New Directions in Project Management
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Summary
Organizations that rely on computing technology for survival understand the critical importance of managing projects that meet strategic goals and objectives. The diversity of business globalization and electronic commerce combined with the unceasing pace of technical change continues to challenge efforts for more proficient project management techniques. Presenting the tools you need to meet the challenges of the new business environment, New Directions in Project Management covers best practices in all areas of managing software development projects — practices that have been determined by measurable results not vague ideologies.
In addition to a comprehensive treatment of software development project management, this book covers managing outsourced projects, team- and consensus-building, requirements definition, systems integration, measurement and metrics, and quality assurance testing. Rather than force-feeding a particular vision of project management and one methodology, the integrated approach combined with detailed concepts and techniques presented here offer you valuable advice and guidance for your project’s success.
Successful planning for the challenges of the new business environment will remain complex, but not unachievable. In this environment, project management cannot be viewed only as a solitary management activity but as a set of dynamic principles that can be cultivated and improved through practical experience. This demands the best of your skills. Covering software development project management from all sides, New Directions in Project Management gives you the advantage.
Table of Contents
Contents
Essential Concepts of Project Management
Ten Ways to Improve Project Performance, R.L. Kliem
Nine Factors for Project Success, J.P. Murray
Managing Project Management, N.B. Mingus
Strategies for Heading Off IS Project Failure, P. Cule, R. Schmidt, K. Lyytinen, and M. Keil
Six Myths About Managing Software Development in the New Millenium, L.G. Hayes
Back to Basics: Getting Systems Development Right, P. P. Kuver
Process Management: Integrating Project Management and Development, C. Gane
Project Meetings: A Communication and Coordination Tool, U. Merz
Managing System Requirements, P. P. Kuver
CRITICAL FACTORS FOR PROJECT QUALITY
Using Project Management to Become ISO 9000 Certified, R.L. Kleim
SEI CMM or ISO 9000: Which Is Right for Your Organization? P.P. Kuver
An almost Perfect Software Project: Using SEI Core Measurements, J.W.E. Greene
Does Your Project Risk Management System Do the Job? R.B. Lanza
Evolution of a High-Quality Development Process in an Existing Software Project, S.P. Dawson
Incorporating Six Sigma Concepts into Systems Analysis, C.B. Tayntor
Solving the Software Quality Management Problem, J.L. Mater
Managing Business Relationships
Prescriptions for Managing IT Priority Pressure, T. Rose
Business and IT: Developing Strategic Alliances, A. Roquet
Managing the Change to Self-Directed Teams: Myths and Miseries, J.R. Newman
Improving IS Performance: The Role of the Value Chain, W. Harkness
The Myths and Realities of IT Steering Committees, K. Doughty
Achieving Enterprise Culture Change Through a Project Management Program, L. C. Bradley and G. H. Eby
Developing Applications with the User in Mind, E. G. Cale, Jr., J. Kanter, and D. B. Stoddard
Effectively Managing Outsourced Projects
A Practical Guide to Staff Augmentation and Outsourcing, C. B. Tayntor
The Essentials for Successful IT Outsourcing, R. L. Kliem and I. S. Ludin
The Management Service Provider Option, J. Butler
Managing the Risks of Outsourcing Agreements, R. Kliem
Hiring and Managing Consultants, J.P. Murray
How to Manage Outsourcing for Best Results, D. B. Hoyt
Outsourcing as a Means of Improving Process Maturity: An Approach for More Rapidly Moving Up the Capability Maturity Model, B. Keane
Managing Special Projects
The Role of Project Management in Knowledge Management, R. L. Kliem
Managing Development in the Era of Large Complex Systems, H. W. Ryan
Developing IT Projects on a Pay for Performance Basis, J. P. Murray
The Pitfalls of Client/Server Development Projects, P. Cullen
Using Project Management to Build an IT Help Desk, R. L. Kliem
Leveraging Developed Software: Organizational Implications, H. H. Green and R. Walker
Managing Legacy Assets, C. Slee and M. Slovin
Measuring and Improving Project Management Success
Facilitating Your Way to Project Success, N. Settle-Murphy and C. Thornton
Reducing IT Project Complexity, J.P. Murray
Designing an Effective Project Management Office, L. Hardy and T. Chaudhuri
Assessing the Real Costs of a Major System Change, B. Jeffrey
Information Technology for Project Management Automation, C.-Y. Lin
The Project Management Office: A Strategy for Improvement and Success, J.P. Murray
Creating and Implementing a Balanced Measurement Program, D. T. Edberg
Software Process Assessment: Building the Foundation for a Mature IS Process, R. S. Pressman