MARC Record from marc_nuls

LEADER: 08149cam 22003134a 4500
001 9920649780001661
005 20150423130954.0
008 030521s2004 flua 001 0 eng
010 $a 2003052318
015 $aGBA3-V8896
020 $a0849319323 (alk. paper)
029 1 $aUKM$bbA3V8896
035 $a(CSdNU)u236403-01national_inst
035 $a(OCoLC)52349016
035 $a(OCoLC)52349016
040 $aDLC$cDLC$dUKM$dC#P$dOrPss
042 $apcc
049 $aCNUM
050 00 $aT58.64$b.S38 2004
082 00 $a004/.068/4$221
100 1 $aSchulte, Peter.
245 10 $aComplex IT project management :$b16 steps to success /$cPeter Schulte.
260 $aBoca Raton, FL :$bAuerbach Publications,$c2004.
300 $axix, 314 p. :$bill. ;$c24 cm.
505 0 $aA Project Is More Than Its Technical Deliverables -- Provisioning ISDN -- How Did We Do? -- The Project in Context -- Assumptions -- Disconnects -- Issues -- Obstacles -- Agendas and Personalities -- The Big Thirteen -- What Is to Be Done? -- What Are the Benefits? -- Who Benefits? -- Who Is the Customer? -- Who Is the Sponsor? -- How Will the Deliverables Fit in the Legacy Environment? -- How Much Will This Cost? -- What Is the Timeline? -- What Are the Key Dependencies? -- What Is the Risk? -- What Are the Success Metrics? -- How Will We Support This -- What Is the Shelf Life? -- Discovery Techniques -- Interviewing Techniques -- Learning Requirements Is Our First Priority -- The Trouble with Requirements -- ISDN Case Study Requirements -- What These Requirements Show -- What These Requirements Do Not Show -- How Requirements Are Derived -- An Airport Is Born -- Applying the Big Thirteen -- Develop an Issues List -- Eliminate as Many Issues as Possible -- Assign Real Issues to the Right Party -- Why You Assign Issues -- Turning Issues into Assumptions -- Socialize Your Assumptions -- Analyze and Incorporate Feedback -- Get Universal Sign-Off on Requirements -- Address the Feasibility of Implementing Requirements -- Turning Requirements into Specifications -- Mapping Requirements to the Project Plan -- Workflow Analysis -- Using Technologies to Meet Requirements -- Why Technologies Should Be Used -- How Technologies Really Get Used -- How Technologies Fail -- What Do You Mean by "Fail"? -- What Do You Mean by "Technologies"? -- Don't You Mean "Why Do Projects Fail"? -- How to Determine If It Is Going to Work -- Listing Target State Elements -- Understand Your Technologies -- Review Validation Plan -- Review Risk -- Review Potential Integration Issues -- Review with Customer and Beneficiaries -- Submit to Technology Review Board if Required -- Commence Validation Processes and Adjust as Required -- Proceed with Rollout, Invoking Your Plan Bs as Required -- Devising an Implementation Strategy Precedes Scheduling -- What Is an Implementation Strategy? -- That Was an Implementation Strategy -- Why Do I Need an Implementation Strategy? -- How Do I Use This Implementation Strategy? -- Building Your Implementation Strategy -- Finding Gaps with the Implementation Strategy -- Implementation Strategy Components -- An IT Implementation Strategy Exampl -- A Vendor Management Implementation Strategy -- Facilities -- Operations -- Technology -- Customer-Facing Processes -- Plan B Is an Integral Part of the Project Plan -- A Word about Risk -- When Is Risk Really Risk? -- Identifying Risk -- Murphy's Law -- Uncovering Project Risk -- Uncovering Beneficiary Risk -- Uncovering Corporate Risk -- What to Do with These Questions -- The Cost of Risk Management -- Next Steps in Risk Planning -- Plan B Strategies -- Plan B Triggers -- Pulling Your Plan B Together -- Sample Plan B: A Not So Wide Area Network -- Writing the Plan -- Planning Process Objectives -- Six Steps Toward Successful Planning -- Starting the Schedule Build -- The Project Pyramid -- How to Use the Pyramid -- Getting Serious about Your Schedule -- Drafting the First Master Schedule -- Selling the Critical Path -- Getting Ready for the Detail -- Finally, Your Project Calendar -- Managing Team Lead Plan Detail -- Pulling It All Together -- How to Status Your