Availability: Complex IT project management | Technische Universität München

Complex IT project management: 16 steps to success

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Bibliographic Details
Main Author:	Schulte, Peter (Author)
Format:	Book
Language:	English
Published:	Boca Raton [u.a.] Auerbach Publ. 2003
Subjects:	Informationstechnik Projektmanagement
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017293722&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Physical Description:	XIX, 314 S. graph. Darst.
ISBN:	0849319323

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Record in the Search Index

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adam_text	IMAGE 1 A PROJECT IS MORE THAN ITS TECHNICAL DELIVERABLES P. 1 PROVISIONING ISDN P. 1 HOW DID WE DO? P. 2 THE PROJECT IN CONTEXT P. 2 ASSUMPTIONS P. 3 DISCONNECTS P. 4 ISSUES P. 4 OBSTACLES P. 5 AGENDAS AND PERSONALITIES P. 5 THE BIG THIRTEEN P. 5 WHAT IS TO BE DONE? P. 5 WHAT ARE THE BENEFITS? P. 8 WHO BENEFITS? P. 11 WHO IS THE CUSTOMER? P. 11 WHO IS THE SPONSOR? P. 12 HOW WILL THE DELIVERABLES FIT IN THE LEGACY ENVIRONMENT? P. 12 HOW MUCH WILL THIS COST? P. 15 WHAT IS THE TIMELINE? P. 15 WHAT ARE THE KEY DEPENDENCIES? P. 16 WHAT IS THE RISK? P. 17 WHAT ARE THE SUCCESS METRICS? P. 18 HOW WILL WE SUPPORT THIS P. 20 WHAT IS THE SHELF LIFE? P. 21 DISCOVERY TECHNIQUES P. 22 INTERVIEWING TECHNIQUES P. 23 CONCLUSION P. 25 LEARNING REQUIREMENTS IS OUR FIRST PRIORITY P. 27 THE TROUBLE WITH REQUIREMENTS P. 27 ISDN CASE STUDY REQUIREMENTS P. 28 WHAT THESE REQUIREMENTS SHOW P. 29 WHAT THESE REQUIREMENTS DO NOT SHOW P. 30 HOW REQUIREMENTS ARE DERIVED P. 30 AN AIRPORT IS BORN P. 31 APPLYING THE BIG THIRTEEN P. 32 DEVELOP AN ISSUES LIST P. 32 ELIMINATE AS MANY ISSUES AS POSSIBLE P. 32 ASSIGN REAL ISSUES TO THE RIGHT PARTY P. 33 WHY YOU ASSIGN ISSUES P. 34 TURNING ISSUES INTO ASSUMPTIONS P. 36 SOCIALIZE YOUR ASSUMPTIONS P. 37 ANALYZE AND INCORPORATE FEEDBACK P. 37 IMAGE 2 GET UNIVERSAL SIGN-OFF ON REQUIREMENTS P. 38 ADDRESS THE FEASIBILITY OF IMPLEMENTING REQUIREMENTS P. 39 TURNING REQUIREMENTS INTO SPECIFICATIONS P. 40 MAPPING REQUIREMENTS TO THE PROJECT PLAN P. 42 WORKFLOW ANALYSIS P. 42 CONCLUSION P. 43 USING TECHNOLOGIES TO MEET REQUIREMENTS P. 45 WHY TECHNOLOGIES SHOULD BE USED P. 45 HOW TECHNOLOGIES REALLY GET USED P. 48 HOW TECHNOLOGIES FAIL P. 49 WHAT DO YOU MEAN BY FAIL ? P. 50 WHAT DO YOU MEAN BY TECHNOLOGIES ? P. 50 DON T YOU MEAN WHY DO PROJECTS FAIL ? P. 51 HOW TO DETERMINE IF IT IS GOING TO WORK P. 53 LISTING TARGET STATE