Project Management : Best Practices for IT Professionals
Project management leadership is today's #1 business skill. Talented, knowledgeable project managers command the best assignments and compensation: they are the future leaders of business. But expert project managers aren't born that way: they've learned specific, proven techniques and strategies for achieving outstanding results. In Project Management, Richard Murch shares those techniques and strategies. Whether you're managing your first project, or you're an experienced project manager facing tough, new challenges, Project Management offers expert solutions. Start by mastering the fundamentals of project management, including planning, reporting, team building, and team leadership. Understand the entire project lifecycle: planning, analysis, design, construction, testing, rollout, and beyond. Learn practical ways to respond to incessant changes in market conditions, resources, requirements and schedules; and learn how to manage risks and problems more effectively. Master today's latest rapid software development methodologies and techniques; and discover how to handle the unique challenges of IT and knowledge management projects. Finally, leverage the latest Internet and intranet-based project management tools and resources.
- Hardback | 272 pages
- 184.7 x 242.3 x 23.1mm | 680.4g
- 19 Oct 2000
- Pearson Education (US)
- Prentice Hall
- Upper Saddle River, United States
- Illustrations, port.
Back cover copy
Master project management, today's most critical business skill! Project management leadership is today's #1 business skill. Talented, knowledgeable project managers command the best assignments and compensation: they are the future leaders of business. But expert project managers aren't born that way: they've learned specific, proven techniques and strategies for achieving outstanding results. In "Project Management," Richard Murch shares those techniques and strategies. Whether you're managing your first project, or you're an experienced project manager facing tough, new challenges, "Project Management" offers expert solutions. You'll find coverage of all this, and more: The fundamentals of project management, planning, reporting, team building, and team leadership The project lifecycle: planning, analysis, design, construction, testing, rollout, and beyondResponding to constant changes in market conditions, resources, requirements, and schedulesMastering today's latest rapid development management techniquesManaging risks and problems more effectivelyHandling the unique challenges of IT and knowledge management Leveraging Internet and intranet-based project management tools and resources At last, there's a single source for all the expertise project managers need to be successful! Next time you're called upon to do the impossible--and do it yesterday--reach for the one book that can help you make it happen: "Project Management" by Richard Murch.
Table of contents
I. INTRODUCTION TO PROJECT MANAGEMENT. 1. Evolution of Project Management. Introduction. Industrial Revolution. Key People in Early Project Management. Other Significant Events. Conclusions.II. PRINCIPLES OF PROJECT MANAGEMENT. 2. Basic Skills for Project Managers`. Introduction. What Does a Project Manager Do? Necessary Skills. Personal Skills. Technical Skills. Management Skills. Coping Skills. Manage One Project-or Many? Project Management Skills Development. Keys to a Successful Skills Management Endeavor. Conclusions.3. Project Planning and Reporting. Introduction. Project Planning Deliverables. Project Standards. How Much Detail? Project Status -An Example. Customer Satisfaction/Follow-On Potential. Conclusions.4. Project Teams. Shortages in Information Technology Staff. Need for Retention. The Cost of Information Technology Staff Replacement- An Analysis. Retention-Meeting Needs. Conclusions.III. THE PROJECT MANAGEMENT LIFECYCLE. 5. Project Lifecycle Overview. Introduction. Purpose. Background. Goals. Overview. Lifecycle Process Management. Stakeholders. Audience. Roles and Responsibilities. Revision Process. New Releases. Communication. Section Layout and Structure. Phase Checklists. CRUD-Deliverables Matrix.6. Project Planning Phase. Purpose. Objectives. Activities. Initiate Project and Organize. Project Definition and Planning. Management Review and Approval. Roles. Inputs. Information Plan. Outputs. Business Case. Conceptual Design. Project Plan. Milestones. Project Plan Sign-Off. Tools.7. Analysis and Design Phases. Analysis Phase. Purpose. Objectives. Activities. End User Requirements. Roles. Inputs. Conceptual Design. Current System Description. Enterprise Model. Information Plan. Outputs. Business Process Prototype. Requirements Specification. Quality Requirements. Milestones. Architecture Analysis Assessment Complete (Optional). Requirements Sign-Off. Tools. Design Phase. Purpose. Objectives. Activities. Quality Verification and Validation (QV&V). Roles. Inputs. Corporate Standards. Business Process Prototype. Requirements Specification. Outputs. Design Document. Milestones. Architecture Design Assessment Complete. Design Sign-Off. Lifecycle Assessment Complete. Tools.8. Construction Phase. Purpose. Objectives. Activities. Detailed Design. Programming. Roles. Inputs. Design Document. Outputs. Code. Programming Work Units. Test Database. Unit/String Test Results. Milestones. Code Review Complete. String Test Sign-Off. Tools.9. Test Planning and Preparation. Purpose. Objectives. Activities. Design Testing Approach. Plan Test. Create Test Model. Roles. Inputs. The Corporation IT Standards Environment. Conversion Plan. Data Conversion Processes. Design Document. Requirements Specification. Outputs. Automated and Manual Test Procedures. Test Model. Test Plan. Milestones. Test Plan Sign-Off. Testing Phase. Purpose. Objectives. Activities. Roles. Inputs. Outputs. Milestones. Tools. Preparation Phase. Purpose. Objectives. Activities. Roles. Inputs. Outputs. Milestones.10. Roll-out Planning and Implementation Phase. Purpose. Objectives. Activities. Design Data Conversion Processes. Complete Rollout and Conversion Plans. Develop Conversion Procedures. Prepare Site. Create Conversion Files. Roles. Inputs. Design Document. Current System Descriptions. Outputs. Conversion Plan. Converted Data. Data Conversion Processes. Rollout Plan. Milestones. Conversion Readiness Sign-Off. Rollout. Purpose. Objectives. Activities. Roles. Inputs. Outputs. Milestones.IV. PROJECT MANAGEMENT TECHNIQUES. 11. Project Management Methodologies. Introduction. What Is a Methodology, and Why Use One? Methodology Structures. Why Use a Methodology? Author's Prediction. What Are the Products? A Case in Point. Conclusions. Suggested Readings.12. Managing Rapid Application Development. Introduction. RAD Concepts. Objectives and Benefits of RAD. Objectives. Benefits. The RAD Lifecycle. RAD Project Management Factors. Shorter Duration. Empowered End Users. Use of Existing Architectures and Technology. Proven Methodology. A Highly Motivated Team. Application Complexity. The Internet. The Roles of the RAD Team Members. The RAD Facilitator. The Management Sponsor. Information Specialists. The Scribe. Specialists. Observers. Conclusions. Suggested Readings.13. Managing Risks. Introduction. What Can Happen with No Risk Management. Information Technology Risk Management Objectives. Types of Risk in Project Management. The Risk Management Process. Risk Management Plan. Identifying the Risks. Risk Watch List. Assess and Monitor Risks. Contingency. Enterprise Risk Profile. Conclusions. Suggested Readings.14. Managing Problems. Introduction. Who Uses Problem Solving? The Problem Solving Model. Understand the Problem. Define the Root Causes. Determine the Solutions. Decide and Plan. Implement and Evaluate. A Matrix Guide. Other Problem Management Techniques. Conclusions. Suggested Readings.15. Other Techniques. Introduction. Software Quality Assurance. Configuration Management. Requirements Management. SWOT Analysis. Release Management. Software Subcontract Management. Quality Reviews. Crisis Management. Suggested Readings.V. SPECIAL TOPICS IN PROJECT MANAGEMENT. 16. Knowledge Management. Introduction. Why Is KM Necessary? Sources of Knowledge Capital. The Potential for Project Management-KM for PM. Conclusions. Suggested Readings.17. Project Management and the Internet. Introduction. Personal Computers, Growth and the Internet. Implications for Project Management. The Virtual Office. An Internet Project Management Model. Communication. Recruitment. Training. Conclusions.Appendix A: Software Engineering Institute. Introduction. Mission and Charter. Products and Services. Author's Recommendation. Conclusion.Appendix B: Project Management Institute. Introduction. Certification. International Awards. Seminars and Education. Recruitment. Membership Offerings. Recommendation. More Information.Appendix C: Additional Project Management Resources. Center for International and Program Management. Guide to Project Management Web Sites. International Journal of Project Management. The International Research Network. Project Management Institute of Canada. The Program/Project Management Initiative. The Project Manager's Reference Site. The Project Management Forum. U.S. Army Corps of Engineers 233 The International Project Management Help Desk. Association for Project Management. ProjectNet. Professional and Standards Organizations.Appendix D: A Sample Crisis Plan. Introduction.Index.
About Richard Murch
RICHARD MURCH has worked with IBM and Andersen Consulting and is currently a Project Manager and Consultant in Columbus, Ohio. A regular speaker at systems development conferences throughout North America, Europe, Asia, and the Pacific, he has managed IT projects of virtually every type and size over a period of 30 years. Murch is author of Intelligent Software Agents and Open Source (both from Prentice Hall PTR).