Cover image for Project management : best practices for IT professionals
Project management : best practices for IT professionals
Murch, Richard.
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Publication Information:
Upper Saddle River, NJ : Prentice Hall, [2001]

Physical Description:
xxiii, 247 pages : illustrations ; 25 cm
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HD69.P75 M865 2001 Adult Non-Fiction Central Closed Stacks

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This book focuses on problem-solving from managerial, consumer, and societal perspectives. It emphasizes both the business managerial aspects of risk management and insurance and the numerous consumer applications of the concept of risk management and insurance transaction.

The tenth edition has been reorganized and fully updated to highlight the increased importance of risk management and insurance in business and society.  In particular, the tenth edition refocuses its attention on corporate risk management, reflecting its growing importance in today's economy.

Author Notes

RICHARD MURCH has worked with IBM and Andersen Consulting and is currently a Project Manager and Consultant in Columbus, Ohio. A regular speaker at systems development conferences throughout North America, Europe, Asia, and the Pacific, he has managed IT projects of virtually every type and size over a period of 30 years. Murch is author of Intelligent Software Agents and Open Source (both from Prentice Hall PTR).



Preface Project management leadership has become a highly sought-after skill. An increasingly competitive global marketplace demands that businesses get new products, services, and business development completed quickly, on time, and within budget. From small companies to web-based businesses to giant global financial institutions, project managers are fueling much of the successful development of exciting new business enterprises. They do this by delivering projects that have consistent value and help increase profits. Talented and knowledgeable project managers will command the best assignments, salaries, other compensation and bonuses. They are the future business leaders, entrepreneurs, and global citizens, proving their value to any organization competing in today's fast-paced marketplace. Regardless of how much in demand they are, good project managers are not born, but rather created through a combination of experience, time, talent, and training. Although excellent organizational skills are a prerequisite for the project manager, other key attributes may not be naturally occurring and need to be developed. Unfortunately, most of this development time occurs on the job, so few individuals who are promoted to the role of project manager ever feel fully ready to take on the challenge offered to them. When faced with a first project, many project managers are worried that they don't yet know what they should know. Historically, project management, particularly in the Information Technology (IT) arena, has had a reputation for always being late and over budget. Even under the best of circumstances, project management is not easy; the project manager is continually faced with changing conditions, technology, resources, requirements, and schedules. Technology only serves to complicate matters further because today's computing environments tend to become obsolete with ever-increasing speed. Thus, a good project manager must not only be proficient at managing, but he or she must retain that proficiency as the technology changes. This light-speed adaptability is not an option, but rather an absolute requirement of the job. Clearly, the job of project manager is not for the faint-of-heart. Good preparation and knowledge about what the job entails is hugely valuable and key to surviving a first project. The purpose of this book is to provide the new project manager with an accessible resource that presents the key topics and subject areas that he or she is likely to encounter. The book's broad coverage should be especially useful to a busy project manager who will not have time initially to research all of these topics in-depth but requires an immediate working knowledge of the overall functions and behaviors of an IT project. As the project manager becomes more comfortable with the basics, the book continues to be a valuable tool because it includes a wealth of additional resources such as books, papers, and web sites for additional learning as needed. The hardest part of any project is knowing where to begin. It is hoped that this book will be a great jumping-off point to a successful career of well-managed endeavors for many a project manager. Who Should Read this Book This book is intended for the novice project manager responsible for IT projects, regardless of size or complexity. Because of the broad nature of its coverage, it can be used as an introduction to key topics on the entire project lifecycle for someone previously unfamiliar with the nature of IT projects. For moderately experienced individuals, it can become a convenient reference manual to help reinforce the basic understanding of IT project management. Additionally, the sections on specialized topics will be useful to project managers seeking to increase their learning and to grow their experience base into niche areas such as Knowledge Management or Risk and Crisis Management. Organization of this Book This book is organized into five parts that broadly categorize the information contained in it. These parts and their subjects are: Part One : Introduction to Project Management provides a brief overview of this book and some historical background on Project Management and its overall evolution. Part Two : Principles of Project Management covers ground-floor information such as basic skills, elements of project planning and reporting, and the makeup and issues surrounding good project teams. Part Three : The Project Management Lifecycle categorizes the project by phase, explains each phase's purpose and describes in finer detail the activities, deliverables, and resources for and intentions of each phase. Part Four : Project Management Techniques provides information on a number of techniques and topics facing Project Managers today, such as the types and use of methodologies, managing risks and problems, and specializations such as Software Quality Assurance, Configuration Management, and Crisis Management. Part Five : Special Topics in Project Management concludes the main portion of this book with some discussion of hot topics such as Knowledge Management and the impact of the Internet on Project Management. Finally, there are numerous additional sources of information available to the Project Manager included in several Appendices. Excerpted from Project Management: Best Practices for IT Professionals by Richard Murch All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Table of Contents