Project -- Rules of Engagement -- The Politics of Bad News and Escalation -- The Answer Man -- Raising a Project "Jeopardy" -- Checking Status against the Project Plan -- Status Report: Smooth Sailing -- Status Report: Rough Waters Ahead -- Handling Challenges to the Schedule -- Generic Reactions -- Adjusting Your Schedule -- Issues List -- When Late Matters -- Quality of Deliverables -- Managing Project Information -- Documentation Guidelines -- What You Should Document -- Communications Strategy -- Meetings -- Manage Your Dollars -- Where Did the Number Come From? -- Budgetary Assumptions -- Budgetary Source Data -- Creating Estimates -- Budget Laundry List -- Things Can Look Odd under the Budgetary Microscope -- Handling Prospective Shortfalls -- Service Delivery and Cost Recovery -- When Is an Approved Expenditure Approved? -- Where Does the Money Go? -- Tracking Expenditures -- Overruns -- Understanding and Managing Vendors -- Existing Vendors -- New Vendors -- Vendor Selection Process -- Doing RFPs Right -- Thirteen Steps of Vendor Management -- Manage Your Turnover -- The Handoffs -- Production Support Models -- Historic Mode -- Emerging Model -- Understanding the Model -- Support Requirements -- BAU Support Requirements -- Customized BAU Support -- Totally Customized Support -- Runbooks -- Negotiating Support -- Handling Your Team -- Working with People as a Manager -- Leadership -- Your Role versus Theirs -- Decision Making -- Infighting -- Coaching and Mentoring -- Ownership -- Follow the Bouncing Ball -- Project Team Table Manners -- Managing Customers and Beneficiaries -- How It Is Supposed to Work -- The Customer May Not Always Be Right -- Lead, Follow, or Get out of the Way -- Speeds and Feeds -- The Dynamics of Public Presentations -- Managing Objections -- You Can Run, but You Cannot Hide -- Evaluating Beneficiary Risk -- Recognizing Scope Creep -- Reacting to Scope Creep -- Joint Planning with Beneficiaries -- Roles and Responsibilities -- User Acceptance Testing -- Service Levels -- Through the Looking Glass from the Other Side -- Bearing Bad News -- Negotiations -- Handle Your Management -- How Much Autonomy Do Project Managers Have? -- Be on the Lookout for Specific Management Traits -- Management Style -- Problem Solving -- Your Manager's Political Tendencies -- Procrastination -- Conflict Avoidance -- Risk Aversion -- Grasp of Theory and Details -- Communications Skills -- Basic Rules of Boss Management -- Lessons Learned -- How Do People Learn? -- Setting the Goals for Your Lessons Learned -- How Well Was Scope Implemented? -- Positive Contributing Factors -- We Developed Excellent Requirements -- We Got the Big Picture Early -- We Understood Our Starting Point -- Risks Were Correctly Identified -- The Budget Worked Out -- Negative Contributing Factors -- Missed Dates -- Missed Budget -- Missed Requirements -- Operational Handoff Miscues -- Ownership -- Culture -- Gathering the Team Together -- Example: SouthPointe Lessons Learned -- Wireless LAN -- IP-Based Video Conferencing -- Thin Client Computing -- Analysis -- Becoming the Project Adult -- A Day in the Life -- Becoming the Project Adult -- What Makes a Great Project Manager? -- Experience and Training -- Project Management Methodologies -- Technical Background -- Quality Orientation -- Business Acumen -- Professional Skills -- Leadership Skills -- Advocacy Skills -- Solicitation Skills -- Grace under Fire -- Relationship Building -- Organizational Skills -- Attention to Detail -- Work Ethic -- Personal Attributes -- Builder's Mentality -- Problem Solving -- Common Sense -- Maturity -- Equanimity -- Tolerance -- Self-Confidence -- Energy Level -- Goal Orientation -- Superman Factor -- About Consulting Project Managers.
650 0 $aInformation technology$xManagement.
949 $aT 58.64 .S38 2004$i31786101878822
994 $a92$bCNU
999 $aT 58.64 .S38 2004$wLC$c1$i31786101878822$d9/5/2013$e3/4/2010 $lCIRCSTACKS$mNULS$n7$q1$rY$sY$tBOOK$u1/10/2005