IT Project Management Essentials, 2007 Edition

Overview

IT Project Management Essentials, 2007 Edition is a hands-on resource book that guides anyone assigned as a project manager through the project management process of designing, developing, and implementing an IT goal. This process includes scheduling and management techniques along with the essential tools, such as stakeholder analysis and reports, for handling these techniques.

This book covers the basic steps in IT project management: scope planning and defining, activity ...

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Overview

IT Project Management Essentials, 2007 Edition is a hands-on resource book that guides anyone assigned as a project manager through the project management process of designing, developing, and implementing an IT goal. This process includes scheduling and management techniques along with the essential tools, such as stakeholder analysis and reports, for handling these techniques.

This book covers the basic steps in IT project management: scope planning and defining, activity defining and sequencing, resource planning, time estimating, schedule developing, cost estimating, and budget developing. Quality control is discussed as an essential element of every step throughout the process. Advanced IT project management techniques and tools are also covered: Six Sigma, Balanced Scorecard, PRINCE2, and Troubled Projects. The book suggests ways to:

  • Revitalize and optimize an existing project
  • Create a corporate team that supports IT needs and goals
  • Develop opportunities
  • Improve customer service through portfolio management

Written in a practical how-to style and organized for fast access to specific information, IT Project Management Essentialsnot only explains the project management process but also takes you step-by-step through the implementation of any IT goal. It includes checklists and templates for the project management documents needed in managing the process.

With your purchase of IT Project Management Essentials, 2007 Edition, you'll receive a free CD-ROM which permits you to search the entire text to quickly locate ideas, terms, or procedures.

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Product Details

  • ISBN-13: 9780735560284
  • Publisher: Wolters Kluwer Law & Business
  • Publication date: 12/28/2006
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 578
  • Product dimensions: 7.00 (w) x 10.00 (h) x 1.30 (d)

Table of Contents


• What Is IT Project Management?: Six Project Management Elements; Project Management Basic Activities; Three Management Levels; Evaluating Project Viability; Developing the Twenty Questions; Some Project Management Advantages and Limitations
• Defining a Project: Project Initiation-Taking the First Step; Assembling a Project Notebook; Assembling a Project Charter; Project Definition and Scope; Defining Assumptions; Risk Management Plan; Developing a Work Breakdown Schedule; Developing a Responsibility Matrix; Project Scope Verification; Project Steering Committee
• Task Planning and Sequencing: Creating a Work Breakdown Structure; WBS Techniques; Numbering for Future Identification; Resource Planning
• Build a Plan: Visualize What Is Needed; Team Members Required; Equipment (Machines); Materials; Process (Method);Planning the End-Game Now; Management Involvement
• Time Estimation Guidelines: Function Point Analysis Overview; COCOMO; Add Administrative Tasks to the Plan; Time Estimation Pitfalls
• Schedule Development: Linking Tasks; Developing a Schedule; Milestones; Project Administration Time; Gantt Charts; PERT/CPM Techniques; Refining a Schedule
• Budget Development: Budgets Begin with Cost Estimates; Creating Cost Estimates; Refining Cost Estimates; Converting Estimates into a Budget; Revising a Budget
• Risk Analysis: Risk and Opportunity Are Two Sides of the Same Coin; Developing a Risk Management Plan; Categorizing Risk; Working the Critical Risks; Risk Mitigation
• Controlling Quality: Quality Process Definition; Controlling the Quality Effort; Continuous Improvement
• Managing Stakeholders:Stakeholder Planning; Identifying Stakeholders; Typical Stakeholders; Meet the Stakeholders!; Stakeholder Communications; Stakeholder Communications Plan
• Project Management Office Processes and Tools: How to Do It; Project Portfolio Management; Processes and Tools; Resource Management; Project Status Reporting; Training; Reference Library
• A Balanced Scorecard Approach to Project Management: Project Documentation Essentials; Documentation Format; PMO Reference Library; Potential Project Documents; Project Scope and Definition Planning; Project Execution; Vendor Management
• Lean Six Sigma Applied to Project Management: Lean Processes Defined; Six Sigma-A Quick Primer; Traditional Six Sigma; Process Analysis Tool Chest; Design for Six Sigma
• Business Continuity Planning: Identify the Critical Processes; Identify Risks (Threats); Develop Action Plans to Reduce These Risks; Writing a Plan; Sources of Additional Information
• Project Information Security: Adding Information Security to a Project; Risk Assessment; Information Security Processes; Information Security Plan; Offsite Support; Sources of Further Information
• Legal Issues: Guiding the Project Through the Compliance Minefield; Health Insurance Portability and Accountability Act; Sarbanes-Oxley Act; SEC Rules; Committee of Sponsoring Organizations; Gramm-Leach-Bliley Act; Fair and Accurate Credit Transactions Act of 2003; Canadian Budget Measures Act; Canadian Personal Information Protection and Electronic Documents Act
• PRINCE2 The UK Standard: What Is PRINCE2?; PRINCE2 Is Product Focuses; PRINCE2's Eight-Step Process; Strengths and Weaknesses of PRINCE2; Certification in PRINCE2; How Does PRINCE2 Compare to PMI's PMBOK?
• Capability Maturity ModelTM: Background; Five Levels of CMMI; Rating a Company's CMMI Level; Using CMMI in Your Organization
• Theory of Constraints: The Basics of Critical Chain Management; The Problem with Time Estimates; Project Management the Constraints Way; Executing a Project Using TOC; Software Tools
• Managing a Troubled Project: Don't Panic-Is There Really a Problem?; Call in the Project Director!; Diagnosing the Problem(s)

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