Project Managers leading massive IT projects--defined as projects rolling out deliverables across geographic boundaries with budgets ranging well into the millions--need a unique level of expertise and an arsenal of personal and professional skills to successfully accomplish their tasks. Large IT initiatives inherently contain business conditions, technology quirks, and participant and managerial agendas that make them exceedingly difficult to execute.
Complex IT Project Management: Sixteen Steps to Success reveals a project management process that the author has proven to be successful in many complex real-world projects. Each step is presented in its logical sequence, with the connections between management methods and project goals clearly defined. The author often refers to the successful tactics he employed, providing you with a strategy to overcome the challenges found in even the most intricate IT projects.
This book stands as the perfect tool for project managers at all levels of experience who plan to tackle a high-profile initiative. It also serves as a guide for project sponsors searching for the right manager, and for consultants recommending best practices for the workplace.
PROJECT IS MORE THAN ITS TECHNICAL DELIVERABLES
How Did We Do?
The Project in Context
The Big Thirteen
LEARNING REQUIREMENTS IS OUR FIRST PRIORITY
The Trouble with Requirements
ISDN Case Study Requirements
How Requirements Are Derived
An Airport Is Born
Applying the Big Thirteen
Develop an Issues List
Eliminate as Many Issues as Possible
Assign Real Issues to the Right Party
Why You Assign Issues
Turning Issues into Assumptions
Socialize Your Assumptions
Analyze and Incorporate Feedback
Get Universal Signoff on Requirements
Address the Feasibility of Implementing Requirements
Turning Requirements into Specifications
Mapping Requirements to the Project Plan
Work Flow Analysis
USING TECHNOLOGIES TO MEET REQUIREMENTS
Why Technologies Should Be Used
How Technologies Really Get Used
How Technologies Fail
How to Determine if It Is Going to Work
Understand Your Technologies
Review Validation Plan
Review Potential Integration Issues
Review with Customer and Beneficiaries
Submit to Technology Review Board if Required
Commence Validation Processes, and Adjust as Required
Proceed with Rollout, Invoking Your Plan Bs as Required
DEVISING AN IMPLEMENTATION STRATEGY PRECEDES SCHEDULING
What Is an Implementation Strategy?
That Was an Implementation Strategy
Why Do I Need an Implementation Strategy?
How Do I Use This Implementation Strategy?
Building Your Implementation Strategy
Finding Gaps with the Implementation Strategy
Implementation Strategy Components
An IT Implementation Strategy Example
A Vendor Management Implementation Strategy
PLAN B IS AN INTEGRAL PART OF THE PROJECT PLAN
What Is a Plan B?
A Word About Risk
When Is Risk Risk?
Uncovering Project Risk
Uncovering Beneficiary Risk
Uncovering Corporate Risk
What to Do with These Questions
The Cost of Risk Management
Next Steps in Risk Planning
Plan B Strategies
Plan B Triggers
Pulling Your Plan B Together
Sample Plan B: A Not So Wide Area Network
Writing The Plan
Planning Process Objectives
Six Steps towards Successful Planning
Starting the Schedule Build
The Project Pyramid
How to Use the Pyramid
Getting Serious about Your Schedule
Drafting the First Master Schedule
Selling the Critical Path
Getting Ready for the Detail
Finally, Your Project Calendar
Managing Team Lead Plan Detail
Pulling It All Together
HOW TO STATUS YOUR PROJECT
Rules of Engagement
The Politics of Bad News and Escalation
The Shell Answer Man
Raising a Project "Jeopardy"
Checking Status against the Project Plan
Status Report: Smooth Sailing
Status Report: Rough Waters Ahead
Handling Challenges to the Schedule
Adjusting Your Schedule
When Late Matters
Quality of Deliverables
MANAGING PROJECT INFORMATION
What You Should Document
MANAGE YOUR DOLLARS
Where Did the Number Come From?
Budgetary Source Data
Budget Laundry List
Things Can Look Odd under the Budgetary Microscope
Handling Prospective Shortfalls
Service Delivery and Cost Recovery
When Is an Approved Expenditure Approved?
Where Does the Money Go?
UNDERSTANDING AND MANAGING VENDORS
Vendor Selection Process
Doing RFPs Right
Thirteen Steps of Vendor Management
MANAGE YOUR TURNOVER
Production Support Models
Understanding the Model
HANDLING YOUR TEAM
Working with People as a Manager
Your Role versus Theirs
Coaching and Mentoring
Follow the Bouncing Ball
Project Team Table Manners
MANAGING CUSTOMERS AND BENEFICIARIES
How It Is Supposed to Work
The Customer May Not Always be Right ...
Lead, Follow, or Get Out of the Way
Speeds and Feeds
The Dynamics of Public Presentations
You Can Run but You Cannot Hide
Evaluating Beneficiary Risk
Recognizing Scope Creep
Reacting to Scope Creep
Joint Planning with Beneficiaries
Roles and Responsibilities
User Acceptance Testing
Through the Looking Glass from the Other Side
Bearing Bad News
HANDLE YOUR MANAGEMENT
How Much Autonomy do Project Managers Have?
Management Traits to be on the Lookout For
Your Manager's Political Tendencies
Grasp of Theory and Details
Basic Rules of Boss Management
How Do People Learn?
Setting the Goals for Your Lessons Learned
How Well Was Scope Implemented?
Positive Contributing Factors
Negative Contributing Factors
Gathering the Team Together
Example: SouthPointe Lessons Learned
BECOMING THE PROJECT ADULT
A Day in the Life
Becoming the Project Adult
What Makes a Great Project Manager?
Experience and Training
About Consulting Project Managers