ABSTRACT

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 tech

part |2 pages

SECTION 1 ESSENTIAL CONCEPTS OF PROJECT MANAGEMENT

chapter 1|10 pages

Ten Ways to Improve Project Performance

ByRalph L. Kliem

chapter 2|12 pages

Nine Factors for Project Success

ByJohn P. Murray

chapter 4|16 pages

Strategies for Heading Off IS Project Failure

ByPaul Cule, Roy Schmidt, Kalle Lyytinen, Mark Keil

chapter 5|10 pages

Six Myths about Managing Software Development in the New Millennium

ByLinda G. Hayes

chapter 6|8 pages

Back to Basics: Getting Systems Development Right

ByPolly Perryman Kuver

chapter 8|8 pages

Project Meetings: A Communication and Coordination Tool

ByUlla Merz

chapter 9|10 pages

Managing Systems Requirements

ByPolly Perryman Kuver

part |2 pages

SECTION 2 CRITICAL FACTORS FOR PROJECT QUALITY

chapter 10|14 pages

Using Project Management to Become ISO 9000 Certified

ByRalph L. Kliem

chapter 11|8 pages

SEI CMM or ISO 9000: Which Is Right for Your Organization?

ByPolly Perryman Kuver

chapter 12|10 pages

An Almost Perfect Software Project: Using SEI Core Measurements

ByJ.W.E. Greene

chapter 13|10 pages

Does Your Project Risk Management System Do the Job?

ByRichard B. Lanza

chapter 14|16 pages

Evolution of a High-Quality Development Process in an Existing Software Project

BySusan Phillips Dawson

chapter 15|12 pages

Incorporating Six Sigma Concepts into Systems Analysis

ByChristine B. Tayntor

chapter 16|14 pages

Solving the Software Quality Management Problem

ByJames L. Mater

part |2 pages

SECTION 3 MANAGING BUSINESS RELATIONSHIPS

chapter 17|12 pages

Prescriptions for Managing IT Priority Pressure

ByTom Rose

chapter 18|12 pages

Business and IT: Developing Strategic Alliances

ByAndy Roquet

chapter 19|14 pages

Managing the Change to Self-Directed Teams: Myths and Miseries

ByJeanette R. Newman

chapter 20|8 pages

Improving IS Performance: The Role of the Value Chain

ByWarren Harkness

chapter 21|10 pages

The Myths and Realities of IT Steering Committees

ByKen Doughty

chapter 22|10 pages

Achieving Enterprise Culture Change Through a Project Management Program

ByLayne C. Bradley, Ginger H. Eby

chapter 23|10 pages

Developing Applications with the User in Mind

ByEdward G. Cale, Jr., Jerome Kanter, and Donna B. Stoddard

part |2 pages

SECTION 4 EFFECTIVELY MANAGING OUTSOURCED PROJECTS

chapter 24|14 pages

A Practical Guide to Staff Augmentation and Outsourcing

ByChristine B. Tayntor

chapter 25|10 pages

The Essentials for Successful IT Outsourcing

ByRalph L. Kliem, Irwin S. Ludin

chapter 26|10 pages

The Management Service Provider Option

ByJanet Butler

chapter 27|6 pages

Managing the Risk of Outsourcing Agreements

ByRalph L. Kliem

chapter 28|8 pages

Hiring and Managing Consultants

ByJohn P. Murray

chapter 29|15 pages

How to Manage Outsourcing for Best Results

ByDouglas B. Hoyt

part |2 pages

Section 5: Managing Special Projects

part |2 pages

Section 6. Measuring and Improving Project Management Success