Breakthrough technology project management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
San Diego [u.a.]
Academic Press
2001
|
| Ausgabe: | 2. ed. |
| Schriftenreihe: | e-business solutions
|
| Schlagworte: | |
| Online-Zugang: | Publisher description Table of contents Inhaltsverzeichnis |
| Beschreibung: | XXV, 342 S. graph. Darst. |
| ISBN: | 0124499686 |
Internformat
MARC
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| 100 | 1 | |a Lientz, Bennet P. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Breakthrough technology project management |c Bennet P. Lientz ; Kathryn P. Rea |
| 250 | |a 2. ed. | ||
| 264 | 1 | |a San Diego [u.a.] |b Academic Press |c 2001 | |
| 300 | |a XXV, 342 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 490 | 0 | |a e-business solutions | |
| 650 | 7 | |a Gestion de projet |2 rasuqam | |
| 650 | 7 | |a Informatietechnologie |2 gtt | |
| 650 | 7 | |a Leiderschap |2 gtt | |
| 650 | 7 | |a Project Management (PM) |2 pmbok | |
| 650 | 7 | |a Projectmanagement |2 gtt | |
| 650 | 7 | |a Projectontwikkeling |2 gtt | |
| 650 | 7 | |a Projektmanagement |2 swd | |
| 650 | 7 | |a Teamwork |2 gtt | |
| 650 | 7 | |a Technologiemanagement |2 swd | |
| 650 | 7 | |a Technologies de l'information |2 rasuqam | |
| 650 | 4 | |a Project management | |
| 650 | 4 | |a Computer systems | |
| 650 | 0 | 7 | |a Projektmanagement |0 (DE-588)4047441-0 |2 gnd |9 rswk-swf |
| 655 | 7 | |a Guide (Descripteur de forme) |2 rasuqam | |
| 689 | 0 | 0 | |a Projektmanagement |0 (DE-588)4047441-0 |D s |
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| 700 | 1 | |a Rea, Kathrryn P. |e Verfasser |4 aut | |
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Datensatz im Suchindex
| _version_ | 1804128422544277504 |
|---|---|
| adam_text | Contents
Preface xvii
About the Authors xxv
Parti
Improving the Project Management Process
Chapter 1
Introduction
Project Management Concepts 3
Definitions 3
Differences between Standard and IT Projects 5
Trends in Business 6
Trends in Technology 7
Trends in Systems 7
Trends in Project Management 8
Common Systems Project Management Myths 9
Why IT Projects Fail 11
Traditional Project Process 11
Twenty Six Reasons That Systems Projects Fail 12
Guidelines for Success 15
Modern Project Management Process 15
Why Projects Succeed 16
Organization of the Book 17
E Business Lessons Learned 17
What to Do Next 18
Summary 19
v
vi Contents
Chapter 2
Developing Your Project Management
Process and Strategy
Introduction 21
Approach 22
Step 1: Establish Basic Components of the Project
Management Process 23
Step 2: Define Critical Business Processes and Activities as Well as the
System Architecture and Process Plans 26
Step 3: Review All Current Projects and Associate Them with the
Process Plans and Architecture 26
Step 4: Develop Project Concepts for New Project Ideas
and Current Projects 27
Step 5: Analyze and Relate All Project Concepts 28
Step 6: Determine Which Projects Will Be Approved
for Implementation 28
Step 7: Develop Detailed Project Plans for Approved Projects
and Begin Work 29
Step 8: Manage, Monitor, and Report on the Project Slate 29
Step 9: Develop and Implement Criteria for Project Ending
and Termination 30
Transition to the New Project Management Process 30
Marketing the New Project Management Process 31
Example: Beaumont Insurance 33
E Business Lessons Learned 35
Guidelines 36
What to Do Next 37
Summary 37
Chapter 3
Managing Multiple Projects and the Project Slate
Introduction 39
Approach 41
Categories of Interdependence 41
Assessment of Current Projects 43
Planning across Multiple Projects 47
Setting Priorities and the Project Slate 47
Example: Astro Bank 52
Contents vii
E Business Lessons Learned 54
Guidelines 54
What to Do Next 55
Summary 55