ELEMENTS P. 53 UNDERSTAND YOUR TECHNOLOGIES P. 54 REVIEW VALIDATION PLAN P. 56 REVIEW RISK P. 57 REVIEW POTENTIAL INTEGRATION ISSUES P. 58 REVIEW WITH CUSTOMER AND BENEFICIARIES P. 59 SUBMIT TO TECHNOLOGY REVIEW BOARD IF REQUIRED P. 59 COMMENCE VALIDATION PROCESSES AND ADJUST AS REQUIRED P. 60 PROCEED WITH ROLLOUT, INVOKING YOUR PLAN BS AS REQUIRED P. 63 DEVISING AN IMPLEMENTATION STRATEGY PRECEDES SCHEDULING P. 65 WHAT IS AN IMPLEMENTATION STRATEGY? P. 65 THAT WAS AN IMPLEMENTATION STRATEGY P. 67 WHY DO I NEED AN IMPLEMENTATION STRATEGY? P. 68 HOW DO I USE THIS IMPLEMENTATION STRATEGY? P. 69 BUILDING YOUR IMPLEMENTATION STRATEGY P. 74 FINDING GAPS WITH THE IMPLEMENTATION STRATEGY P. 74 IMPLEMENTATION STRATEGY COMPONENTS P. 75 AN IT IMPLEMENTATION STRATEGY EXAMPL P. 75 A VENDOR MANAGEMENT IMPLEMENTATION STRATEGY P. 77 FACILITIES P. 79 OPERATIONS P. 79 TECHNOLOGY P. 79 CUSTOMER-FACING PROCESSES P. 80 CONCLUSION P. 81 PLAN B IS AN INTEGRAL PART OF THE PROJECT PLAN P. 83 WHAT IS A PLAN B? P. 84 A WORD ABOUT RISK P. 85 IMAGE 3 WHEN IS RISK REALLY RISK? P. 86 IDENTIFYING RISK P. 87 MURPHY S LAW P. 89 UNCOVERING PROJECT RISK P. 90 UNCOVERING BENEFICIARY RISK P. 91 UNCOVERING CORPORATE RISK P. 92 WHAT TO DO WITH THESE QUESTIONS P. 92 THE COST OF RISK MANAGEMENT P. 95 NEXT STEPS IN RISK PLANNING P. 97 PLAN B STRATEGIES P. 97 PLAN B TRIGGERS P. 97 SAMPLE TRIGGER P. 99 PULLING YOUR PLAN B TOGETHER P. 101 SAMPLE PLAN B: A NOT SO WIDE AREA NETWORK P. 102 CONCLUSION P. 104 WRITING THE PLAN P. 105 PLANNING PROCESS OBJECTIVES P. 105 SIX STEPS TOWARD SUCCESSFUL PLANNING P. 106 STARTING THE SCHEDULE BUILD P. 107 THE PROJECT PYRAMID P. 110 HOW TO USE THE PYRAMID P. 111 GETTING SERIOUS ABOUT YOUR SCHEDULE P. 115 DRAFTING THE FIRST MASTER SCHEDULE P. 115 SELLING THE CRITICAL PATH P. 117 GETTING READY FOR THE DETAIL P. 119 FINALLY, YOUR PROJECT CALENDAR P. 120 MANAGING TEAM LEAD PLAN DETAIL P. 121 PULLING IT ALL TOGETHER P. 124 HOW TO STATUS YOUR PROJECT P. 127 RULES OF ENGAGEMENT P. 127 THE POLITICS OF BAD NEWS AND ESCALATION P. 128 THE ANSWER MAN P. 130 RAISING A PROJECT JEOPARDY P. 132 CHECKING STATUS AGAINST THE PROJECT PLAN P. 135 STATUS REPORT: SMOOTH SAILING P. 137 STATUS REPORT: ROUGH WATERS AHEAD P. 139 HANDLING CHALLENGES TO THE SCHEDULE P. 140 GENERIC REACTIONS P. 140 ADJUSTING YOUR SCHEDULE P. 141 ISSUES LIST P. 143 WHEN LATE MATTERS P. 146 IMAGE 4 QUALITY OF DELIVERABLES P. 147 CONCLUSION P. 148 MANAGING PROJECT INFORMATION P. 151 DOCUMENTATION GUIDELINES P. 151 WHAT YOU SHOULD DOCUMENT P. 151 COMMUNICATIONS STRATEGY P. 