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Information Technology Project Management

by
Edition:
4th
ISBN13:

9780619215262

ISBN10:
0619215267
Format:
Paperback
Pub. Date:
3/15/2005
Publisher(s):
Cengage Learning
List Price: $123.95
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Summary

This completely revised edition of the best-selling Information Technology Project Management recreates the experience of dozens of projects, both successful and failed, to provide a real-world context for learning. The author explains the foundations of project management - project integration, scope, time, cost, quality, human resources, communications, risk, and procurement - using the experiences of real-life businesses. This new fourth edition includes a running case, new PMBOK Guide, and coverage of Microsoft Project 2003. Accompanying the book is a revised companion Web site, www.course.com/mis/schwalbe4e.

Author Biography

Kathy Schwalbe is an associate professor at Augsburg College in Minneapolis

Table of Contents

Introduction to Project Management
1(37)
Introduction
2(2)
What Is a Project?
4(5)
Examples of Information Technology Projects
4(1)
Project Attributes
5(2)
The Triple Constraint
7(2)
What Is Project Management?
9(7)
Project Stakeholders
10(1)
Project Management Knowledge Areas
11(1)
Project Management Tools and Techniques
12(2)
Project Success Factors
14(2)
The Role of the Project Manager
16(8)
Project Manager Job Description
16(1)
Suggested Skills for Project Managers
17(3)
Valuable Skills for IT Project Managers
20(1)
Importance of Leadership Skills
21(2)
Careers for Information Technology Project Managers
23(1)
The Project Management Profession
24(14)
History of Project Management
25(3)
The Project Management Institute
28(1)
Project Management Certification
29(1)
Ethics in Project Management
30(1)
Project Management Software
31(7)
The Project Management and Information Technology Context
38(32)
A Systems View of Project Management
40(3)
What Is a Systems Approach?
40(1)
The Three-Sphere Model for Systems Management
41(2)
Understanding Organizations
43(6)
The Four Frames of Organizations
43(2)
Organizational Structures
45(3)
Organizational Culture
48(1)
Stakeholder Management
49(4)
The Importance of Top Management Commitment
51(1)
The Need for Organizational Commitment to Information Technology
52(1)
The Need for Organizational Standards
53(1)
Project Phases and the Project Life Cycle
53(8)
Product Life Cycles
56(3)
The Importance of Project Phases and Management Reviews
59(2)
The Context of Information Technology Projects
61(9)
The Nature of Information Technology Projects
61(1)
Characteristics of Information Technology Project Team Members
62(1)
Diverse Technologies
63(7)
The Project Management Process Groups: A Case Study
70(45)
Project Management Process Groups
71(5)
Mapping the Process Groups to the Knowledge Areas
76(2)
Developing an Information Technology Project Management Methodology
78(2)
Case Study: JWD Consulting's Project Management Intranet Site Project
80(35)
Project Initiation
80(7)
Project Planning
87(11)
Project Executing
98(4)
Project Monitoring and Controlling
102(4)
Project Closing
106(9)
Project Integration Management
115(52)
What is Project Integration Management?
116(3)
Strategic Planning and Project Selection
119(18)
Identifying Potential Projects
119(1)
Aligning Information Technology with Business Strategy
120(2)
Methods for Selecting Projects
122(11)
Project Charters
133(4)
Preliminary Scope Statements
137(1)
Project Management Plans
138(7)
Project Management Plan Contents
138(4)
Using Guidelines to Create Project Management Plans
142(1)
Stakeholder Analysis and Top Management Support
143(2)
Project Execution
145(5)
Coordinating Planning and Execution
146(1)
Providing Strong Leadership and a Supportive Culture
146(1)
Capitalizing on Product, Business, and Application Area Knowledge
147(1)
Project Execution Tools and Techniques
148(2)
Monitoring and Controlling Project Work
150(1)
Integrated Change Control
151(5)
Change Control on Information Technology Projects
153(1)
Change Control System
154(2)
Closing Projects
156(1)
Using Software to Assist in Project Integration Management
157(10)
Project Scope Management
167(33)
What is Project Scope Management?
168(2)
Scope Planning and the Scope Management Plan
170(2)
Scope Definition and the Project Scope Statement
172(3)
Creating the Work Breakdown Structure
175(12)
Approaches to Developing Work Breakdown Structures
