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Complex IT Project Management: 16 Steps to Success
Complex IT Project Management: 16 Steps to Success
ISBN: 0849319323
EAN: 2147483647
Year: 2004
Pages: 231
Authors:
Peter Schulte
BUY ON AMAZON
Table of Contents
BackCover
Complex IT Project Management-16 Steps to Success
Preface
Chapter 1: A Project is More Than its Technical Deliverables
1.2 How did We Do?
1.3 The Project in Context
1.4 The Big Thirteen
1.5 Discovery Techniques
1.6 Interviewing Techniques
1.7 Conclusion
Notes
Chapter 2: Learning Requirements is Our First Priority
2.2 ISDN Case Study Requirements
2.3 How Requirements are Derived
2.4 An Airport is Born
2.5 Applying the Big Thirteen
2.6 Develop an Issues List
2.7 Eliminate as Many Issues as Possible
2.8 Assign Real Issues to the Right Party
2.9 Why You Assign Issues
2.10 Turning Issues into Assumptions
2.11 Socialize Your Assumptions
2.12 Analyze and Incorporate Feedback
2.13 Get Universal Sign-Off on Requirements
2.14 Address the Feasibility of Implementing Requirements
2.15 Turning Requirements into Specifications
2.16 Mapping Requirements to the Project Plan
2.17 Workflow Analysis
2.18 Conclusion
Notes
Chapter 3: Using Technologies to Meet Requirements
3.2 How Technologies Really Get Used
3.3 How Technologies Fail
3.4 How to Determine If it is Going to Work
3.5 Understand Your Technologies
3.6 Review Validation Plan
3.7 Review Risk
3.8 Review Potential Integration Issues
3.9 Review with Customer and Beneficiaries
3.10 Submit to Technology Review Board If Required
3.11 Commence Validation Processes and Adjust as Required
3.12 Proceed with Rollout, Invoking Your Plan Bs as Required
Notes
Chapter 4: Devising an Implementation Strategy Precedes Scheduling
4.2 That was an Implementation Strategy
4.3 Why do I Need an Implementation Strategy?
4.4 How do I Use this Implementation Strategy?
4.5 Building Your Implementation Strategy
4.6 Finding Gaps with the Implementation Strategy
4.7 Implementation Strategy Components
4.8 An it Implementation Strategy Example
4.9 A Vendor Management Implementation Strategy
4.10 Conclusion
Notes
Chapter 5: Plan B is an Integral Part of the Project Plan
5.1 What is a Plan B?
5.2 A Word About Risk
5.3 When is Risk Really Risk?
5.4 Identifying Risk
5.5 Murphy s Law
5.6 Uncovering Project Risk
5.7 Uncovering Beneficiary Risk
5.8 Uncovering Corporate Risk
5.9 What to do with These Questions
5.10 The Cost of Risk Management
5.11 Next Steps in Risk Planning
5.12 Plan B Strategies
5.13 Plan B Triggers
5.14 Sample Trigger
5.15 Pulling Your Plan B Together
5.16 Sample Plan B: A Not so Wide Area Network
5.17 Conclusion
Notes
Chapter 6: Writing the Plan
6.2 Six Steps Toward Successful Planning
6.3 Starting the Schedule Build
6.4 The Project Pyramid
6.5 How to Use the Pyramid
6.6 Getting Serious About Your Schedule
6.7 Drafting the First Master Schedule
6.8 Selling the Critical Path
6.9 Getting Ready for the Detail
6.10 Finally, Your Project Calendar
6.11 Managing Team Lead Plan Detail
6.12 Pulling it all Together
Note
Chapter 7: How to Status Your Project
7.1 Rules of Engagement
7.2 The Politics of Bad News and Escalation
7.3 The Answer Man
7.4 Raising a Project Jeopardy
7.5 Checking Status Against the Project Plan
7.6 Status Report: Smooth Sailing
7.7 Status Report: Rough Waters Ahead
