New Directions in Project Management
by Paul C. Tinnirello
Organizations that rely on computing technology for survival
understand the critical importance of managing projects that meet strategic goals and objectives. The diversity of business globalization and electronic commerce combined with the unceasing pace of
technical change continues to challenge efforts for more proficient project management techniques. Presenting the tools you need to meet the challenges of the new business environment, New Directions in Project Management covers best practices in all areas of managing software development projects – practices that have been determined by measurable results not vague ideologies. In addition to a
comprehensive treatment of software development project
management, this book covers managing outsourced projects, team-and consensus-building, requirements definition, systems integration, measurement and metrics, and quality assurance testing. Rather than force-feeding a particular vision of project management and one methodology, the integrated approach combined with detailed
concepts and techniques presented here offer you valuable advice and guidance for your project’
s success. Successful planning for the
challenges of the new business environment will remain complex, but not unachievable. In this environment, project management cannot be viewed only as a solitary management activity but as a set of dynamic principles that can be cultivated and improved through practical experience. This demands the best of your skills. Covering software development project management from all sides, New Directions in Project Management gives you the advantage.
Table of Contents:
New Directions in Project Management
Introduction
Section I Essential Concepts of Project Management Chapter 1 – Ten Ways to Improve Project Performance
Chapter 2 – Nine Factors for Project Success
Chapter 3 – Managing Project Management
Chapter 4 – Strategies for Heading Off IS Project Failure
Chapter 5
Six Myths about Managing Software Development in the New
– Millennium
Chapter 6 – Back to Basics: Getting Systems Development Right Chapter 7
Process Management: Integrating Project Management and
– Development
Chapter 8 – Project Meetings: A Communication and Coordination Tool Chapter 9
Managing Systems Requirements
–
Section II Critical Factors for Project Quality
Chapter 10 – Using Project Management to Become ISO 9000 Certified Chapter 11 – SEI CMM or ISO 9000: Which Is Right for Your Organization?
Chapter 12 – An Almost Perfect Software Project: Using SEI Core Measurements Chapter 13 – Does Your Project Risk Management System Do the Job?
Chapter 14 Evolution of a High-Quality Development Process in an Existing
– Software Project
Chapter 15 – Incorporating Six Sigma Concepts into Systems Analysis Chapter 16 – Solving the Software Quality Management Problem
Section III Managing Business Relationships
Chapter 17 – Prescriptions for Managing IT Priority Pressure
Chapter 18 – Business and IT: Developing Strategic Alliances
Chapter 19 – Managing the Change to Self-Directed Teams: Myths and Miseries Chapter 20 – Improving IS Performance: The Role of the Value Chain Chapter 21 – The Myths and Realities of IT Steering Committees Chapter 22 Achieving Enterprise Culture Change Through a Project Management
– Program
Chapter 23 – Developing Applications with the User in Mind
Section IV Effectively Managing Outsourced Projects
Chapter 24 – A Practical Guide to Staff Augmentation and Outsourcing Chapter 25 – The Essentials for Successful IT Outsourcing
Chapter 26 – The Management Service Provider Option
Chapter 27 – Managing the Risk of Outsourcing Agreements
Chapter 28 – Hiring and Managing Consultants
Chapter 29 – How to Manage Outsourcing for Best Results
Chapter 30 Outsourcing as a Means of Improving Process Maturity: An Approach
– for More Rapidly Moving up the Capability Maturity Model
Section V Managing Special Projects
Chapter 31 – The Role of Project Management in Knowledge Management Chapter 32 – Managing Development in the Era of Large Complex Systems Chapter 33 – Developing IT Projects on a Pay-for-Performance Basis Chapter 34 – The Pitfalls of Client/Server Development Projects Chapter 35 – Using Project Management to Build an IT Help Desk Chapter 36 – Leveraging Developed Software: Organizational Implications Chapter 37 Managing Legacy Assets
–
Section VI Measuring and Improving Project Management Success Chapter 38 – Facilitating Your Way to Project Success
Chapter 39 – Reducing IT Project Complexity
Chapter 40 – Designing an Effective Project Management Office Chapter 41 – Assessing the Real Costs of a Major System Change Chapter 42 – Information Technology for Project Management Automation Chapter 43 The Project Management Office: A Strategy for Improvement and
– Success
Chapter 44 – Creating and Implementing a Balanced Measurement Program Chapter 45 Software Process Assessment: Building the Foundation for a Mature IS
– Process
Index
List of Exhibits
New Directions in Project Management
Best Practices Series
Editor
Paul C. Tinnire llo
Chapter 30, “Outsourcing as a Means of Improving Process Maturity: An Approach for More Rapidly Moving up the Capability Maturity Model,” © 1998 by Keane, Inc.
