Chapter 9 – Read the Running Case. Each team member will complete tasks 1, 2 and 3 and submit individually here. Chapter 9 – Read the R
Chapter 9 – Read the Running Case.
Each team member will complete tasks 1, 2 and 3 and submit individually here.
Chapter 9 – Read the Running Case:
Several people working on the Global Treps Project are confused about their responsibilities for
providing content for the new website. Recall that the team members include you, the project
manager, Bobby, the IT guy, and three people who will run shark-tank-like events in Vietnam,
India, and Ethiopia (Kim, Ashok, and Alfreda). Recall that the activities in the WBS for the
in-house development include the following:
1.3.2.1 Guidelines and templates for events
1.3.2.2 Acceptance of ideas for needed new products or services
1.3.2.3 Custom site for 20 events
You and your team also need to provide information for the videos that you are outsourcing.
Recall that the purpose of these short videos is to show people how to use the site and provide
suggestions for holding the events. That activity is 1.3.1.3 Video creation for website in the
WBS. You have selected the company that will do the outsourced video creation, and their main
contact person is Angela.
Task-1. Prepare a RACI chart for the four WBS activities listed. You decide that one person should
be accountable for each of these four activities, spreading the work between you, Kim,
Ashok, and Alfreda. Bobby will be informed on each activity, and you will be consulted on
the ones you are not accountable for. Document key assumptions you make in preparing
the chart.
Task-2. You realize that all of your team members have different personality types, and you believe
you could work better as a team if you understood each other better. You asked everyone
to take an MBTI-based assessment (a free one you found at www.humanmetrics.com).
You are an ENTJ, Bobby is an INTJ, Kim is an ISFP, Ashok is an ESTJ, and Alfreda is an
ISFJ. Find information about each of these MBTI types and summarize their traits as well as
suggestions for improving teamwork.
Task-3. Angela, the person in charge of the company preparing the short videos for you website,
has suggested that you work together to prepare a detailed list of resources available to
help prepare scripts and edit the videos they will create. You decide to use animations
instead of real people in the videos, and Angela’s company has a lot of experience in that
area. Together, you decide that you will need someone to take on the roles of script writers,
script editors, animators, sound experts, content editors, and technical editors. Angela and
her team will do all of the animating, sound, and technical work and will provide guidance
for you and your team to do the other work. To keep costs down and stay on schedule, you
decide to plan for all of the video work to be done in 20 days, using no more than 240 total
hours of effort, with about half of the effort from Angela’s company. Prepare a resource
histogram to estimate the number of hours by role for each of the 20 days. Document key
assumptions you make in preparing the histogram.
Chapter 10 – Read the Running Case.
Each team member will complete tasks 1 and 2 only for this case project and submit individually here.
Chapter 10 – Read the Running Case:
Several issues have arisen on the Global Treps Project. Ashok, your team member in India,
broke his wrist playing tennis yesterday and cannot work on the project at all for three weeks.
His work, which involves helping to edit the videos, starts in one week, so you need to
reassign it to others.
Bobby suggests you use kanban boards to list all of the tasks for editing the videos and to
track where they are in the work flow. Bobby, a techie and not known for being a good communicator,
is the only person who’s ever used kanban boards. You have not yet broken down the tasks
into much detail and need more information from Angela, the contractor in charge of creating the
videos.
Alfreda is having difficulties communicating with her main contact in Ethiopia, Dr. B.
He is very busy all the time and does not use texting, Alfreda’s preferred communications
medium. He has also not communicated key information with students who could be
candidates for their event, which is only a month away. Alfreda is not sure if he booked a
room for the event yet.
Task-1. Describe how you would communicate to Ashok and the rest of the team about Ashok’s
injury. What actions would you take? What communications medium would you use with
different stakeholders?
Task-2. Prepare a partial communications management plan to address some of the challenges
mentioned in Part 7 of the case.
***I attached text book for reference. Question is from Chapter-9 & Chapter-10*****
SE/Schwalbe, Information Technology Project Management, 9th Edition ISBN -9781337101356 ©2019 Designer: Roycroft Design Text & Cover printer: Quad Graphics Binding: PB Trim: 7.375 x 9.125" CMYK
InformatIon
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I n f o r m a t I o n t e c h n o l o g y P r o j e c t m a n a g e m e n t
ninth edition
Kathy Schwalbe, Ph.D., PMP Professor Emeritus, Augsburg College
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
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© 2019, 2016 Cengage Learning, Inc.
