Project management for information systems / James Cadle and Donald Yeates.
By: Cadle, James
.
Contributor(s): Yeates, Donald.
Material type: 
BookPublisher: Harlow : Pearson Prentice Hall, 2008Edition: 5th ed.Description: xvii, 446 p. : ill. ; 25 cm. + pbk.ISBN: 9780132068581 ; 0132068583 .Subject(s): Management information systems | Information resources management | Project managementDDC classification: 658.4038011 | Item type | Current library | Call number | Copy number | Status | Barcode | |
|---|---|---|---|---|---|---|
| General lending | MTU Bishopstown Library Lending | 658.4038011 (Browse shelf(Opens below)) | 1 | Available | 00163324 | |
| General lending | MTU Bishopstown Library Lending | 658.4038011 (Browse shelf(Opens below)) | 1 | Available | 00163323 |
Enhanced descriptions from Syndetics:
Cadle and Yeates ' Project Management for Information Systems is suitable for undergraduate students studying Project Management within the IT environment.
This comprehensive and practical book is an excellent starting point for any students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level. The authors strike a good balance - covering both the mechanics of project management and the human factors involved and include plenty of case studies and exercises as well as good and bad examples from real life.
Previous ed.: Harlow: Financial Times Prentice Hall, 2004.
Includes bibliographical references and index.
Part One: The business context -- Types of information systems projects -- Business strategy and information systems -- The business case -- The organizational framework -- The programme and project support office -- Development lifecycles and approaches -- The profile of a project -- Part Two: Project execution -- Project planning: understanding the work -- Project planning: estimating -- Project planning: scheduling and resourcing -- Monitoring progress -- Exercising control -- Reporting progress -- Part Three: Delivering success -- Managing quality -- Managing risk -- Value engineering and value management -- Selling the project -- Managing stakeholders -- Managing suppliers -- Managing change -- Part Four: The human dimension -- Leadership and performance -- Managing the team -- The project manager -- Developing your career -- Bodies of knowledge and standards.
CIT Module INFO8003 - Core reading.
Table of contents provided by Syndetics
- Preface
- Acknowledgements
- Part 1 The Business Context
- 1 Types of information systems projects
- 1.1 Introduction
- 1.2 Software development projects
- 1.3 Package implementation projects
- 1.4 System enhancement projects
- 1.5 Consultancy and business analysis assignments
- 1.6 Systems migration projects
- 1.7 Infrastructure projects
- 1.8 Outsourcing (and in-sourcing) projects
- 1.9 Disaster recovery projects
- 1.10 Smaller IS projects
- 1.11 Summary
- Questions
- Case study
- Further reading
- 2 Business strategy and information systems
- 2.1 Introduction
- 2.2 What is strategy all about?
- 2.3 Developing a strategy
- 2.4 Competition and strategy
- 2.5 Strategy and culture
- 2.6 Summary
- Questions
- Case study
- Further reading
- 3 The business case
- 3.1 Introduction
- 3.2 Content and format of a business case
- 3.2.1 Introduction and background
- 3.2.2 Management summary
- 3.2.3 Description of problem or opportunity
- 3.2.4 Options available and considered
- 3.2.5 Cost/benefit analysis
- 3.2.6 Impacts and risks
- 3.2.7 Conclusions and recommendation
- 3.2.8 Other possible inclusions
- 3.3 Investment appraisal
- 3.4 Presenting the business case
- 3.5 Benefits realization and management
- 3.6 Summary
- Questions
- Case study
- Further reading
- 4 The organizational framework
- 4.1 Introduction
- 4.2 Introduction to organization structures
- 4.3 Project roles and responsibilities
- 4.4 Organizing the roles
- 4.5 Programme and portfolio management
- 4.6 PRINCE2® organization structure
- 4.7 Summary
- Questions
- Case study
- Further reading
- 5 The programme and project support office