Prefacep. xxi
Who Should Read this Bookp. xxii
Organization of this Bookp. xxiii
Part 1 Introduction to Project Managementp. 1
Chapter 1 Evolution of Project Managementp. 3
Introductionp. 3
Industrial Revolutionp. 4
Key People in Early Project Managementp. 5
Other Significant Eventsp. 9
Conclusionsp. 10
Part 2 Principles of Project Managementp. 11
Chapter 2 Basic Skills for Project Managers'p. 13
Introductionp. 13
What Does a Project Manager Do?p. 14
Necessary Skillsp. 14
Manage One Project--or Many?p. 18
Project Management Skills Developmentp. 19
Keys to a Successful Skills Management Endeavorp. 25
Conclusionsp. 25
Chapter 3 Project Planning and Reportingp. 27
Introductionp. 27
Project Planning Deliverablesp. 28
Project Standardsp. 29
How Much Detail?p. 31
Project Status--An Examplep. 32
Conclusionsp. 41
Chapter 4 Project Teamsp. 43
Shortages in Information Technology Staffp. 43
Need for Retentionp. 44
The Cost of Information Technology Staff Replacement--An Analysisp. 47
Retention--Meeting Needsp. 48
Conclusionsp. 52
Part 3 The Project Management Lifecyclep. 55
Chapter 5 Project Lifecycle Overviewp. 57
Introductionp. 57
Lifecycle Process Managementp. 60
Section Layout and Structurep. 63
Phase Checklistsp. 64
CRUD--Deliverables Matrixp. 66
Chapter 6 Project Planning Phasep. 69
Purposep. 70
Objectivesp. 70
Activitiesp. 71
Rolesp. 74
Inputsp. 75
Outputsp. 75
Milestonesp. 76
Toolsp. 76
Chapter 7 Analysis and Design Phasesp. 79
Analysis Phasep. 79
Purposep. 80
Objectivesp. 80
Activitiesp. 80
Rolesp. 84
Inputsp. 85
Outputsp. 86
Milestonesp. 87
Toolsp. 88
Design Phasep. 88
Rolesp. 93
Inputsp. 93
Outputsp. 94
Milestonesp. 96
Toolsp. 96
Chapter 8 Construction Phasep. 99
Purposep. 99
Objectivesp. 100
Activitiesp. 100
Rolesp. 103
Inputsp. 104
Outputsp. 104
Milestonesp. 105
Toolsp. 105
Chapter 9 Test Planning and Preparationp. 107
Purposep. 107
Objectivesp. 108
Activitiesp. 108
Rolesp. 110
Inputsp. 111
Outputsp. 112
Milestonesp. 112
Testing Phasep. 113
Toolsp. 117
Preparation Phasep. 118
Chapter 10 Roll-out Planning and Implementation Phasep. 125
Purposep. 126
Objectivesp. 126
Activitiesp. 126
Rolesp. 128
Inputsp. 128
Outputsp. 129
Milestonesp. 130
Rolloutp. 130
Part 4 Project Management Techniquesp. 135
Chapter 11 Project Management Methodologiesp. 137
Introductionp. 137
What Is a Methodology, and Why Use One?p. 139
Methodology Structuresp. 139
Why Use a Methodology?p. 140
Author's Predictionp. 142
What Are the Products?p. 143
A Case in Pointp. 143
Conclusionsp. 145
Suggested Readingsp. 146
Chapter 12 Managing Rapid Application Developmentp. 147
Introductionp. 147
RAD Conceptsp. 148
Objectives and Benefits of RADp. 149
The RAD Lifecyclep. 149
RAD Project Management Factorsp. 150
The Roles of the RAD Team Membersp. 154
Conclusionsp. 159
Suggested Readingsp. 160
Chapter 13 Managing Risksp. 161
Introductionp. 161
What Can Happen with No Risk Managementp. 162
Information Technology Risk Management Objectivesp. 163
Types of Risk in Project Managementp. 163
The Risk Management Processp. 166
Risk Management Planp. 166
Enterprise Risk Profilep. 171
Conclusionsp. 172
Suggested Readingsp. 173
Chapter 14 Managing Problemsp. 175
Introductionp. 175
Who Uses Problem Solving?p. 176
The Problem Solving Modelp. 177
Other Problem Management Techniquesp. 184
Conclusionsp. 184
Suggested Readingsp. 185
Chapter 15 Other Techniquesp. 187
Introductionp. 187
Software Quality Assurancep. 187
Configuration Managementp. 189
Requirements Managementp. 190
SWOT Analysisp. 191
Release Managementp. 193
Software Subcontract Managementp. 194
Quality Reviewsp. 196
Crisis Managementp. 197
Suggested Readingsp. 198
Part 5 Special Topics in Project Managementp. 201
Chapter 16 Knowledge Managementp. 203
Introductionp. 203
Why Is KM Necessary?p. 205
Sources of Knowledge Capitalp. 206
The Potential for Project Management--KM for PMp. 208
Conclusionsp. 209
Suggested Readingsp. 210
Chapter 17 Project Management and the Internetp. 211
Introductionp. 211
Personal Computers, Growth and the Internetp. 214
Implications for Project Managementp. 215
The Virtual Officep. 216
An Internet Project Management Modelp. 217
Communicationp. 217
Recruitmentp. 218
Trainingp. 220
Conclusionsp. 220
Appendix A Software Engineering Institutep. 221
Introductionp. 221
Mission and Charterp. 222
Products and Servicesp. 222
Author's Recommendationp. 223
Conclusionp. 223
Appendix B Project Management Institutep. 225
Introductionp. 225
Certificationp. 226
International Awardsp. 226
Seminars and Educationp. 227
Recruitmentp. 228
Membership Offeringsp. 228
Recommendationp. 228
More Informationp. 229
Appendix C Additional Project Management Resourcesp. 231
Center for International and Program Managementp. 231
Guide to Project Management Web Sitesp. 232
International Journal of Project Managementp. 232
The International Research Networkp. 232
Project Management Institute of Canadap. 232
The Program/Project Management Initiativep. 233
The Project Manager's Reference Sitep. 233
The Project Management Forump. 233
U.S. Army Corps of Engineersp. 233
The International Project Management Help Deskp. 234
Association for Project Managementp. 234
ProjectNetp. 234
Professional and Standards Organizationsp. 235
Appendix D A Sample Crisis Planp. 237
Introductionp. 237
Indexp. 240