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Information Technology Project Management, Ninth Edition Kathy Schwalbe
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For Dan, Anne, Bobby, and Scott
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Preface xv
About the Author xxiv
Chapter 1
Introduction to Project Management 1
Chapter 2
The Project Management and Information Technology Context 47
Chapter 3
The Project Management Process Groups 85
Chapter 4
Project Integration Management 151
Chapter 5
Project Scope Management 201
Chapter 6
Project Schedule Management 241
Chapter 7
Project Cost Management 285
Chapter 8
Project Quality Management 327
Chapter 9
Project Resource Management 373
Chapter 10
Project Communications Management 425
Chapter 11
Project Risk Management 463
Chapter 12
Project Procurement Management 505
Chapter 13
Project Stakeholder Management 539
Glossary G.1
Index I.1
B r I e f c o n t e n t S
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Preface xv
About the Author xxiv
Chapter 1 Introduction to Project Management 1 Introduction 2 What Is a Project? 4
Examples of IT Projects 4 Project Attributes 6 Project Constraints 7
What Is Project Management? 9 Project Stakeholders 9 Project Management Knowledge Areas 11 Project Management Tools and Techniques 12 Project Success 15
Program and Project Portfolio Management 18 Programs 18 Project Portfolio Management 19 Organizational Project Management 21
The Role of the Project Manager 24 Project Manager Job Description 24 Suggested Skills for Project Managers 26 PMI Talent Triangle® and the Importance of Leadership Skills 28 Careers for IT Project Managers 30
The Project Management Profession 30 History of Project Management 30 The Project Management Institute 34 Project Management Certification 35 Ethics in Project Management 36 Project Management Software 37
Chapter Summary 40 Discussion Questions 41 Quick Quiz 41 Quick Quiz Answers 43 Exercises 43 Key Terms 44 Endnotes 45
Chapter 2 The Project Management and Information Technology Context 47 A Systems View of Project Management 49
What Is a Systems Approach? 49 The Three-Sphere Model for Systems Management 50
ta B l e o f c o n t e n t S
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vi Table of Contents
Understanding Organizations 51 The Four Frames of Organizations 51 Organizational Structures 53 Organizational Culture 57
Focusing on Stakeholder Needs 58 The Importance of Top Management Commitment 60 The Need for Organizational Commitment to Information Technology 61 The Need for Organizational Standards 62
Project and Product Life Cycles 62 Project Life Cycle 63 Product Life Cycles 63 The Importance of Project Phases and Management Reviews 66
The Context of Information Technology Projects 67 The Nature of IT Projects 67 Characteristics of IT Project Team Members 68 Diverse Technologies 68
Recent Trends Affecting Information Technology Project Management 69 Globalization 69 Outsourcing 70 Virtual Teams 71 Agile 73
The Manifesto for Agile Software Development 73 Scrum 74 Agile, the PMBOK® Guide, and a New Certification 75
Chapter Summary 77 Discussion Questions 78 Quick Quiz 78 Quick Quiz Answers 80 Exercises 80 Key Terms 81 Endnotes 82
Chapter 3 The Project Management Process Groups 85 Project Management Process Groups 86 Mapping the Process Groups to the Knowledge Areas 91 Developing an IT Project Management Methodology 93 Case Study 1: JWD Consulting’s Project Management Intranet Site Project (Predictive Approach) 95
Project Pre-Initiation and Initiation 96 Pre-Initiation Tasks 96 Initiating 101
Identifying Project Stakeholders 101 Drafting the Project Charter 103 Holding a Project Kick-Off Meeting 105
Project Planning 106 Project Execution 117
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viiTable of Contents
Project Monitoring and Controlling 122 Project Closing 126
Case Study 2: JWD Consulting’s Project Management Intranet Site Project (Agile Approach) 129
Scrum Roles, Artifacts, and Ceremonies 130 Project Pre-Initiation and Initiation 133 Planning 134 Executing 136 Monitoring and Controlling 137 Closing 138
Templates by Process Group 139 Chapter Summary 144 Discussion Questions 145 Quick Quiz 145 Quick Quiz Answers 147 Exercises 147 Key Terms 148 Endnotes 148
Chapter 4 Project Integration Management 151 What Is Project Integration Management? 152 Strategic Planning and Project Selection 155
Strategic Planning 156 Identifying Potential Projects 157 Aligning IT with Business Strategy 158
Methods for Selecting Projects 160 Focusing on Broad Organizational Needs 160 Categorizing IT Projects 161 Performing Financial Analyses 162