- 5.1 Introduction
- 5.2 Evolution of the PPSO function
- 5.3 Functions of a PPSO
- 5.4 Pre-initiation stage of project
- 5.5 Project initiation
- 5.6 Main delivery stages of the project
- 5.7 Post-project
- 5.8 Ongoing PPSO activities
- 5.9 Benefits of a PPSO
- 5.10 Summary
- Questions
- Case study
- Further reading
- 6 Development lifecycles and approaches
- 6.1 Introduction
- 6.2 Development lifecycles
- 6.2.1 The waterfall model
- 6.2.2 The 'b' model
- 6.2.3 The 'V' model
- 6.2.4 The incremental model
- 6.2.5 The spiral
- 6.3 Approaches to systems development
- 6.3.1 The traditional approach to systems development
- 6.3.2 Structured methods and SSADM
- 6.3.3 Agile approaches - Scrum and DSDM
- 6.3.4 Object-oriented development methods
- 6.3.5 UML and the Unified Process
- 6.3.6 Component-based development
- 6.3.7 Extreme programming
- 6.3.8 Package-based IS projects
- 6.3.9 Soft systems methodology
- 6.3.10 The socio-technical approach
- 6.3.11 Business process re-engineering
- 6.4 Summary
- Questions
- Case study
- Further reading
- 7 The profile of a project
- 7.1 Introduction
- 7.2 The process model
- 7.3 Pre-project work
- 7.4 Project start-up
- 7.4.1 The importance of this stage
- 7.4.2 Products of project start-up
- 7.4.3 The project initiation document
- 7.5 Development stage
- 7.5.1 The work in this stage
- 7.5.2 Products of development
- 7.6 Completion stage
- 7.6.1 The work in this stage
- 7.6.2 Products of completion
- 7.7 Operational stage
- 7.7.1 The work in this stage
- 7.7.2 Products of operation
- 7.8 Post-project review
- 7.8.1 The purpose of post-project review
- 7.8.2 Products of post-project review
- 7.9 Summary
- Questions
- Case study
- Further reading
- Part 2 Project Execution
- 8 Project planning: understanding the work
- 8.1 Introduction
- 8.2 Understanding the requirement
- 8.3 Breaking down the work
- 8.3.1 Work breakdown structure
- 8.3.2 Product breakdown structure
- 8.4 Product descriptions and work packages
- 8.4.1 Product descriptions
- 8.4.2 Work packages
- 8.4.3 Work package assignment to roles or individuals
- 8.5 Understanding dependencies
- 8.6 Bar charts
- 8.7 Planning for quality
- 8.8 Tolerances
- 8.9 Using planning tools
- 8.9.1 Advantages of planning tools
- 8.9.2 Disadvantages of planning tools
- 8.10 Summary
- Questions
- Case study
- Further reading
- 9 Project planning: estimating
- 9.1 Estimating for IS projects
- 9.2 Estimating in engineering disciplines
- 9.3 Estimating methods compared
- 9.3.1 Analogy method
- 9.3.2 Analysis effort method
- 9.3.3 Programming method
- 9.3.4 Direct estimation based on project breakdown
- 9.3.5 The Delphi technique
- 9.3.6 CoCoMo
- 9.3.7 CoCoMo 2
- 9.3.8 CoCoMo elapsed time estimates
- 9.3.9 Function point analysis
- 9.3.10 PERT estimating
- 9.4 Estimating for supporting activities
- 9.4.1 Proportional activities
- 9.4.2 Explicit activities
- 9.4.3 Elapsed-time activities
- 9.4.4 Other factors influencing estimates
- 9.5 Human factors affecting estimating
- 9.6 Practical experiences with estimating
- 9.7 Summary
- Questions
- Case study
- Further reading
- 10 Project planning: scheduling and resourcing
- 10.1 Introduction
- 10.2 Scheduling
- 10.2.1 Effort and elapsed time
- 10.2.2 Developing the schedule
- 10.2.3 Scheduling considerations
- 10.2.4 Project milestones
- 10.2.5 Showing 'overhead' tasks on schedules
- 10.3 Developing resource plans
- 10.4 Contingency
- 10.5 Documenting the plan
- 10.6 PRINCE2® plans
- 10.7 Budgets
- 10.8 Summary
- Questions
- Case study
- Further reading
- 11 Monitoring progress
- 11.1 Introduction
- 11.2 Monitoring effort
- 11.3 Monitoring other costs
- 11.4 Monitoring quality
- 11.4.1 Establishing the climate for successful quality control
- 11.4.2 Timing of quality control checks
- 11.4.3 Methods for monitoring quality
- 11.4.4 Documenting quality control
- 11.5 Milestone slip chart
- 11.6 Earned value analysis
- 11.7 Summary
- Questions
- Case study
- Further reading
- 12 Exercising control
- 12.1 Introduction
