Revolutionizing IT. The Art of Using Information Technology Effectively

  • ID: 2210066
  • Book
  • 238 Pages
  • John Wiley and Sons Ltd
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Warning!

This book contains easy–to–understand ideas and observations that will change the way you think about the management of any complex task, especially if it involves Information Technology. Avoid reading it if you are satisfied with how your organization puts IT to use or if your IT projects deliver the planned benefits on time and within budget. Put it down and walk slowly away if the packaged software you use is meeting all your needs. At all costs, however, avoid letting consultants making a career out of your simple project see you holding a copy of this book–they won′t be happy.
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About the Authors.

Preface.

Acknowledgments.

Introduction.

THE NATURE OF PROJECTS.

The Race.

Terminology.

Principles and Methodologies.

The Improvement of Business Processes.

The Classic View of Project Management Theory.

Classic Theory Limitations.

The Methodology Evolution.

Summary.

IN THE BEGINNING.

How Projects Are Typically Initiated.

The Virus That Causes Scope Growth.

Resource Limitations.

Management Misunderstanding.

Did Lewis and Clark Succeed or Fail?

Summary: Early Stage Problems.

THE ANATOMY OF A PROJECT.

Mega–Multi Manufacturing.

Drowning under the Waterfall.

A Second Look at Mega–Multi.

The Evils of Scope Creep.

Why Has the Waterfall Lasted This Long?

Summary: Why So Many Projects Fail.

THE ELEMENTS OF SUCCESS.

Common Characteristics.

Why the Largest IT Project Ever Undertaken Succeeded.

A Seemingly Simple Success Story: Bass Pro.

Emergency Behavior.

Case History: Fort Knox Fails, but Silverlake Shines.

Summary.

HOW TO VIEW PROJECTS.

What Is Success?

Why Good Plans Are So Hard to Create.

The Patton/Lombardi Effect.

Building a Mental Picture.

More Realistic Assumptions.

Following Mother Nature.

A Different View of Projects.

Better Measures of Success.

What Project Teams Need to Do.

Summary.

DECIDING WHAT TO DO.

Defining Specific Project Goals.

Organizing Task Forces.

Practical Advice.

Mega–Multi Manufacturing Revisited.

Summary.

CONTROLLING PROJECT SCOPE.

Let Time Determine Scope.

Control the Use of Resources.

Limit the Size of the Design Team.

Gauge Your Ability to Absorb Change.

Imitate, Don′t Invent.

Create a Single Point of Accountability.

Management′s Role in Scope Control.

Bite–Sized Pieces.

Case History: The Birth of the PC.

Summary.

WHO IS ACCOUNTABLE?

Who Should Be Accountable?

IT Accountability.

Rewarding Project Teams.

Summary.

USING PACKAGED SOFTWARE.

The Role of Packaged Software.

Package Selection the Traditional Way.

Another Adventure for Mega–Multi.

What Is Wrong with the Traditional Approach?

The RITE Approach.

Getting Help Selecting and Installing Packages.

Package Selection Using the RITE Approach.

Case History: Mississippi Chemical.

Summary.

THE BALANCING ACT.

The Need for Balance.

Questions to Ask.

More Speed, Scotty.

Planning versus Doing.

Delivering Benefits.

Disruption: How Much Is Too Much?

Controlling Risk.

Summary.

USING OUTSIDERS WISELY.

The Business of Providing IT Assistance.

The Rate Issue.

Who Assumes the Risk?

A Better Model for Obtaining IT Project Assistance.

Making the Right Choice.

Summary.

MANAGING IT PROFESSIONALS.

What Makes IT Professionals Different.

Motivation and Job Satisfaction.

Career Management.

Managers and Leaders.

Marginal Performers.

High–Potential Employees.

Creating Ideal Assignments.

The Causes of Turnover.

Summary.

MANAGEMENT OF PROJECTS.

The Project Scheduling Dilemma.

Why Most Schedules Are Not Met.

A Different Approach to Scheduling.

Using Two–Tier Schedules to Defeat Parkinson′s Law.

Case History: Sealectro Replaces Its Applications.

Summary.

BUILDING SOFTWARE YOURSELF.

The Role of Management.

The Development Challenge.

Another Visit to the Waterfall.

The Planning Stage of Development.

The Design Stage of Development.

The Coding Stage of Development.

The Test Stage of Development.

The Delivery Stage of Development.

The Service Stage of Development.

Building Quality into Software.

The Use of In–Process Metrics.

The Underlying Tool Base.

Some Parting Thoughts.

Summary.

THE CHANGING WORLD OF SOFTWARE DEVELOPMENT.

The Trend toward Objects.

The Unified Process.

The Agile Movement.

Summary.

A REVIEW OF THE RITE APPROACH.

What Often Goes Wrong.

The Reasons for Failure.

What Sometimes Goes Right.

More Realistic Assumptions.

The RITE Way to View Projects.

A New Way to Define Success.

Scope Control.

Accountability.

Imitate, Don′t Invent.

Favor Packaged Software.

Using Outside Resources.

Managing IT Professionals.

Project Scheduling.

Developing Custom Software.

Final Thoughts.

References.

Bibliography.

Index.
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"?if only chief executives and top civil servants would pause to read this book, a lot of money and grief might be saved?"(The Financial Times, 28 October 2002)
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