Introduction to IT project management
Provides IT project managers with the practical tools needed to maintain daily operations while managing multiple projects. This book helps IT project managers, CIOs, and project sponsors understand the IT project environment so that projects can be managed much more efficiently and successfully.
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Vienna, Virginia :
Management Concepts
2007.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627587106719 |
Tabla de Contenidos:
- Title Page; Copyright; Dedication; Chapter 1: Projects and Operations; Contents; Chapter 1: Projects and Operations; What Is Project Management?; Why Use Project Management?; How Is Project Management Different from Operational Management?; Successful Project Management; Programs and Portfolios; A Brief History of IT Project Management; Challenges of IT Projects; The Value of IT Project Management; Chapter 2: Organizational Structure and the Strategic Role of Project Management; Company Organizational Structures; Functional; Project Driven; Matrix; Project Management Offices; Background
- Types of Project Management OfficesCenter of Excellence Project Office; Administrative Project Office; Business Unit of Project Managers; Strategic Project Management Office; Project-Specific Project Management Offices; Organizational Location of Project Management Offices; Criteria for Successful Project Offices; Overview of Strategic Management; Key Strategic Terms; Using Projects to Meet Organizational Needs; Categorizing Projects; Where Do Projects Come From?; Selecting Projects; Types of Projects; Mandatory Projects; Infrastructure Upgrades; Discretionary Projects; Project Selection
- How to Choose a Project?Chapter 3: Project Processes, Phases, and Life Cycles; Project Management Processes; Initiating Processes; Planning Processes; Executing Processes; Controlling Processes; Closing Processes; Project Phases; Project Life Cycles; Ad Hoc/Code-and-Fix; Waterfall; Iterative/Incremental; Spiral Approach; Prototyping; Light Processes; Chapter 4: Project Management Plan Elements; Management Documents; Planning Documents; Project Logs; How Much Documentation Do I Really Need?; How Much Project Management Is Enough?; Project Categories; Duration; Budget; Resource Usage; Risk
- ComplexityCriticality; Communications Requirements; Category A, B, and C Projects; Chapter 5: Initiating and Planning Project Scope; The Project Charter; What Goes into the Project Charter; Value of the Project Charter; The Kickoff Meeting; The Project Scope Statement; What Goes into the Project Scope Statement; Value of the Project Scope Statement; All About Requirements; Introduction to Requirements; The Business Analyst and Requirements; Types of Requirements; Properties of Requirements; Individual Requirements; Sets of Requirements; Sources of Requirements; Stakeholder Categories
- Gathering RequirementsInterviews; Joint Application Development Sessions; Other Approaches; Chapter 6: Creating the Work Breakdown Structures and Project Schedule; The Work Breakdown Structure; Organizing the Work Breakdown Structure; Developing the Work Breakdown Structure; Work Breakdown Structure Display; Activity Definition; Resource Planning; Defining Resources; Defining Roles and Responsibilities; Activity Sequencing; Types of Dependencies; Types of Relationships; Duration Estimating; Effort and Duration; Types of Estimates; Methods of Developing Estimates; Factors that Affect Estimates
- Cost Estimating