181(4)
The WBS Dictionary and Scope Baseline
185(1)
Advice for Creating a WBS and WBS Dictionary
186(1)
Scope Verification
187(1)
Scope Control
188(4)
Suggestions for Improving User Input
189(1)
Suggestions for Reducing Incomplete and Changing Requirements
190(2)
Using Software to Assist in Project Scope Management
192(8)
Project Time Management
200(48)
The Importance of Project Schedules
201(3)
Activity Definition
204(2)
Activity Sequencing
206(5)
Dependencies
206(2)
Network Diagrams
208(3)
Activity Resource Estimating
211(2)
Activity Duration Estimating
213(1)
Schedule Development
214(17)
Gantt Charts
215(4)
Critical Path Method
219(7)
Critical Chain Scheduling
226(4)
Program Evaluation and Review Technique (PERT)
230(1)
Schedule Control
231(4)
Reality Checks on Scheduling
232(1)
Working with People Issues
233(2)
Using Software to Assist in Project Time Management
235(13)
Words of Caution on Using Project Management Software
236(12)
Project Cost Management
248(41)
The Importance of Project Cost Management
249(3)
What Is Cost?
250(1)
What Is Project Cost Management?
251(1)
Basic Principles of Cost Management
252(4)
Cost Estimating
256(11)
Types of Cost Estimates
256(2)
Cost Estimation Tools and Techniques
258(2)
Typical Problems with Information Technology Cost Estimates
260(2)
Sample Cost Estimate
262(5)
Cost Budgeting
267(1)
Cost Control
268(9)
Earned Value Management
270(6)
Project Portfolio Management
276(1)
Using Project management Software to Assist in Project Cost Management
277(12)
Project Quality Management
289(49)
The Importance of Project Quality Management
290(3)
What is Project Quality Management?
293(1)
Quality Planning
294(3)
Quality Assurance
297(2)
Quality Control
299(1)
Tools and Techniques for Quality Control
300(14)
Pareto Analysis
300(1)
Statistical Sampling
301(1)
Six Sigma
302(7)
Quality Control Charts and the Seven Run Rule
309(2)
Testing
311(3)
Modern Quality Management
314(6)
Deming and His Fourteen Points for Management
314(1)
Juran and the Importance of Top Management Commitment to Quality
315(1)
Crosby and Striving for Zero Defects
316(1)
Ishikawa and the Fishbone Diagram
317(1)
Taguchi and Robust Design Methods
318(1)
Feigenbaum and Workers Responsibility for Quality
318(1)
Malcolm Baldrige National Quality Award
318(1)
ISO Standards
319(1)
Improving Information Technology Project Quality
320(8)
Leadership
320(1)
The Cost of Quality
321(2)
Organizational Influences, Workplace Factors, and Quality
323(1)
Expectations and Cultural Differences in Quality
324(1)
Maturity Models
324(4)
Using Software to Assist in Project Quality Management
328(10)
Project Human Resource Management
338(47)
The Importance of Human Resource Management
339(6)
Current State of Human Resource Management
340(3)
Implications for the Future of Human Resource Management
343(2)
What is Project Human Resource Management?
345(1)
Keys to Managing People
346(10)
Motivation Theories
346(4)
Thamhain and Wilemon's Influence and Power
350(3)
Covey and Improving Effectiveness
353(3)
Human Resource Planning
356(6)
Project Organizational Charts
357(2)
Responsibility Assignment Matrices
359(2)
Staffing Management Plans and Resource Histograms
361(1)
Acquiring the Project Team
362(6)
Resource Assignment
362(2)
Resource Loading
364(2)
Resource Leveling
366(2)
Developing the Project Team
368(6)
Training
369(1)
Team-Building Activities
370(4)
Reward and Recognition Systems
374(1)
Managing the Project Team
374(2)
Tools and Techniques for Managing Project Teams
374(1)
General Advice on Managing Teams
375(1)
Using Software to Assist in Human Resource Management
376(9)
Project Communications Management
385(39)
The Importance of Project Communications Management
386(2)
Communications Planning
388(3)
Information Distribution
391(8)
Using Technology to Enhance Information Distribution
391(1)
Formal and Informal Methods for Distributing Information
391(2)
Distributing Important Information in an Effective and Timely Manner
393(1)
Selecting the Appropriate Communications Medium
394(2)
Understanding Group and Individual Communication Needs
396(1)
Setting the Stage for Communicating Bad News
397(1)
Determining the Number of Communications Channels
397(2)
Performance Reporting
399(1)
Managing Stakeholders
400(2)
Suggestions for Improving Project Communications
402(12)
Using Communication Skills to Manage Conflict
402(2)
Developing Better Communication Skills
404(1)
Running Effective Meetings
405(2)