Net Present Value Analysis 162 Return on Investment 165 Payback Analysis 166
Using a Weighted Scoring Model 167 Implementing a Balanced Scorecard 169
Developing a Project Charter 169 Developing a Project Management Plan 173
Project Management Plan Contents 174 Using Guidelines to Create Project Management Plans 176
Directing and Managing Project Work 177 Coordinating Planning and Execution 178 Providing Strong Leadership and a Supportive Culture 178 Capitalizing on Product, Business, and Application Area Knowledge 179 Project Execution Tools and Techniques 180
Managing Project Knowledge 181 Monitoring and Controlling Project Work 182 Performing Integrated Change Control 184
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viii Table of Contents
Change Control on IT Projects 185 Change Control System 185
Closing Projects or Phases 188 Using Software to Assist in Project Integration Management 189 Considerations for Agile/Adaptive Environments 190 Chapter Summary 192 Discussion Questions 193 Quick Quiz 193 Quick Quiz Answers 194 Exercises 195 Running Case 196 Tasks 197 Key Terms 198 Endnotes 199
Chapter 5 Project Scope Management 201 What Is Project Scope Management? 202 Planning Scope Management 203 Collecting Requirements 206 Defining Scope 209 Creating the Work Breakdown Structure 213
Approaches to Developing Work Breakdown Structures 218 Using Guidelines 219 The Analogy Approach 219 The Top-Down and Bottom-Up Approaches 220 Mind Mapping 221
The WBS Dictionary 223 Advice for Creating a WBS and a WBS Dictionary 224
Validating Scope 224 Controlling Scope 227
Suggestions for Improving User Input 228 Suggestions for Reducing Incomplete and Changing Requirements 229
Using Software to Assist in Project Scope Management 230 Considerations for Agile/Adaptive Environments 231 Chapter Summary 233 Discussion Questions 233 Quick Quiz 234 Quick Quiz Answers 235 Exercises 236 Running Case 237 Tasks 238 Key Terms 239 Endnotes 239
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ixTable of Contents
Chapter 6 Project Schedule Management 241 The Importance of Project Schedules 242 Planning Schedule Management 244 Defining Activities 246 Sequencing Activities 248
Dependencies 248 Network Diagrams 249
Estimating Activity Durations 253 Developing the Schedule 254
Gantt Charts 255 Adding Milestones to Gantt Charts 257 Using Tracking Gantt Charts to Compare Planned and Actual Dates 258 Critical Path Method 259 Calculating the Critical Path 259 Growing Grass Can Be on the Critical Path 261 Using Critical Path Analysis to Make Schedule Trade-Offs 261 Using the Critical Path to Shorten a Project Schedule 263 Importance of Updating Critical Path Data 265 Critical Chain Scheduling 265 Program Evaluation and Review Technique (PERT) 268 Agile and Schedule Management 269
Controlling the Schedule 270 Reality Checks on Scheduling and the Need for Discipline 271
Using Software to Assist in Project Schedule Management 272 Words of Caution on Using Project Management Software 273
Considerations for Agile/Adaptive Environments 274 Chapter Summary 276 Discussion Questions 277 Quick Quiz 278 Quick Quiz Answers 279 Exercises 279 Running Case 282 Tasks 282 Key Terms 282 Endnotes 283
Chapter 7 Project Cost Management 285 The Importance of Project Cost Management 286
What Is Cost? 287 What Is Project Cost Management? 288
Basic Principles of Cost Management 288 Planning Cost Management 294 Estimating Costs 294
Types of Cost Estimates 295
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x Table of Contents
Cost Estimation Tools and Techniques 296 Typical Problems with IT Cost Estimates 298 How to Develop a Cost Estimate and Basis of Estimates 299
Determining the Budget 305 Controlling Costs 306
Earned Value Management 307 Project Portfolio Management 312
Using Project Management Software to Assist in Project Cost Management 314 Considerations for Agile/Adaptive Environments 315 Chapter Summary 317 Discussion Questions 317 Quick Quiz 318 Quick Quiz Answers 320 Exercises 320 Running Case 321 Tasks 321 Key Terms 323 Endnotes 323
Chapter 8 Project Quality Management 327 The Importance of Project Quality Management 328 What Is Project Quality Management? 330 Planning Quality Management 331 Managing Quality 334 Controlling Quality 335 Tools and Techniques for Quality Control 336
Statistical Sampling 342 Six Sigma 344
How Is Six Sigma Quality Control Unique? 345 Six Sigma and Project Selection and Management 346 Six Sigma and Statistics 346
Testing 348 Modern Quality Management 351
Deming and His 14 Points for Management 351 Juran and the Importance of Top Management Commitment to Quality 352 Crosby and Striving for Zero Defects 352 Ishikawa’s Guide to Quality Control 353 Taguchi and Robust Design Methods 353 Feigenbaum and Workers’ Responsibility for Quality 354 Malcolm Baldrige National Quality Award 354 ISO Standards 354
