IT Best Practices: Management, Teams, Quality, Performance, and Projects, 1st Edition (Paperback) book cover

IT Best Practices

Management, Teams, Quality, Performance, and Projects, 1st Edition

By Tom C. Witt

Auerbach Publications

355 pages | 35 B/W Illus.

Purchasing Options:$ = USD
New in Paperback: 9781138374560
pub: 2018-09-18
Hardback: 9781439868546
pub: 2011-12-20

FREE Standard Shipping!


Consistent success does not happen by chance. It occurs by having an understanding of what is happening in the environment and then having the skills to execute the necessary changes.

Ideal for project, IT, and systems development managers, IT Best Practices: Management, Teams, Quality, Performance, and Projects details the skills, knowledge, and attributes needed to succeed in bringing about large-scale change. It explains how to incorporate quality methods into the change management process and outlines a holistic approach for transformation management.

Detailing time-tested project management techniques, the book examines management skills with a focus on systems thinking to offer a pragmatic look at effecting change. Its comprehensive coverage spans team building, quality, project methodology, resource allocation, process engineering, and management best practices. The material covered is validated with references to concepts and processes from such business greats as Dr. Deming, Jack Welch, and Henry Ford. Readers will learn the history behind the concepts discussed along with the contributions made by these great minds.

The text supplies an awareness of the factors that impact performance in today’s projects to supply you with the real-world insight needed to bring about large-scale change in your organization. Although it is geared around change, most of the concepts discussed can be directly applied to improve efficiencies in your day-to-day activities.

Table of Contents


Acquiring Knowledge

Content Material

Management Best Practices



Problem Solving

Decision Making

Ability to Influence the Organization


Meetings for Informational Purposes

Meetings to Sell an Idea or Get Approval

Meetings to Gather Information

Improving Management Best Practice Disciplines

Bad Management Practices


Five Disciplines of System Thinking

The Effects of Management on Subordinates

Management Types

Manager of Maintenance Work

Technical Manager

Project Manager

System Resource Manager

Crisis Management

Jack Welch and Management

Robert Greenleaf and Servant Leadership

Management Wrap-Up

Business Model

High-Performance Teams

Defining High-Performance Teams

HPT Member Classification

HPT Characteristics

High-Performance Team Life Cycle


Introduction to Definition of Quality

Generalist versus Specialist

Tasks Grouping and Quality

Reporting Quality and Performance

Measuring Quality and Performance

W. Edward Deming, Father of Quality

Continuous Quality Improvement

Theory of Constraints

Process Engineering

Lean Management

Six Sigma

Workplace Efficiencies and Distraction



Instant Messaging

Controlling Workplace Inefficiencies

Getting Started for the Workday



Contractor Behavior

Contractors for Knowledge

Contractors for Filling a Resource Void

Using Contractors Successfully

Overseas Contractors


Effects of Defects

Causes of Defects

Knowledge Acquired So Far

Project Selection Criteria

Project Characteristics

Project Success versus Failure




Law of Cause and Effect

Identifying the Cause

Effects of Project Failure

Controlling Failure

Project Methodology

Project Phases




Analyzing (Solution Scoping)




Summary of Testing Steps



Factors That Affect Projects

Project Estimates and Staffing

Project Methodology

Spiral Project Methodology


Extreme Programming (XP)

Dynamic Systems Development Method (DSDM)


Functional Modeling

Design and Build


Feature-Driven Development Method (FDD)

Develop Overall Model

Build Feature List

Plan by Feature

Design by Feature

Build by Feature

Cowboy Development Method

Learning about Spiral

Linear Project Management

Linear Waterfall—Crashing the Timeline

Law of 20–80

Linear versus Spiral

Spiral Strengths

Spiral Weaknesses

Linear Strengths

Linear Weaknesses

Working Environment

Project Management Improvement

Knowledge Areas of a Project

Scope and Integration



Human Resource Allotment






Problem Solving

Influencing the Organization

Decision Making

Project Sizes and the Amount of Form and Art Needed

Small Project Characteristics


Areas Affected


Simple Design and Development

GOOD: Project manager leads the project

BEST: Technical manager or leader leads the project

Medium Project Characteristics


Areas Affected


Design and Development

BAD: Technical manager or leader leads the project

GOOD: Project manager is assigned without a technical lead or technical manager

BEST: Project manager leads with a technical lead assigned

Large Project Characteristics


Areas affected


Complex and Difficult Design and Development

BAD: Project manager leads the project with a technical lead assigned


Never Assume, Always Validate



About the Author

Tom Witt has a B.S. in mathematics, with a minor in coaching, from the University of Wisconsin–Platteville. He has worked in the information technology (IT) environment for almost 30 years. Early in his career, he moved into management for 14 years before entering the project world, in which he has held the titles of office automation manager, project manager, technical manager, technical lead, architect, and system analyst. Most of Tom’s experience has been in the insurance industry in addition to three years in the magazine fulfillment business and three years at an institute of higher education.

Tom has worked on a wide range of projects; he has been a part of the development of new mainframe systems, new web systems, and vendor-purchased imaging systems and system remote workers across the country as well as part of a small team that reengineered a business division for a major insurance company. Many of the projects on which Tom has been involved have affected changes—as many as 200 different systems—throughout the entire enterprise. Tom has acquired knowledge not only through personal experiences but also from outside sources such as external consultants, seminars, books, and a personal network of people. More importantly, he was put into many different types of project and situations that allowed him to apply the many different concepts and knowledge acquired to see the results from a front-line perspective.

Subject Categories

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