Holdings: Breakthrough technology project management

Breakthrough technology project management:

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Bibliographic Details
Main Authors:	Lientz, Bennet P. (Author), Rea, Kathrryn P. (Author)
Format:	Book
Language:	English
Published:	San Diego [u.a.] Academic Press 2001
Edition:	2. ed.
Series:	e-business solutions
Subjects:	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)
Online Access:	Publisher description Table of contents Inhaltsverzeichnis
Physical Description:	XXV, 342 S. graph. Darst.
ISBN:	0124499686

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MARC


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Record in the Search Index

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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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author	Lientz, Bennet P. Rea, Kathrryn P.
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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)
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