Improving IT Project Quality 355 Leadership 356 The Cost of Quality 356
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xiTable of Contents
The Impact of Organizational Influences, and Workplace Factors on Quality 358 Expectations and Cultural Differences in Quality 359 Maturity Models 359
Software Quality Function Deployment Model 360 Capability Maturity Model Integration 360 Project Management Maturity Models 361
Using Software to Assist in Project Quality Management 362 Considerations for Agile/Adaptive Environments 363 Chapter Summary 365 Discussion Questions 365 Quick Quiz 366 Quick Quiz Answers 368 Exercises 368 Running Case 369 Tasks 369 Key Terms 370 Endnotes 371
Chapter 9 Project Resource Management 373 The Importance of Resource Management 374
The Global IT Workforce 374 Implications for the Future of IT Human Resource Management 375
What Is Project Resource Management? 377 Keys to Managing and Leading People 378
Motivation Theories 378 Maslow’s Hierarchy of Needs 380 Herzberg’s Motivation-Hygiene Theory 381 McClelland’s Acquired-Needs Theory 383 McGregor’s Theory X and Theory Y 383
Influence and Power 384 Covey and Improving Effectiveness 386 Emotional Intelligence 389 Leadership 390
Developing the Resource Management Plan and Team Charter 391 Project Organizational Charts 392 Responsibility Assignment Matrices 394 Staffing Management Plans and Resource Histograms 395 Team Charters 395
Estimating Activity Resources 396 Acquiring Resources 397
Resource Assignment 398 Resource Loading 399 Resource Leveling 401
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xii Table of Contents
Developing the Project Team 403 Training 403 Team-Building Activities 404
The Myers-Briggs Type Indicator 405 The Social Styles Profile 406 DISC Profile 407
Reward and Recognition Systems 408 Managing the Project Team 409
Tools and Techniques for Managing Project Teams 409 General Advice on Managing Teams 411
Controlling Resources 412 Using Software to Assist in Resource Management 412 Considerations for Agile/Adaptive Environments 413 Chapter Summary 415 Discussion Questions 416 Quick Quiz 417 Quick Quiz Answers 418 Exercises 419 Running Case 420 Key Terms 421 Endnotes 421
Chapter 10 Project Communications Management 425 The Importance of Project Communications Management 426 Keys to Good Communications 428
Focusing on Group and Individual Communication Needs 428 Formal and Informal Methods for Communicating 430 Distributing Important Information in an Effective and Timely Manner 431 Setting the Stage for Communicating Bad News 431 Determining the Number of Communication Channels 432
Planning Communications Management 434 Managing Communications 436
Using Technology to Enhance Information Creation and Distribution 436 Selecting the Appropriate Communication Methods and Media 437 Reporting Performance 440
Monitoring Communications 441 Suggestions for Improving Project Communications 442
Developing Better Communication Skills 442 Running Effective Meetings 443 Using E-Mail, Instant Messaging, Texting, Kanban Boards, and Collaborative Tools Effectively 445 Using Templates for Project Communications 448
Using Software to Assist in Project Communications 452 Considerations for Agile/Adaptive Environments 454 Chapter Summary 456 Discussion Questions 456
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xiiiTable of Contents
Quick Quiz 457 Quick Quiz Answers 459 Exercises 459 Running Case 460 Key Terms 461 Endnotes 461
Chapter 11 Project Risk Management 463 The Importance of Project Risk Management 464 Planning Risk Management 472 Common Sources of Risk on IT Projects 474 Identifying Risks 477
Suggestions for Identifying Risks 477 The Risk Register 478 The Risk Report 480
Performing Qualitative Risk Analysis 481 Using Probability/Impact Matrixes to Calculate Risk Factors 481 Top Ten Risk Item Tracking 483
Performing Quantitative Risk Analysis 485 Decision Trees and Expected Monetary Value 485 Simulation 487 Sensitivity Analysis 489
Planning Risk Responses 490 Implementing Risk Responses 493 Monitoring Risks 493 Using Software to Assist in Project Risk Management 494 Considerations for Agile/Adaptive Environments 494 Chapter Summary 496 Discussion Questions 497 Quick Quiz 498 Quick Quiz Answers 499 Exercises 499 Running Case 501 Key Terms 501 Endnotes 502
Chapter 12 Project Procurement Management 505 The Importance of Project Procurement Management 506 Planning Procurement Management 512
Types of Contracts 512 Tools and Techniques for Planning Procurement Management 516
