Project Management for Information Systems

Project Management for Information Systems

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Description

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.

This fifth edition has new material on:

development life-cycles and approaches (including agile approaches)

different types of IS projects and how to manage them

implementing change through information systems

updated coverage of leadership and management.
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Product details

  • Paperback | 464 pages
  • 186 x 246 x 24mm | 898.11g
  • Prentice Hall
  • Upper Saddle River, United States
  • English
  • 5th edition
  • 0132068583
  • 9780132068581
  • 410,550

Table of contents

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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Rating details

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3.76 out of 5 stars
5 23% (3)
4 46% (6)
3 23% (3)
2 0% (0)
1 8% (1)
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