This week we start looking at project Scope Management, and project ?Schedule Management. For some of this week’s tasks, you will need t
This week we start looking at project Scope Management, and project Schedule Management. For some of this week's tasks, you will need to use Microsoft Project.
If you have not started familiarizing yourself with MS Project, here is a very short, simple tutorial that you can start with. There are MANY others out there on the Internet, but this one isn't as complex as a lot of them. You can view it here:
https://www.youtube.com/watch?v=pU4UzCfUDX4
If you do not have a copy of MS Project on your computer, you can run it from our Remote Server, by following the instructions in this .pdf document: VMWare Student Application Server Access Instructions 
Download VMWare Student Application Server Access Instructions
Your Assignment for This Week
Chapter 5 – Read the Running Case at the end of the chapter. Do tasks 1 through 4. Do NOT do task 5. On Task 1, ONLY do the requirements traceability matrix. You do NOT need to develop a list of questions for the project sponsor. .
Chapter 6 – Read the Running Case at the end of the chapter. Complete tasks 1 through 3.
Running Case Chapte-5:
You have been selected as the project manager for the Global Treps project. You helped to run
a local shark tank like event at your college last year as part of a class project, so you have a
general idea of what is involved. The schedule goal is six months, and the budget is $120,000.
Your favorite professor, Dr. K., and a few of her associates have agreed to fund the project. Your
strengths are your organizational and leadership skills.
You are a senior, live on-campus, and get free room and board by being a resident assistant
in your dorm. Bobby, a computer whiz who funded a lot of his college expenses by building
websites, will be your main technical guy on the project. He goes to your college and lives
off-campus. Three other people will form your core project team: Kim, a new college grad now
working for a non profit group in Vietnam; Ashok, a business student in India; and Alfreda, a
student in the United States planning to visit her home town in Ethiopia for two months in a few
months. You will hold most meetings virtually, but you can meet face-to-face with Bobby and
Dr. K. as needed. You have all known each other for at least a year and are excited to make this
project a success.
You and your team members will do the work part-time while you finish school or work at
other jobs, but you can use up to $50,000 total to pay yourselves. You estimate that you will need
another $30,000 for travel expenses, $20,000 for hardware and software, and the other $20,000
will go toward organizing events, consultants, legal/business fees, etc.
Your goal is to develop a fully functioning website and test it by holding four events in four
different countries. You’ll make improvements to the site after those events, develop plans to
scale it up, and recommend how to transition the project results into a successful business.
Recall from Chapter 4 that this system would include the following capabilities:
• Provide guidelines and templates for running a shark tank type event
• Accept donations from potential investors targeted toward specific schools or
organizations wishing to host an event (similar to the popular DonorsChoose.org site,
where people can fund teachers’ requests)
• Accept ideas for needed new products or services
• Provide the ability for organizations to create their own custom site to solicit local
participants and sharks, accept applications, and promote the winners as well as
losers.
Note that you decided not to include the idea of providing an online version of the event
as part of the initial project as your sponsor and team decided that physical events would be
most effective. You have also decided to limit the scope of this first project to provide the ability
for 20 organizations to create their own custom websites. Your team members will screen the
organizations and assist people in using the site to plan their events.
You plan to hold four shark tank like events within four months, using your team members
abroad to help organize and run those events, plus one at your college. Your semester has just
started, so you plan to hold your event at the end of the term. The project will fund refreshments
for the events and prizes for the winners, with a budget of $1,000 for each event. You don’t think
you’ll get any donations via the new website before these events, but you’ll try to have it set up to
accept donations by the last month.
You will create some short videos to show people how to use the site and provide
suggestions for holding the events.
After testing the site and getting customer feedback, you will make some changes and
document recommendations for a follow-on project. You will also create a business plan
recommending how to transition this project into a real business that can make a profit after two
years.
Assume that you would pay for a new website and account through an online provider.
Bobby would do most of the customization/programming for the site, but you would consider
outsourcing or purchasing services to provide some of the capabilities like accepting donations
and developing the short videos on the site. You would also buy a new laptop and Internet
access for your three team members abroad so that they could share information with their
contacts in those countries.
You and Dr. K. want to attend all of the events as part of the project, and you might include a
full face-to-face meeting with the whole team if possible.
Tasks
1. Document your approach for collecting requirements for the project. Include at least five
technical requirements and five non technical requirements in a requirements traceability
matrix. Also develop a list of at least five questions you would like to ask the project sponsor.
Let your instructor answer them for you, if applicable.
2. Develop a first version of a project scope statement for the project. Use the template
provided on the Companion website for this text and the example in Chapter 3 as guides.
Be as specific as possible in describing product characteristics and requirements, as well as
all of the project’s deliverables. Be sure to include the Global Treps website, four shark tank
like events, a business plan, and outsourced items (laptops, donation acceptance, video
creation, etc.) as part of the project scope.
3. Develop a work breakdown structure for the project. Break down the work to Level 3 or Level 4,
as appropriate. Use the template on the Companion website and samples in this text as
guides. Print the WBS in list form. Be sure the WBS is based on the project charter (created
for the Chapter 4 Running Case), the project scope statement created in Task 2 above, and
other relevant information.
4. Use the WBS you developed in Task 3 to begin creating a Gantt chart using your choice of
software. Do not enter any durations or dependencies. Print the resulting Gantt chart on one
page, and be sure to display the entire Task Name column.
5. **I removed no need to do**
Chapter 6 – Read the Running Case at the end of the chapter. Complete tasks 1 through 3.
Running Case Chapter-6:
You are the project manager for the Global Treps Project, sponsored by Dr. K. Team members
include Bobby, your IT guy; Kim, a new college grad now working for a non profit group in
Vietnam; Ashok, a business student in India; and Alfreda, a student in the United States originally
from Ethiopia. You plan to outsource some of the work (e.g., purchasing laptops, developing a
website feature for accepting donations, and creating videos for the website). Recall that your
schedule and cost goals are to complete the project in six months for under $120,000.
Tasks
1. Review the WBS and Gantt chart you created for Tasks 3 and 4 in Chapter 5. Propose three
to five additional activities that would help you estimate resources and durations. Write a
one-page paper describing these new activities.
2. Identify at least five milestones for the Global Treps Project. Write a short paper describing
each milestone using the SMART criteria. Discuss how determining the details of these
milestones might add activities or tasks to the Gantt chart. Remember that milestones
normally have no duration, so you must have tasks that will lead to completing them.
3. Using the Gantt chart you created for Task 4 in Chapter 5 and the new activities and
milestones you proposed in Tasks 1 and 2 above, create a new Gantt chart using Project
2016 or another tool. Estimate the task durations and enter dependencies as appropriate.
Remember that your schedule goal for the project is six months. Print the Gantt chart and
network diagram, each on one page.
***I attached text book for reference. Question is from Chapter-5 & Chapter-6*****
Need to complete given Tasks in both cases. Please take care of Plagiarism.
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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