- 12.2 Evaluating the current situation
- 12.3 Possible corrective actions
- 12.4 Implementing corrective actions
- 12.5 Change control
- 12.6 Change control and configuration management
- 12.7 Exercising control in PRINCE2®
- 12.8 Summary
- Questions
- Case study
- Further reading
- 13 Reporting progress
- 13.1 Introduction
- 13.2 Recipients of progress reports
- 13.3 Frequency of reporting
- 13.4 Report content and format
- 13.4.1 Written reports
- 13.4.2 Report presentations
- 13.5 Reporting in PRINCE2®
- 13.6 Summary
- Questions
- Case study
- Further reading
- Part 3 Delivering Success
- 14 Managing quality
- 14.1 Introduction
- 14.2 Quality concepts
- 14.3 Total quality management
- 14.4 Quality management and the quality plan
- 14.4.1 Quality management systems
- 14.4.2 The quality plan
- 14.5 Quality control methods
- 14.6 The cost of poor quality
- 14.7 Inspection versus testing
- 14.8 The management of software testing
- 14.9 Metrics and statistical quality control
- 14.10 Supporting activities
- 14.11 Configuration management
- 14.12 Managing quality with PRINCE2®
- 14.13 Summary
- Questions
- Case study
- Further reading
- 15 Managing risk
- 15.1 Introduction
- 15.2 Outline of the risk management process
- 15.3 Risk identification
- 15.4 Risk assessment
- 15.5 Risk actions
- 15.6 Risk management planning and control
- 15.7 The risk register
- 15.8 Risk ownership
- 15.9 Other risk concepts
- 15.10 Risk management in PRINCE2®
- 15.11 Summary
- Questions
- Case study
- Further reading
- 16 V
- 16.2 An approach to value management in projects
- 16.3 Summary
- Questions
- Further reading
- 17 Selling the project
- 17.1 Introduction
- 17.2 Buying and buyers
- 17.3 The selling process
- 17.4 Negotiation
- 17.5 Summary
- Questions
- Case study
- Further reading
- 18 Managing stakeholders
- 18.1 Introduction
- 18.2 Stakeholders
- 18.3 Who is the customer?
- 18.4 Managing expectations
- 18.5 Managing changes
- 18.6 Managing conflict
- 18.6.1 Why conflicts arise
- 18.6.2 Resolving conflict
- 18.7 Stakeholder management skills
- 18.8 Summary
- Questions
- Case study
- Further reading
- 19 Managing suppliers
- 19.1 Introduction
- 19.2 Setting up the contract
- 19.2.1 Subcontractor assessment and selection
- 19.2.2 The contractual framework
- 19.3 Monitoring supplier performance
- 19.4 Quality control and subcontractors
- 19.5 Summary
- Questions
- Case study
- Further reading
- 20 Managing change
- 20.1 Introduction
- 20.2 Organizational change
- 20.2.1 Resistance to change
- 20.3 Organizational culture
- 20.4 The project manager and change
- 20.5 Achieving success
- 20.6 Summary
- Questions
- Further reading
- Part 4 The Human Dimension
- 21 Leadership and performance
- 21.1 Introduction
- 21.2 Motivation
- 21.3 Leadership
- 21.4 A leadership process
- 21.5 Managing performance
- 21.6 Setting objectives
- 21.7 Reviewing performance
- 21.8 Reprimands
- 21.9 Performance improvement through coaching
- 21.10 Summary
- Questions
- Case study - leadership
- Case study - performance management
- Further reading
- 22 Managing the team
- 22.1 Introduction
- 22.2 The lifecycle of teams
- 22.3 Belbin on teams
- 22.4 International and virtual teams
- 22.5 The effective team
- 22.6 Making it possible
- 22.7 Creating the working environment
- 22.8 Handling conflict
- 22.9 Managing stress
- 22.10 Summary
- Questions
- Case study
- Further reading
- 23 The project manager
- 23.1 Introduction
- 23.2 The vision
- 23.3 An outside perspective
- 23.4 A developmental approach
- 23.5 Using psychometric assessment
- 23.6 Ethical considerations
- 23.7 Summary
- Questions
- Further reading
- 24 Developing your career
- 24.1 Introduction
- 24.2 Project Management Institute
- 24.3 Association for Project Management
- 24.4 British Computer Society
- 24.5 APM Group
- 24.6 Australian Institute of Project Management
- 24.7 Summary
- 25 Bodies of knowledge and standards
- 25.1 Introduction
- 25.2 Bodies of knowledge
- 25.3 Standards
- Further reading
- Glossary
- Index