Part II
Developing Your Project Plans
Chapter 4
The Project Concept
Introduction 59
Approach 60
What Is in the Project Concept? 60
Conceiving of a Project 61
Step 1: Define Alternatives for the Project Objectives 64
Step 2: Determine Alternatives for the Scope of the Project 65
Step 3: Prepare Alternative Schedules, Costs, and Benefits 68
Step 4: Define the Role for the Alternatives 69
Step 5: Analyze the Results of Steps 1 4 and Determine the
Recommended Project Concept 70
Step 6: Identify Initial Issues 70
Step 7: Obtain Management Feedback and Commitment 71
Example: Astro Bank 72
E Business Lessons Learned 74
Guidelines 74
What to Do Next 75
Summary 75
Chapter 5
The Right Project Leader
Introduction 77
Approach 78
What Should You Look for in a Project Leader? 78
How Do You Find and Select Project Managers? 80
What Are the Duties of a Modern Project Leader? 81
How Do the Duties Shift during the Life of the Project? 85
viii Contents
What Does a Project Leader Need to Know? 85
How Do You Become a Project Leader? 86
What Is the Role of a Superproject Leader? 86
How Do the Responsibilities of a Manager of a Small Systems Project
Differ from That of a Large Project? 87
What Is the Role of the Project Coordinator? 88
What Are the Role and Suitability of the Project Office? 88
Can a Project Leader Manage Multiple Projects? 89
Sources of Failure for a Project Leader 90
Success for a Project Leader 91
How Do You Measure a Project Leader? 92
Examples of Project Leaders 92
Project Leaders in Manufacturing 92
General Systems Project Leader 93
E Business Lessons Learned 93
Guidelines 94
What to Do Next 94
Summary 95
Chapter 6
Building the Project Team
Introduction 97
Approach 99
What Are the Responsibilities of Team Members? 99
What Skills Do You Require for the Team—by Phase? 99
When Should You Form the Team? 100
How Do You Get Team Members? 101
Should You Use Consultants? 101
How Should You Hire and Direct Consultants? 103
Team Dynamics 104
Sharing Team Members between Projects 105
Common Team Problems 106
Managing Teams 108
How Do You Keep Team Members? 109
How Do You Discharge and Replace Team Members? 109
Example: Astro Bank 110
E Business Lessons Learned 111
Guidelines 111
What to Do Next 113
Summary 113
Contents ix
Chapter 7
Developing the Project Plan
Introduction 115
Approach 116
What Information Must Be Managed? 116
What Methods and Tools Will Be Employed for Project
Management? 116
What Methods and Tools Will Be Used Directly in the Project? 119
How Do Templates, Issues, Lessons Learned,
and the Plan Link? 120
How Should You Develop Project Templates? 121
How Do You Establish an Effective and Flexible Task List? 121
How Should You Assign Resources? 123
How Do You Relate Areas of Risk to the Plan? 123
How Should You Establish Dates and Durations? 124
How Should You Link Projects? 124
How Do You Create the Project Budget? 125
How Do You Determine Benefits? 128
How Should You Establish Multiple Projects? 128
How Do You Establish a Baseline Plan? 128
How Do You Sell the Plan? 129
How Do You Fix an Existing Schedule? 130
Example: Electronic Commerce 131
E Business Lessons Learned 131
Guidelines 132
What to Do Next 132
Summary 133
Part III
Managing Projects
Chapter 8
Effective Project Tracking and Coordination
Introduction 137
Approach 138
How Do You Identify and Manage Issues? 138
How Do You Measure Open Issues? 139
x Contents
What General Issues Analysis Do You Perform? 140
How Do You Measure the Work in a Systems
and Technology Project? 141
How Do You Analyze a Project? 143
How Do You Perform Budget versus Actual Analysis? 146
How Do You Track Multiple Projects? 146
How Should You Communicate Effectively
with Management? 147
How Do You Cope with a Project Crisis? 152
How Can You Effectively Employ Lessons Learned? 152