Using E-Mail Effectively
407(1)
Using Templates for Project Communications
408(5)
Developing a Communications Infrastructure
413(1)
Using Software to Assist in Project Communications
414(10)
Project Risk Management
424(42)
The Importance of Project Risk Management
425(5)
Risk Management Planning
430(2)
Common Sources of Risk on Information Technology Projects
432(4)
Risk Identification
436(5)
Suggestions for Identifying Risks
436(2)
The Risk Register
438(3)
Qualitative Risk Analysis
441(6)
Using Probability/Impact Matrixes to Calculate Risk Factors
441(4)
Top Ten Risk Item Tracking
445(1)
Expert Judgment
446(1)
Quantitative Risk Analysis
447(6)
Decision Trees and Expected Monetary Value
447(2)
Simulation
449(3)
Sensitivity Analysis
452(1)
Risk Response Planning
453(3)
Risk Monitoring and Control
456(1)
Using Software to Assist in Project Risk Management
456(10)
Project Procurement Management
466
The Importance of Project Procurement Management
467(4)
Planning Purchases and Acquisitions
471(9)
Tools and Techniques for Planning Purchases and Acquisitions
473(5)
Procurement Management Plan
478(1)
Contract Statement of Work
479(1)
Planning Contracting
480(3)
Requesting Seller Responses
483(1)
Selecting Sellers
484(2)
Administering the Contract
486(2)
Closing the Contract
488(1)
Using Software to Assist in Project Procurement Management
488
Appendix A Guide to Using Microsoft Project 2003
1(1)
Introduction
2(1)
New Features of Project 2003
3(4)
Before You Begin
7(1)
Overview of Project 2003
8(20)
Starting Project 2003 and Using the Getting Started and Project Guide Features
8(4)
Main Screen Elements
12(8)
Project 2003 Views
20(5)
Project 2003 Filters
25(3)
Project Scope Management
28(10)
Creating a New Project File
28(2)
Developing a Work Breakdown Structure
30(4)
Saving Project Files With or Without a Baseline
34(4)
Project Time Management
38(18)
Entering Task Durations
38(5)
Establishing Task Dependencies
43(3)
Changing Task Dependency Types and Adding Lead or Lag Time
46(3)
Gantt Charts
49(3)
Network Diagrams
52(2)
Critical Path Analysis
54(2)
Project Cost Management
56(21)
Fixed and Variable Cost Estimates
57(4)
Assigning Resources to Tasks
61(8)
Baseline Plan, Actual Costs, and Actual Times
69(6)
Earned Value Management
75(2)
Project Human Resource Management
77(10)
Resource Calendars
77(3)
Resource Histograms
80(4)
Resource Leveling
84(3)
Project Communications Management
87(11)
Common Reports and Views
87(1)
Using Templates and Inserting Hyperlinks and Comments
88(5)
Saving Files as Web Pages
93(3)
Using the Copy Picture to Office Wizard
96(2)
Exercises
98
Exercise A-1: Web Site Development
99(1)
Exercise A-2: Software Training Program
100(3)
Exercise A-3: Project Tracking Database
103(2)
Exercise A-4: Real Project Application
105
Appendix B Advice for the Project Management Professional (PMP) Exam and Related Certifications
1(1)
Introduction to Project Management Certification Programs
1(1)
What is PMP Certification?
1(13)
What Are the Requirements for Earning and Maintaining PMP Certification?
3(2)
What Is the Structure and Content of the PMP Exam?
5(1)
How Should You Prepare for the PMP Exam?
6(2)
Ten Tips for Taking the PMP Exam
8(2)
Sample PMP Exam Questions
10(4)
What is Project+ Certification?
14(4)
What Are the Requirements for Earning and Maintaining Project+ Certification?
14(1)
Additional Information on the Project+ Exam
15(1)
Sample Project+ Exam Questions
16(2)
What Other Exams or Certifications Related to Project Management are Available?
18(1)
Final Advice on Certification and Project Management in General
19
Appendix C Running Cases
1(1)
Introduction
1(1)
Additional Case 1: Video Game Delivery Project
1(1)
Part 1: Project Integration Management
1(2)
Part 2: Project Scope Management
3(1)
Part 3: Project Time Management
4(1)
Part 4: Project Cost Management
4(2)
Part 5: Project Quality Management
6(1)
Part 6: Project Human Resource Management
7(1)
Part 7: Project Communications Management
8(1)
Part 8: Project Risk Management
8(1)
Part 9: Project Procurement Management
9
Appendix D Templates
1(1)
Introduction
1(1)
Templates From This Text
1(3)
Templates From Other Sources
4(4)
Creating Your Own Templates
8
Appendix E Fissure Project Management Simulation
1(1)
Introduction
1(1)
Introduction to Fissure's Simulation Software
1(1)
Installing and Launching the SimProject Simulation
2(2)
Running the SimProject Simulation
4
Glossary 1(1)
Index 1


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