Make-or-Buy Analysis 516 Expert Judgment 517 Market Research 518
Procurement Management Plan 518 Statement of Work 518
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xiv Table of Contents
Procurement or Bid Documents 519 Examples from a Real RFP 521 Source Selection Criteria 524
Conducting Procurements 525 Controlling Procurements 527 Using Software to Assist in Project Procurement Management 529 Considerations for Agile/Adaptive Environments 531 Chapter Summary 533 Discussion Questions 534 Quick Quiz 534 Quick Quiz Answers 536 Exercises 536 Running Case 537 Key Terms 537 Endnotes 538
Chapter 13 Project Stakeholder Management 539 The Importance of Project Stakeholder Management 540 Identifying Stakeholders 542 Planning Stakeholder Engagement 546 Managing Stakeholder Engagement 548 Monitoring Stakeholder Engagement 550 Using Software to Assist in Project Stakeholder Management 553 Considerations for Agile/Adaptive Environments 554 Chapter Summary 556 Discussion Questions 556 Quick Quiz 557 Quick Quiz Answers 558 Exercises 558 Running Case 559 Key Terms 560 Endnotes 560
Glossary G.1 Index I.1
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P r e fac e
The future of many organizations depends on their ability to harness the power of information technology, and good project managers continue to be in high demand. Colleges have responded to this need by establishing courses in project management and making them part of the information technology, management, engineering, and other curricula. Corporations are investing in continuing education to help develop and deepen the effectiveness of project managers and project teams. This text provides a much-needed framework for teaching courses in project management, especially those that emphasize managing information technology projects. The first eight editions of this text were extremely well received by people in academia and the workplace. The Ninth Edition builds on the strengths of the previous editions and adds new, important information and features.
It’s impossible to read a newspaper, magazine, or web page without hearing about the impact of information technology on our society. Information is traveling faster and being shared by more people than ever before. You can buy just about anything online, surf the web on a mobile phone, or use a wireless Internet connection just about anywhere. Companies have linked their systems together to help them fill orders on time and better serve their customers. Software companies are continually developing new products to help streamline our work and get better results. When technology works well, it is almost invisible. But did it ever occur to you to ask, “Who makes these complex technologies and systems happen?”
Because you’re reading this text, you must have an interest in the “behind-the-scenes” aspects of technology. If I’ve done my job well, you’ll begin to see the many innovations society is currently enjoying as the result of thousands of successful information technology projects. In this text, you’ll read about IT projects in organizations around the world that went well, including the National University Hospital in Singapore, which used critical chain scheduling to decrease patient admission times by more than 50 percent; retailer Zulily, one of a growing number of organizations developing software in-house to meet their need for speed and innovation; Dell’s green computing project that saves energy and millions of dollars; Google’s driverless car project, striving to reduce traffic accidents and save lives; and many more.
Of course, not all projects are successful. Factors such as time, money, and unrealis- tic expectations, among many others, can sabotage a promising effort if it is not properly managed. In this text, you’ll also learn from the mistakes made on many projects that were not successful.
I have written this book in an effort to educate you, tomorrow’s project managers, about what will help make a project succeed—and what can make it fail. You’ll also see how projects are used in everyday media, such as television and film, and how companies use best practices in project management. Many readers tell me how much they enjoy reading these real-world examples in the What Went Right?, What Went Wrong?, Media Snapshot, Global Issues, and Best Practice features. As practitioners know, there is no
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xvi Preface
“one size fits all” solution to managing projects. By seeing how different organizations in different industries successfully implement project management, you can help your orga- nization do the same.