Example: Beaumont Insurance 153
E Business Lessons Learned 153
Guidelines 154
What to Do Next 155
Summary 155
Chapter 9
Software Development
Introduction 157
Modern versus Traditional Development 157
Methods and Tools 158
Approach 159
Requirements for a Development Approach 159
Steps in a Development Approach 160
Step 1: Understand the Current Business Process
and Systems 161
Step 2: Define the New or Modified Business Process 163
Step 3: Determine the Benefits, User Requirements,
and System Requirements 165
Step 4: Design the New Transactions, System,
and Interfaces 168
Step 5: Develop, Integrate, and Test the System 169
Step 6: Prepare Operations Manuals, Training Materials, and
Operations Procedures 170
Step 7: Convert and Set Up the System and Process
for Operation 170
Step 8: Convert to the New Process and System 171
Example: Arcadia Health Services 171
E Business Lessons Learned 173
Guidelines 173
Contents xi
What to Do Next 174
Summary 174
Chapter 10
Operations, Maintenance, and Enhancement
Introduction 175
Approach 177
A Proactive Management Approach 177
Step 1: Measure Information Systems Allocations 179
Step 2: Develop Process Plans for Key Processes 181
Step 3: Create a Strategic Systems Plan 183
Step 4: Construct Departmental Systems Plans 184
Step 5: Set the Slate of Work 184
Step 6: Follow Through on the Work 188
Example: Rapid Energy Company 190
E Business Lessons Learned 190
Guidelines 191
What to Do Next 191
Summary 192
Chapter 11
Software Packages
Introduction 193
Approach 195
Steps in Implementation 195
Step 1: Assess Your Current Systems, Processes,
and Technology 196
Step 2: Evaluate Software Packages and
Support Requirements 198
Step 3: Select the Package and Negotiate the Contract 203
Step 4: Install the Software and Conduct a Pilot Project 204
Step 5: Undertake Full Scale Implementation 209
Examples 210
South County—A Near Disaster 210
Vixen Manufacturing 211
E Business Lessons Learned 212
Guidelines 212
What to Do Next 213
Summary 213
xii Contents
Chapter 12
Technology Projects
Introduction 215
Approach 216
Your Information Systems and Technology Architecture 216
Risks in Technology Projects 218
Costs and Benefits of Technology Projects 219
Steps in a Technology Project 220
Step 1: Determine Technology Opportunities 221
Step 2: Define the Long Term Architecture 222
Step 3: Develop a Technology Project Strategy 223
Step 4: Evaluate and Select Products 225
Step 5: Develop the Project Plan 226
Step 6: Implement the Technology 227
Step 7: Measure the Project Results 227
Things That Go Wrong and What to Do about Them 228
Examples 230
Electronic Commerce 230
Groupware 230
Intranet/Internet 231
E Business Lessons Learned 231
Guidelines 232
What to Do Next 232
Summary 233
Part IV
How to Successfully Address Project Issues
Chapter 13
Business Issues
Introduction 237
Issues 237
Issue: The Business Unit Changes
Requirements Frequently 237
Issue: The Business Unit Does Not Provide Good People
for the Project 239
Issue: The Business Unit Is Unwilling to Change the
Business Process 240
Contents xiii
Issue: Several Business Units Cannot Agree
among Themselves 241
Issue: The Business Unit Cannot Consistently
Resolve Issues 242
Issue: The Business Unit Staff Members Do Not Know
the Business Process 242
Issue: The Existing Business Process Is in Poor Condition 243
Issue: Middle Level Business Unit Management Resists Change
and the System 244
Issue: The Business Unit Attempts to Dominate
the Project 245
Issue: The Business Unit View Does Not Fit with That of Upper
Management or the Industry 246
Issue: Business Unit Managers and Staff Lack
Technical Knowledge 247
Issue: Business Unit Management Is Replaced 248
Issue: The Business Unit Has No Interest in the Project 248
