| |
| |
| 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 | |