Revolutionizing IT The Art of Using Information Technology Effectively

ISBN-10: 0471250414
ISBN-13: 9780471250418
Edition: 2002
List price: $29.95
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Description: The author shows that the underlying assumptions that organizations make about projects are unrealistic, and then guides the reader to a new, unconventional approach.

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Book details

List price: $29.95
Copyright year: 2002
Publisher: John Wiley & Sons, Incorporated
Publication date: 9/30/2002
Binding: Hardcover
Pages: 237
Size: 6.50" wide x 9.50" long x 1.00" tall
Weight: 1.100
Language: English

The author shows that the underlying assumptions that organizations make about projects are unrealistic, and then guides the reader to a new, unconventional approach.

About the Authors
Preface
Acknowledgments
Introduction
The Nature of Projects
The Race
Terminology
Principles and Methodologies
The Improvement of Business Processes
The Classic View of Project Management Theory
Classic Theory Limitations
The Methodology Evolution
Summary
In the Beginning
How Projects Are Typically Initiated
The Virus That Causes Scope Growth
Resource Limitations
Management Misunderstanding
Did Lewis and Clark Succeed or Fail?
Summary: Early Stage Problems
The Anatomy of a Project
Mega-Multi Manufacturing
Drowning under the Waterfall
A Second Look at Mega-Multi
The Evils of Scope Creep
Why Has the Waterfall Lasted This Long?
Summary: Why So Many Projects Fail
The Elements of Success
Common Characteristics
Why the Largest IT Project Ever Undertaken Succeeded
A Seemingly Simple Success Story: Bass Pro
Emergency Behavior
Case History: Fort Knox Fails, but Silverlake Shines
Summary
How to View Projects
What Is Success?
Why Good Plans Are So Hard to Create
The Patton/Lombardi Effect
Building a Mental Picture
More Realistic Assumptions
Following Mother Nature
A Different View of Projects
Better Measures of Success
What Project Teams Need to Do
Summary
Deciding What to Do
Defining Specific Project Goals
Organizing Task Forces
Practical Advice
Mega-Multi Manufacturing Revisited
Summary
Controlling Project Scope
Let Time Determine Scope
Control the Use of Resources
Limit the Size of the Design Team
Gauge Your Ability to Absorb Change
Imitate, Don't Invent
Create a Single Point of Accountability
Management's Role in Scope Control
Bite-Sized Pieces
Case History: The Birth of the PC
Summary
Who Is Accountable?
Who Should Be Accountable?
IT Accountability
Rewarding Project Teams
Summary
Using Packaged Software
The Role of Packaged Software
Package Selection the Traditional Way
Another Adventure for Mega-Multi
What Is Wrong with the Traditional Approach?
The RITE Approach
Getting Help Selecting and Installing Packages
Package Selection Using the RITE Approach
Case History: Mississippi Chemical
Summary
The Balancing Act
The Need for Balance
Questions to Ask
More Speed, Scotty
Planning versus Doing
Delivering Benefits
Disruption: How Much Is Too Much?
Controlling Risk
Summary
Using Outsiders Wisely
The Business of Providing IT Assistance
The Rate Issue
Who Assumes the Risk?
A Better Model for Obtaining IT Project Assistance
Making the Right Choice
Summary
Managing IT Professionals
What Makes IT Professionals Different
Motivation and Job Satisfaction
Career Management
Managers and Leaders
Marginal Performers
High-Potential Employees
Creating Ideal Assignments
The Causes of Turnover
Summary
Management of Projects
The Project Scheduling Dilemma
Why Most Schedules Are Not Met
A Different Approach to Scheduling
Using Two-Tier Schedules to Defeat Parkinson's Law
Case History: Sealectro Replaces Its Applications
Summary
Building Software Yourself
The Role of Management
The Development Challenge
Another Visit to the Waterfall
The Planning Stage of Development
The Design Stage of Development
The Coding Stage of Development
The Test Stage of Development
The Delivery Stage of Development

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