Issue: Other Work or Projects Have Higher Priority for the Business
Unit Than Your Project Does 249
Issue: The Business Unit Has Existing Technology That Conflicts with
That of the Project 250
What to Do Next 251
Summary 251
Chapter 14
Human Resource Issues
Introduction 253
Issues 253
Issue: Turnover of Project Team Members 253
Issue: Lack of Commitment 256
Issue: Lack of Knowledge 257
Issue: Team Members Are Inflexible 258
Issue: Team Members Resist Project Management 260
Issue: Conflicts within the Team 260
Issue: Team Members Spend Too Much Time on the
Wrong Tasks 261
Issue: Team Members Are Overcommitted to Projects 262
Issue: There Is a Personnel Gap—Missing Skills 263
Issue: A Team Member Is Reluctant to Leave the Project 264
Issue: Team Members Spend Too Much Time
in Communications 264
xiv Contents
Issue: A Team Member Resists Learning New Skills 265
Issue: A Team Member Leaves, Producing a Gap 267
Issue: The Quality of a Team Member s Work Is Inadequate 268
Issue: There Is Conflict between Junior and Senior Staff 269
Issue: The New Team Member Does Not Fit 270
What to Do Next 271
Chapter 15
Management Issues
Introduction 273
Issues 273
Issue: Management Changes Direction of the Project 273
Issue: Management Loses Interest 274
Issue: Key Manager Who Supported the Project Leaves 275
Issue: Management Expands Scope 276
Issue: There Is No Will to Allocate Resources 276
Issue: Management Rules by Consensus 277
Issue: Management Locks onto Hot Topics 278
Issue: Management Adopts a Specific Package and Jams It Down
Everyone s Throat 278
Issue: Management Listens Too Much to Consultants 279
Issue: Management Wants to Change E Business Priorities 280
Issue: Marketing Defines New E Business Initiatives
with Management Support 281
What to Do Next 282
Summary 282
Chapter 16
Technical Issues
Introduction 283
Issues 283
Issue: Legacy System Support Is Too Resource Intensive 283
Issue: There Is a Lack of Available Training for Staff 284
Issue: The Technology Requires a Learning Curve That Is
Too Long 285
Issue: There Is a Lack of Experience and Knowledge
of the Technology 286
Issue: The Technology Does Not Work 287
Issue: Ordering and Delivery of the Technology Are Delayed 288
Contents xv
Issue: A New Version of the Technology Will Be
Available Soon 289
Issue: There Is a Lack of Support for Interfaces to
Existing Technology 290
Issue: There Is a Gap in the Technology 290
Issue: The Pilot Results from the Technology Were
Not Successful 291
Issue: The Performance of the Technology Is Not Satisfactory 292
Issue: Features Are Missing 293
Issue: The Technology in Use Is Obsolete 294
Issue: The Technology Is Not Scalable to Handle
the Workload 295
Issue: The Wrong Direction in Technology Was Taken 296
What to Do Next 297
Summary 297
Chapter 17
Vendor and Consultant Issues
Introduction 299
Issues 299
Issue: There Is a Lack of Support from the Vendor 299
Issue: The Vendor Attempts to Take Over the Project 301
Issue: The Vendor Delivers Something Different from What
Was Promised 302
Issue: The Vendor Provides the Wrong Staff 303
Issue: The Vendor Takes a Different Business Direction,
Leaving You Adrift 304
Issue: The Vendor s Staff Members Are Absent from the Project
Too Much 305
Issue: The Vendor s Work Is of Poor Quality 306
Issue: The Vendor s Skills Are Insufficient, Producing a Gap 306
Issue: The Vendor s Staff Members Seem to Remain
on the Project Forever 307
Issue: There Is No Committed Schedule from the Vendor 308
Issue: There Is Substantial Turnover of Vendor Staff Assigned
to the Project 309
Issue: There Are Delays in Vendor Responses to Problems, Affecting
the Project 310
Issue: The Vendor s Staff Members Are Locked into Their Own
Methods, Which Are Incompatible with the Project 311
