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Information is traveling faster and being shared by more individuals than ever before. Information Technology Project Management, REVISED Sixth Edition offers the "behind-the-scene" aspect of technology. Although project management has been an established field for many years, managing information technology requires ideas and information that go beyond standard project management. By weaving together theory and practice, this text presents an understandable, integrated view of the many concepts skills, tools, and techniques involved in project management. Because the project management field and the technology industry change rapidly, you cannot assume that what worked even five years ago is still the best approach today. This text provides up-to-date information on how good project management and effective use of software can help you manage projects, especially information technology projects. Information Technology Project Management, REVISED Sixth Edition, is still the only textbook to apply all nine project management knowledge areas: project integration, scope, time, cost, quality, human resource, communications, risk, and procurement management. Also all five process groups: initiating, planning, executing, monitoring and controlling, and closing to information technology projects. MS Project 2010 CD comes with the Revised 6e of Schwalbe.
As a professor in the Department of Business Administration at Augsburg College in Minneapolis, Dr. Kathy Schwalbe teaches courses in project management, problem solving for business, systems analysis and design, information systems projects, and strategic technology. She has also served as an adjunct faculty member at the University of Minnesota, where she taught a graduate-level course in project management in the engineering department. A frequently requested speaker and consultant, Dr. Schwalbe provides training and consulting services to numerous organizations and addresses professionals at several conferences each year. She worked for ten years in industry before entering academia in 1991. She has served as an Air Force officer, systems analyst, project manager, senior engineer, and information technology consultant. Dr. Schwalbe is an active member of PMI, having served as the Director of Communications and Editor for the Information Systems Specific Interest Group (ISSIG), VP of Education and Student Chapter Liaison for the Minnesota chapter of PMI, and member of PMI's test-writing team. Kathy was named Educator of the Year in 2011 by the Association of IT Professionals. She earned her Ph.D. in Higher Education at the University of Minnesota, her M.B.A. at Northeastern University's High Technology MBA program, and her B.S. in mathematics at the University of Notre Dame.
1. Introduction to Project Management. 2. The Project Management and Information Technology Context. 3. The Project Management Process Groups: A Case Study. 4. Project Integration Management. 5. Project Scope Management. 6. Project Time Management. 7. Project Cost Management. 8. Project Quality Management. 9. Project Human Resource Management. 10. Project Communications Management. 11. Project Risk Management. 12. Project Procurement Management. Appendix A Guide to Using Microsoft Project 2010. Appendix B Advice for the Project Management Professional Exam (PMP) and Related Certifications. Appendix C Additional Running Cases.
500 page info-mercial promoting project management above all oth
500 page info-mercial promoting project management above all other means of making a living. Her tone could not be more off-putting. I feel slimy just reading it. It's not surprising "integrity" comes far down the list on qualities that project managers think they need to have, what is surprising is that it appears at all on the list. For someone who claims to value communication skills, the author has a very difficult time getting her point across and repeats herself..repeats herself.. repeats herself. One point that does come through loud and clear is her disdain for worker bees as she gleefully describes an anecdote of someone who focuses on getting a product finished and done properly rather than schmoozing, who loses his job to someone whose primary focus is sucking up and who stabs him in the back. (pages 130 and 166) Unfortunately she does not disclose the company where this allegedly occurred.
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