Index_P


P

PDM, see precedence diagram method

People Express, 258

performance

and cost/schedule, 195

customer-specified criteria for, 12–13

of team members, 251

performance-based SOWs, 85

performance indexes, 31–34

personnel

and development speed, 223–226, 228–229

project manager's report on, 251

reassignment of, 69–70, 250–251

PERT, see project evaluation review technique

planned value (PV), 28–31, 35

definition of, 203

in earned value analysis, 202–204, 207, 208

planning phase, 40

importance of, 64, 133

project life cycle in, 52–57

systems development life cycle in, 57–66

time spent on, 11, 127

see also project plan

PLC, see project life cycle

PMBOK Guide, 154

PMBOK (Project Management Body of Knowledge), 8

PMI, see Project Management Institute

PMP, see Project Management Professional

policies, 2, 156

political skills, 103–105

precedence diagram method (PDM), 20–23, 25, 138

preferred design, 189–191

preliminary design, 62–63

present value (PV), 172–173

prioritizing risk, 164, 166–168

priority of project, 47

probability of risk, 164, 168, 169, 174

problem-solving skills, 102–103

procedures, 2

processes

as dimension of development speed, 222–223, 229

traditional vs. project management, 13–15

product requirements

finalizing, 62

identifying, 48–49

specifications of, 143

see also requirements

products

completion/delivery of, 248

and development speed, 226–227, 230

errors in, 74

preparing for maintenance of, 252–253

testing, 65

product scope, 48, 50, 51

project book, 251

project charters, 46–47, 121, 122, 156

project control book, 69

project description (in project plan), 135

project evaluation review technique (PERT), 20, 21, 138

project life cycle (PLC), 39–43

in concept phase, 43–47

in customer service and system maintenance phase, 70–72

phases of, 40

in planning phase, 52–57

relationship of system development life cycle to, 41–43

in termination phase, 66–70

project management, 9–37

actual cost in, 28–29

applying tools and techniques of, 4–5

changes in, 3–4

cost and schedule variance in, 30–31

definition of, 13–14

definitions related to, 11–13

earned value in, 26, 28–30, 35–36

estimates at completion in, 33–34

estimate to complete in, 34–35

Gantt charts in, 25–27

generic approaches to, 2–3

for IT projects, 2–4

network analysis in, 20–25

planned value in, 28, 29

process deficiencies of, 2

schedule and cost performance indexes in, 31–34

and systems engineering, 183–184, 197–199

traditional processes vs., 13–15

work breakdown structure in, 14–20

World War II's effect on, 9–10

Project Management Body of Knowledge (PMBOK), 8

Project Management Code of Ethics, 104

Project Management Institute (PMI), 7–8, 104, 154–155

Project Management Professional (PMP), 8, 104, 225, 247

project manager, 99–105

apportioning time of, 20

basic responsibilities of, 101

budget verification by, 139

credibility of, 104

duration of involvement in project by, 111

emotional intelligence of, 105

EQ vs. IQ of, 107, 108

ethical behavior of, 104–105

skills required for, 101–105

team member selection by, 112–113

project office, 2, 69–70, 249–250

project organization, 2, 115–116

project-oriented organizations, 11

project plan, 56, 127–151

appendixes for, 142–144

contractual requirements in, 136–137

cost estimates in, 138–139

evaluation criteria in, 140, 141

evolution of, 127–128

executive summary in, 134–135

finalization of, 149–150

format for, 133–144

identifying potential risks in, 138–141

implementation of, 150

mapping WBS to, 144–145

preliminary considerations for, 128–132

project description in, 135

and resource allocation, 147–149

resource requirements in, 137

review process for, 149

schedule section of, 137–138

sign-off on, 149–150

technical approach in, 136

validating schedule/budget estimates in, 145–148

project(s), 11

bid decisions for, 90–93

changes within, 215

complexity of, 9

errors in, 74

functional activities vs., 11

IT, 2–6, 10

processes/tools for types of, 2, 38–39

technical/management approaches to, 38–39

transferring responsibility for, 71–72

uniqueness of, 12

project scope, 44, 45, 48, 51

project selection phase, 155, 156

project team, 53, 99–125

assignment of, 131–132

choosing members for, 112–113

and development speed, 223–226

and EQ of team members, 105

project manager on, 99–105

and project organization, 113–116

requesting people by name for, 113, 132

staffing, 111–112

and stakeholder management, 116–125

structuring, 108–111

in WEB development, 54

proof-of-concept phase, 40

proposals, system, 196–197

pure risks, 154

PV, see planned value; present value

pyramids, 9




Managing Information Technology Projects
Managing Information Technology Projects: Applying Project Management Strategies to Software, Hardware, and Integration Initiatives
ISBN: 0814408117
EAN: 2147483647
Year: 2003
Pages: 129
Authors: James Taylor

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