Complex IT Project Management: 16 Steps to Success, 1st Edition (Hardback) book cover

Complex IT Project Management

16 Steps to Success, 1st Edition

By Peter Schulte

CRC Press

336 pages | 23 B/W Illus.

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Hardback: 9780849319327
pub: 2003-09-17
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pub: 2003-09-17
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Description

Project Managers leading massive IT projects--defined as projects rolling out deliverables across geographic boundaries with budgets ranging well into the millions--need a unique level of expertise and an arsenal of personal and professional skills to successfully accomplish their tasks. Large IT initiatives inherently contain business conditions, technology quirks, and participant and managerial agendas that make them exceedingly difficult to execute.

Complex IT Project Management: Sixteen Steps to Success reveals a project management process that the author has proven to be successful in many complex real-world projects. Each step is presented in its logical sequence, with the connections between management methods and project goals clearly defined. The author often refers to the successful tactics he employed, providing you with a strategy to overcome the challenges found in even the most intricate IT projects.

This book stands as the perfect tool for project managers at all levels of experience who plan to tackle a high-profile initiative. It also serves as a guide for project sponsors searching for the right manager, and for consultants recommending best practices for the workplace.

Table of Contents

PROJECT IS MORE THAN ITS TECHNICAL DELIVERABLES

Provisioning ISDN

How Did We Do?

The Project in Context

The Big Thirteen

Discovery Techniques

Interviewing Techniques

LEARNING REQUIREMENTS IS OUR FIRST PRIORITY

The Trouble with Requirements

ISDN Case Study Requirements

How Requirements Are Derived

An Airport Is Born

Applying the Big Thirteen

Develop an Issues List

Eliminate as Many Issues as Possible

Assign Real Issues to the Right Party

Why You Assign Issues

Turning Issues into Assumptions

Socialize Your Assumptions

Analyze and Incorporate Feedback

Get Universal Signoff on Requirements

Address the Feasibility of Implementing Requirements

Turning Requirements into Specifications

Mapping Requirements to the Project Plan

Work Flow Analysis

USING TECHNOLOGIES TO MEET REQUIREMENTS

Why Technologies Should Be Used

How Technologies Really Get Used

How Technologies Fail

How to Determine if It Is Going to Work

Understand Your Technologies

Review Validation Plan

Review Risk

Review Potential Integration Issues

Review with Customer and Beneficiaries

Submit to Technology Review Board if Required

Commence Validation Processes, and Adjust as Required

Proceed with Rollout, Invoking Your Plan Bs as Required

DEVISING AN IMPLEMENTATION STRATEGY PRECEDES SCHEDULING

What Is an Implementation Strategy?

That Was an Implementation Strategy

Why Do I Need an Implementation Strategy?

How Do I Use This Implementation Strategy?

Building Your Implementation Strategy

Finding Gaps with the Implementation Strategy

Implementation Strategy Components

An IT Implementation Strategy Example

A Vendor Management Implementation Strategy

PLAN B IS AN INTEGRAL PART OF THE PROJECT PLAN

What Is a Plan B?

A Word About Risk

When Is Risk Risk?

Identifying Risk

Murphy's Law

Uncovering Project Risk

Uncovering Beneficiary Risk

Uncovering Corporate Risk

What to Do with These Questions

The Cost of Risk Management

Next Steps in Risk Planning

Plan B Strategies

Plan B Triggers

Sample Trigger

Pulling Your Plan B Together

Sample Plan B: A Not So Wide Area Network

Writing The Plan

Planning Process Objectives

Six Steps towards Successful Planning

Starting the Schedule Build

The Project Pyramid

How to Use the Pyramid

Getting Serious about Your Schedule

Drafting the First Master Schedule

Selling the Critical Path

Getting Ready for the Detail

Finally, Your Project Calendar

Managing Team Lead Plan Detail

Pulling It All Together

HOW TO STATUS YOUR PROJECT

Rules of Engagement

The Politics of Bad News and Escalation

The Shell Answer Man

Raising a Project "Jeopardy"

Checking Status against the Project Plan

Status Report: Smooth Sailing

Status Report: Rough Waters Ahead

Handling Challenges to the Schedule

Generic Reactions

Adjusting Your Schedule

Issues List

When Late Matters

Quality of Deliverables

MANAGING PROJECT INFORMATION

Documentation Guidelines

What You Should Document

Communications Strategy

Meetings

MANAGE YOUR DOLLARS

Where Did the Number Come From?

Budgetary Assumptions

Budgetary Source Data

Creating Estimates

Budget Laundry List

Things Can Look Odd under the Budgetary Microscope

Handling Prospective Shortfalls

Service Delivery and Cost Recovery

When Is an Approved Expenditure Approved?

Where Does the Money Go?

Tracking Expenditures

Overruns

UNDERSTANDING AND MANAGING VENDORS

About Vendors

Existing Vendors

New Vendors

Vendor Selection Process

Doing RFPs Right

Thirteen Steps of Vendor Management

MANAGE YOUR TURNOVER

The Handoffs

Production Support Models

Understanding the Model

Support Requirements

Runbooks

Negotiating Support

HANDLING YOUR TEAM

Working with People as a Manager

Leadership

Your Role versus Theirs

Decision Making

Infighting

Coaching and Mentoring

Ownership

Follow the Bouncing Ball

Project Team Table Manners

MANAGING CUSTOMERS AND BENEFICIARIES

How It Is Supposed to Work

The Customer May Not Always be Right …

Lead, Follow, or Get Out of the Way

Speeds and Feeds

The Dynamics of Public Presentations

Managing Objections

You Can Run but You Cannot Hide

Evaluating Beneficiary Risk

Recognizing Scope Creep

Reacting to Scope Creep

Joint Planning with Beneficiaries

Roles and Responsibilities

User Acceptance Testing

Service Levels

Through the Looking Glass from the Other Side

Bearing Bad News

Negotiations

HANDLE YOUR MANAGEMENT

How Much Autonomy do Project Managers Have?

Management Traits to be on the Lookout For

Management Style

Problem Solving

Your Manager's Political Tendencies

Procrastination

Conflict Avoidance

Risk Aversion

Grasp of Theory and Details

Communications Skills

Basic Rules of Boss Management

LESSONS LEARNED

How Do People Learn?

Setting the Goals for Your Lessons Learned

How Well Was Scope Implemented?

Positive Contributing Factors

Negative Contributing Factors

Gathering the Team Together

Samples

Example: SouthPointe Lessons Learned

BECOMING THE PROJECT ADULT

A Day in the Life

Becoming the Project Adult

What Makes a Great Project Manager?

Experience and Training

Professional Skills

Personal Attributes

About Consulting Project Managers

And Finally…

Subject Categories

BISAC Subject Codes/Headings:
BUS101000
BUSINESS & ECONOMICS / Project Management
COM032000
COMPUTERS / Information Technology
COM051230
COMPUTERS / Software Development & Engineering / General