153 MEETINGS P. 155 CONCLUSION P. 158 MANAGE YOUR DOLLARS P. 161 WHERE DID THE NUMBER COME FROM? P. 161 BUDGETARY ASSUMPTIONS P. 162 BUDGETARY SOURCE DATA P. 164 CREATING ESTIMATES P. 169 BUDGET LAUNDRY LIST P. 171 THINGS CAN LOOK ODD UNDER THE BUDGETARY MICROSCOPE P. 172 HANDLING PROSPECTIVE SHORTFALLS P. 173 SERVICE DELIVERY AND COST RECOVERY P. 174 WHEN IS AN APPROVED EXPENDITURE APPROVED? P. 175 WHERE DOES THE MONEY GO? P. 175 TRACKING EXPENDITURES P. 176 OVERRUNS P. 177 CONCLUSION P. 178 UNDERSTANDING AND MANAGING VENDORS P. 179 ABOUT VENDORS P. 179 EXISTING VENDORS P. 180 NEW VENDORS P. 182 VENDOR SELECTION PROCESS P. 183 DOING RFPS RIGHT P. 187 THIRTEEN STEPS OF VENDOR MANAGEMENT P. 190 CONCLUSION P. 193 MANAGE YOUR TURNOVER P. 195 THE HANDOFFS P. 195 PRODUCTION SUPPORT MODELS P. 197 HISTORIC MODE P. 197 EMERGING MODEL P. 197 UNDERSTANDING THE MODEL P. 198 SUPPORT REQUIREMENTS P. 198 BAU SUPPORT REQUIREMENTS P. 199 CUSTOMIZED BAU SUPPORT P. 199 TOTALLY CUSTOMIZED SUPPORT P. 200 RUNBOOKS P. 201 IMAGE 5 NEGOTIATING SUPPORT P. 201 CONCLUSION P. 204 HANDLING YOUR TEAM P. 205 WORKING WITH PEOPLE AS A MANAGER P. 205 LEADERSHIP P. 206 YOUR ROLE VERSUS THEIRS P. 206 DECISION MAKING P. 209 INFIGHTING P. 211 COACHING AND MENTORING P. 211 OWNERSHIP P. 213 FOLLOW THE BOUNCING BALL P. 214 PROJECT TEAM TABLE MANNERS P. 214 CONCLUSION P. 215 MANAGING CUSTOMERS AND BENEFICIARIES P. 217 HOW IT IS SUPPOSED TO WORK P. 217 THE CUSTOMER MAY NOT ALWAYS BE RIGHT P. 219 LEAD, FOLLOW, OR GET OUT OF THE WAY P. 219 SPEEDS AND FEEDS P. 220 THE DYNAMICS OF PUBLIC PRESENTATIONS P. 222 MANAGING OBJECTIONS P. 222 YOU CAN RUN, BUT YOU CANNOT HIDE P. 226 EVALUATING BENEFICIARY RISK P. 229 RECOGNIZING SCOPE CREEP P. 229 REACTING TO SCOPE CREEP P. 230 JOINT PLANNING WITH BENEFICIARIES P. 232 ROLES AND RESPONSIBILITIES P. 234 USER ACCEPTANCE TESTING P. 234 SERVICE LEVELS P. 235 THROUGH THE LOOKING GLASS FROM THE OTHER SIDE P. 236 BEARING BAD NEWS P. 238 NEGOTIATIONS P. 238 CONCLUSION P. 239 HANDLE YOUR MANAGEMENT P. 241 HOW MUCH AUTONOMY DO PROJECT MANAGERS HAVE? P. 242 BE ON THE LOOKOUT FOR SPECIFIC MANAGEMENT TRAITS P. 243 MANAGEMENT STYLE P. 244 PROBLEM SOLVING P. 245 YOUR MANAGER S POLITICAL TENDENCIES P. 247 PROCRASTINATION P. 248 CONFLICT AVOIDANCE P. 249 RISK AVERSION P. 250 IMAGE 6 GRASP OF THEORY AND DETAILS P. 251 COMMUNICATIONS SKILLS P. 252 BASIC RULES OF BOSS MANAGEMENT P. 253 CONCLUSION P. 253 LESSONS LEARNED P. 255 HOW DO PEOPLE LEARN? P. 255 SETTING THE GOALS FOR YOUR LESSONS LEARNED P. 257 HOW WELL WAS SCOPE IMPLEMENTED? P. 