Issue: The Project Is Overdependent on the Vendor 312
xvi Contents
Issue: Vendors Don t Cooperate among Themselves 312
Issue: Vendor Subcontracts Out the Work
and Then Disappears 313
Issue: Vendor Uses What It Did on Your Project
with Its Next Client 314
Issue: Vendor Turns Over Work Products That Are
Not Usable 315
What to Do Next 315
Summary 316
Chapter 18
How to Implement Improved Project Management
Introduction 317
Approach 317
Quick Hit Implementation Steps 317
Intermediate Term Actions 320
Long Term Steps 321
Points of Potential Resistance and What to Do 323
Summary 324
Bibliography 325
Web Sites 327
Appendix 1: The Magic Cross Reference 329
Appendix 2: Issues Checklist 333
Index 337
|
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| indexdate | 2024-07-09T18:49:00Z |
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| language | English |
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| series2 | e-business solutions |
| spelling | Lientz, Bennet P. Verfasser aut Breakthrough technology project management Bennet P. Lientz ; Kathryn P. Rea 2. ed. San Diego [u.a.] Academic Press 2001 XXV, 342 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier e-business solutions Gestion de projet rasuqam Informatietechnologie gtt Leiderschap gtt Project Management (PM) pmbok Projectmanagement gtt Projectontwikkeling gtt Projektmanagement swd Teamwork gtt Technologiemanagement swd Technologies de l'information rasuqam Project management Computer systems Projektmanagement (DE-588)4047441-0 gnd rswk-swf Guide (Descripteur de forme) rasuqam Projektmanagement (DE-588)4047441-0 s 1\p DE-604 Rea, Kathrryn P. Verfasser aut http://www.loc.gov/catdir/description/els031/00106396.html Publisher description http://www.loc.gov/catdir/toc/els031/00106396.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009301490&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Lientz, Bennet P. Rea, Kathrryn P. Breakthrough technology project management Gestion de projet rasuqam Informatietechnologie gtt Leiderschap gtt Project Management (PM) pmbok Projectmanagement gtt Projectontwikkeling gtt Projektmanagement swd Teamwork gtt Technologiemanagement swd Technologies de l'information rasuqam Project management Computer systems Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Breakthrough technology project management |
| title_auth | Breakthrough technology project management |
| title_exact_search | Breakthrough technology project management |
| title_full | Breakthrough technology project management Bennet P. Lientz ; Kathryn P. Rea |
| title_fullStr | Breakthrough technology project management Bennet P. Lientz ; Kathryn P. Rea |
| title_full_unstemmed | Breakthrough technology project management Bennet P. Lientz ; Kathryn P. Rea |
| title_short | Breakthrough technology project management |
| title_sort | breakthrough technology project management |
| topic | Gestion de projet rasuqam Informatietechnologie gtt Leiderschap gtt Project Management (PM) pmbok Projectmanagement gtt Projectontwikkeling gtt Projektmanagement swd Teamwork gtt Technologiemanagement swd Technologies de l'information rasuqam Project management Computer systems Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Gestion de projet Informatietechnologie Leiderschap Project Management (PM) Projectmanagement Projectontwikkeling Projektmanagement Teamwork Technologiemanagement Technologies de l'information Project management Computer systems Guide (Descripteur de forme) |
| url | http://www.loc.gov/catdir/description/els031/00106396.html http://www.loc.gov/catdir/toc/els031/00106396.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009301490&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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