Although project management has been an established field for many years, managing information technology projects requires ideas and information that go beyond standard practices. For example, many information technology projects fail because of a lack of executive support, poor user involvement, and unclear business objectives. This book includes many suggestions for dealing with these issues. New technologies can also aid in managing information technology projects, and examples of using software to assist in project management are included throughout the book.
Information Technology Project Management, Ninth Edition, is the only textbook to apply all ten project management knowledge areas and all five process groups to information technology projects. As you will learn, the project management knowledge areas are project integration, scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management. The five process groups are initiating, planning, executing, monitoring and controlling, and closing.
This text builds on the PMBOK® Guide – Sixth Edition, an American National Stan- dard, to provide a solid framework and context for managing information technology projects.
In addition to the physical text, several resources are available online. Appendix A, Guide to Using Microsoft Project 2016, is provided online. When a new version of the software is released, a new appendix will be available. Additional case studies, including the one from the Seventh Edition, Manage Your Health, are available, as well as over fifty template files that students can use to create their own project management documents. The author’s personal website (www.kathyschwalbe.com or www.pmtexts.com) also pro- vides additional, up-to-date resources and links related to the field of project management, including topics like Agile, PMP® and CAPM® certification, simulation software, leadership, mind mapping, sample student projects, and more.
Information Technology Project Management, Ninth Edition, provides practical les- sons in project management for students and practitioners alike. By weaving together theory and practice, this text presents an understandable, integrated view of the many concepts, skills, tools, and techniques of information technology project management. The comprehensive design of the text provides a strong foundation for students and practitio- ners in project management.
new to the ninth edition Building on the success of previous editions, Information Technology Project Management, Ninth Edition introduces a uniquely effective combination of features. The main changes in the Ninth Edition include the following:
Many updates based on the PMBOK® Guide – Sixth Edition.
• A new section in chapters 4-13 called “Considerations for Agile/Adaptive Environments.”
• A new feature called “Advice for Young Professionals.” • Updated and additional exercises to enhance student learning and give
instructors more options for in-class or out-of-class work.
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xviiPreface
• Additional content on important topics like leadership and agile. • New examples that highlight IT project management at work in real,
newsworthy companies. These timely, relevant examples help illustrate the realworld applications and impact of key project management concepts. They also serve as mini-case stories, suitable for class discussion.
• Many recent studies of IT project management and related topics. Summaries of classic, updated, and the most current research throughout the text build a rich context for essential IT project management concepts.
• User feedback is incorporated. Based on feedback from reviewers, students, instructors, practitioners, and translators, you’ll see a variety of changes that help clarify information.
Many people have been practicing some form of project management with little or no formal study in this area. New books and articles are written each year as we discover more about the field and as project management software continues to advance. Because the project management field and the technology industry change rapidly, you cannot assume that what worked even a few years ago is still the best approach today. This text provides up-to-date information on how good project management and effective use of software can help you manage projects, especially information technology projects. Distinct features of this text include its relationship to the Project Management Body of Knowledge, its value in preparing for certification, its detailed guide for using Microsoft Project 2016, its inclusion of running case studies and online templates, its emphasis on IT projects, its coverage of several software tools that assist with project management, and its Companion website.
Based on PMBOK® Guide – Sixth Edition and Preparing for certification The Project Management Institute (PMI) created the Guide to the Project Management Body of Knowledge (the PMBOK® Guide) as a framework and starting point for understanding project management. It includes an introduction to project management, brief descriptions of all 10 project management knowledge areas, and a glossary of terms. The PMBOK® Guide is, however, just that—a guide. This text uses the PMBOK® Guide – Sixth Edition (2017) as a foundation, but goes beyond it by providing more details, discussing the how and why of the knowledge areas, highlighting additional topics, and providing a real-world context for IT project management. This text is an excellent resource for preparing for PMI certifications, such as the Project Management Professional (PMP®) and Certified Associate in Project Management (CAPM®).
Detailed guide to microsoft Project 2016 Software has become a critical tool for helping project managers and their teams effectively manage information technology projects. Information Technology Project Management, Ninth Edition, includes a detailed guide in Appendix A (available on the Companion website for this text) for using the leading project management software on the market—Microsoft Project 2016. Examples that use Project 2016 and other software tools are integrated throughout the text. Appendix A, Guide to Using Microsoft Project 2016, teaches you in a systematic way to use this powerful software to help in project scope, schedule, cost, resource, and co
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