Used by permission.
Library of Congress Cataloging-in-Publication Data
New directions in project management/edited by Paul C. Tinnirello.
p. cm.(Best practices)
Includes bibliographical references and index.
ISBN 0-8493-1190-X (alk. paper)
1. Project management. I. Tinnirello, Paul C.II. Best practices series (Boca Raton, Fla.)
T56.8 .N492001
658.4’04–dc21 2001046081
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Contributors
Layne C. Bradley, Information Technology Management (Retired), Arlington, Texas Janet Butler, Senior Editor, Auerbach Publications, New York, New York Edward G. Cale, Jr., Professor, Information Systems, Babson College, Babson Park, Massachusetts
Tom Chaudhuri, Project Director, Canadian Imperial Bank of Commerce, Toronto, Ontario, Canada
Paul Cule, Assistant Professor of Management, Marquette University, Milwaukee, Wisconsin Paul Cullen, IS Technical Consultant, Norwest Audit Services, Inc., Minneapolis, Minnesota Susan Phillips Dawson, CIM Development Manager, Microprocessor and Memory Technologies Group (MMTG) Final Manufacturing, Motorola, Austin, Texas Ken Doughty, Manager, Disaster Recovery, Colonial Bank, Cherry Brook, New South Wales, Australia
Ginger H. Eby, Director, Data Administration, Computer Sciences Corporation Dana T. Edberg, Assistant Professor, Computer Information Systems, University of Nevada, Reno, Nevada
Chris Gane, President, Rapid System Development, Inc., New York, New York Hal H. Green, Director, Manufacturing Systems Division, SETPOINT Inc., Houston, Texas J.W.E. Greene, Managing Director, Quantitative Software Management (QSM) Europe, Paris, France
Leigh Hardy, Project Management Office Leader, Newcourt Credit, Toronto, Ontario, Canada Warren Harkness, Principal Consultant, Product Development Consulting Inc., Boston, Massachusetts
Linda G. Hayes, B.B.A., C.P.A., M.S., J.D., Chief Executive Officer, WorkSoft, Inc., Dallas, Texas
Douglas B. Hoyt, Consultant and Writer, Hartsdale, New York Brian Jeffery, Managing Director, International Technology Group, Mountain View, California Jerome Kanter, Director, Center for Information Management Studies (CIMS), Babson College, Babson Park, Massachusetts
Brian Keane, Information Services and Healthcare Services, Keane, Inc.
Mark Keil, Georgia State University, Atlanta, Georgia
Ralph L. Kliem, President, Practical Creative Solutions, Inc., Redmond, Washington Polly Perryman Kuver, Consultant, Boston, Massachusetts
Richard B. Lanza, Process Manager, Business and Technology Integration Team, American Institute of Certified Public Accountants, Lake Hopatcong, New Jersey Chang-Yang Lin, Ph.D., Professor, Computer Information Systems, Eastern Kentucky University, Richmond, Kentucky
Irwin S. Ludin, Principal, Practical Creative Solutions, Inc., Redmond, Washington Kalle Lyytinen, University of Jyväskylä, Finland
James L. Mater, Executive Vice President and General Manager, Services Division, QualityLogic, Inc., Beaverton, Oregon
Ulla Merz, PhD, Principal Consultant, P2E, Boulder, Colorado Nancy Blumenstalk Mingus, President, Mingus Associates, Inc., Buffalo, New York John P. Murray, Consultant, Madison, Wisconsin