257 POSITIVE CONTRIBUTING FACTORS P. 259 WE DEVELOPED EXCELLENT REQUIREMENTS P. 260 WE GOT THE BIG PICTURE EARLY P. 261 WE UNDERSTOOD OUR STARTING POINT P. 261 RISKS WERE CORRECTLY IDENTIFIED P. 262 THE BUDGET WORKED OUT P. 263 NEGATIVE CONTRIBUTING FACTORS P. 263 MISSED DATES P. 264 MISSED BUDGET P. 264 MISSED REQUIREMENTS P. 265 OPERATIONAL HANDOFF MISCUES P. 266 OWNERSHIP P. 266 CULTURE P. 267 GATHERING THE TEAM TOGETHER P. 268 SAMPLES P. 270 EXAMPLE: SOUTHPOINTE LESSONS LEARNED P. 271 WIRELESS LAN P. 271 IP-BASED VIDEO CONFERENCING P. 271 THIN CLIENT COMPUTING P. 272 ANALYSIS P. 272 CONCLUSION P. 273 BECOMING THE PROJECT ADULT P. 275 A DAY IN THE LIFE P. 275 BECOMING THE PROJECT ADULT P. 276 WHAT MAKES A GREAT PROJECT MANAGER? P. 278 EXPERIENCE AND TRAINING P. 279 PROJECT MANAGEMENT METHODOLOGIES P. 281 TECHNICAL BACKGROUND P. 282 QUALITY ORIENTATION P. 283 BUSINESS ACUMEN P. 285 PROFESSIONAL SKILLS P. 285 LEADERSHIP SKILLS P. 285 ADVOCACY SKILLS P. 286 IMAGE 7 SOLICITATION SKILLS P. 287 GRACE UNDER FIRE P. 289 RELATIONSHIP BUILDING P. 289 ORGANIZATIONAL SKILLS P. 290 ATTENTION TO DETAIL P. 292 WORK ETHIC P. 293 PERSONAL ATTRIBUTES P. 293 BUILDER S MENTALITY P. 293 PROBLEM SOLVING P. 294 COMMON SENSE P. 294 MATURITY P. 295 EQUANIMITY P. 295 TOLERANCE P. 295 SELF-CONFIDENCE P. 295 ENERGY LEVEL P. 296 GOAL ORIENTATION P. 297 SUPERMAN FACTOR P. 297 ABOUT CONSULTING PROJECT MANAGERS P. 298 AND FINALLY P. 299 INDEX P. 303 TABLE OF CONTENTS PROVIDED BY BLACKWELL S BOOK SERVICES AND R.R. BOWKER. USED WITH PERMISSION.
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spellingShingle	Schulte, Peter Complex IT project management 16 steps to success Informationstechnik (DE-588)4026926-7 gnd Projektmanagement (DE-588)4047441-0 gnd
subject_GND	(DE-588)4026926-7 (DE-588)4047441-0
title	Complex IT project management 16 steps to success
title_auth	Complex IT project management 16 steps to success
title_exact_search	Complex IT project management 16 steps to success
title_full	Complex IT project management 16 steps to success Peter Schulte
title_fullStr	Complex IT project management 16 steps to success Peter Schulte
title_full_unstemmed	Complex IT project management 16 steps to success Peter Schulte
title_short	Complex IT project management
title_sort	complex it project management 16 steps to success
title_sub	16 steps to success
topic	Informationstechnik (DE-588)4026926-7 gnd Projektmanagement (DE-588)4047441-0 gnd
topic_facet	Informationstechnik Projektmanagement
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