7.8 Handling Challenges to the Schedule
7.9 Generic Reactions
7.10 Adjusting Your Schedule
7.11 Issues List
7.12 When Late Matters
7.13 Quality of Deliverables
7.14 Conclusion
Notes
Chapter 8: Managing Project Information
8.2 What You Should Document
8.3 Communications Strategy
8.4 Meetings
8.5 Conclusion
Chapter 9: Manage Your Dollars
9.1 Where did the Number Come From?
9.2 Budgetary Assumptions
9.3 Budgetary Source Data
9.4 Creating Estimates
9.5 Budget Laundry List
9.6 Things Can Look Odd Under the Budgetary Microscope
9.7 Handling Prospective Shortfalls
9.8 Service Delivery and Cost Recovery
9.9 When is an Approved Expenditure Approved?
9.10 Where Does the Money Go?
9.11 Tracking Expenditures
9.12 Overruns
9.13 Conclusion
Notes
Chapter 10: Understanding and Managing Vendors
10.1 About Vendors
10.2 Existing Vendors
10.3 New Vendors
10.4 Vendor Selection Process
10.5 Doing RFPs Right
10.6 Thirteen Steps of Vendor Management
10.7 Conclusion
Note
Chapter 11: Manage Your Turnover
11.2 Production Support Models
11.3 Understanding the Model
11.4 Support Requirements
11.5 Runbooks
11.6 Negotiating Support
11.7 Conclusion
Note
Chapter 12: Handling Your Team
12.2 Leadership
12.3 Your Role versus Theirs
12.4 Decision Making
12.5 Infighting
12.6 Coaching and Mentoring
12.7 Ownership
12.8 Follow the Bouncing Ball
12.9 Project Team Table Manners
12.10 Conclusion
Notes
Chapter 13: Managing Customers and Beneficiaries
13.2 The Customer May Not Always be Right
13.3 Lead, Follow, or Get Out of the Way
13.4 Speeds and Feeds
13.5 The Dynamics of Public Presentations
13.6 Managing Objections
13.7 You Can Run, but You Cannot Hide
13.8 Evaluating Beneficiary Risk
13.9 Recognizing Scope Creep
13.10 Reacting to Scope Creep
13.11 Joint Planning with Beneficiaries
13.12 Roles and Responsibilities
13.13 User Acceptance Testing
13.14 Service Levels
13.15 Through the Looking Glass From the Other Side
13.16 Bearing Bad News
13.17 Negotiations
13.18 Conclusion
Notes
Chapter 14: Handle Your Management
14.1 How Much Autonomy do Project Managers Have?
14.2 Be on the Lookout for Specific Management Traits
14.3 Management Style
14.4 Problem Solving
14.5 Your Manager s Political Tendencies
14.6 Procrastination
14.7 Conflict Avoidance
14.8 Risk Aversion
14.9 Grasp of Theory and Details
14.10 Communications Skills
14.11 Basic Rules of Boss Management
14.12 Conclusion
Notes
Chapter 15: Lessons Learned
15.2 Setting the Goals for Your Lessons Learned
15.3 How Well was Scope Implemented?
15.4 Positive Contributing Factors
15.5 Negative Contributing Factors
15.6 Gathering the Team Together
15.7 Samples
15.8 Example: SouthPointe Lessons Learned
15.9 Conclusion
Note
Chapter 16: Becoming the Project Adult
16.1 A Day in the Life
16.2 Becoming the Project Adult
16.3 What Makes a Great Project Manager?
16.4 Experience and Training
16.5 Professional Skills
16.6 Personal Attributes
16.7 About Consulting Project Managers
Notes
Index
Index_B
Index_C
Index_D
Index_E
Index_F
Index_G
Index_H
Index_I
Index_J
Index_K
Index_L
Index_M
Index_N
Index_O
Index_P
Index_Q
Index_R
Index_S
Index_T
Index_U
Index_V
Index_W
Index_X
Index_Y
List of Exhibits
Page #230 (Index)
Complex IT Project Management: 16 Steps to Success
ISBN: 0849319323
EAN: 2147483647
Year: 2004
Pages: 231
Authors:
Peter Schulte
BUY ON AMAZON
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