.1 Introduction 15.2 Outline of the risk management process 15.3 Risk identification 15.4 Risk assessment 15.5 Risk actions 15.6 Risk management planning and control 15.7 The risk register 15.8 Risk ownership 15.9 Other risk concepts 15.10 Risk management in PRINCE2 (R) 15.11 Summary Questions Case study Further reading 16 V 16.2 An approach to value management in projects 16.3 Summary Questions Further reading 17 Selling the project 17.1 Introduction 17.2 Buying and buyers 17.3 The selling process 17.4 Negotiation 17.5 Summary Questions Case study Further reading 18 Managing stakeholders 18.1 Introduction 18.2 Stakeholders 18.3 Who is the customer? 18.4 Managing expectations 18.5 Managing changes 18.6 Managing conflict 18.6.1 Why conflicts arise 18.6.2 Resolving conflict 18.7 Stakeholder management skills 18.8 Summary Questions Case study Further reading 19 Managing suppliers 19.1 Introduction 19.2 Setting up the contract 19.2.1 Subcontractor assessment and selection 19.2.2 The contractual framework 19.3 Monitoring supplier performance 19.4 Quality control and subcontractors 19.5 Summary Questions Case study Further reading 20 Managing change 20.1 Introduction 20.2 Organizational change 20.2.1 Resistance to change 20.3 Organizational culture 20.4 The project manager and change 20.5 Achieving success 20.6 Summary Questions Further reading Part Four The Human Dimension 21 Leadership and performance 21.1 Introduction 21.2 Motivation 21.3 Leadership 21.4 A leadership process 21.5 Managing performance 21.6 Setting objectives 21.7 Reviewing performance 21.8 Reprimands 21.9 Performance improvement through coaching 21.10 Summary Questions Case study leadership Case study performance management Further reading 22 Managing the team 22.1 Introduction 22.2 The lifecycle of teams 22.3 Belbin on teams 22.4 International and virtual teams 22.5 The effective team 22.6 Making it possible 22.7 Creating the working environment 22.8 Handling conflict 22.9 Managing stress 22.10 Summary Questions Case study Further reading 23 The project manager 23.1 Introduction 23.2 The vision 23.3 An outside perspective 23.4 A developmental approach 23.5 Using psychometric assessment 23.6 Ethical considerations 23.7 Summary Questions Further reading 24 Developing your career 24.1 Introduction 24.2 Project Management Institute 24.3 Association for Project Management 24.4 British Computer Society 24.5 APM Group 24.6 Australian Institute of Project Management 24.7 Summary 25 Bodies of knowledge and standards 25.1 Introduction 25.2 Bodies of knowledge 25.3 Standards Further reading Glossary Index
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