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 BRIEF CONTENTS

Preface xix
Chapter 1
Introduction to Project Management 1

Chapter 2
The Project Management and Information Technology Context 43

Chapter 3
The Project Management Process Groups: A Case Study 81

Chapter 4
Project Integration Management 139

Chapter 5
Project Scope Management 187

Chapter 6
Project Time Management 225

Chapter 7
Project Cost Management 271

Chapter 8
Project Quality Management 311

Chapter 9
Project Human Resource Management 359

Chapter 10
Project Communications Management 405

Chapter 11
Project Risk Management 439

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
viii Brief Contents

Chapter 12
Project Procurement Management 479

Chapter 13
Project Stakeholder Management 509

Appendix A
Guide to Using Microsoft Project 2013 A.1
Appendix B
(Available on CengageBrain.com)
Appendix C
(Available on CengageBrain.com)
Glossary G.1
Index I.1

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
 TABLE OF CONTENTS

Preface xix

Chapter 1 Introduction to Project Management 1

Introduction 2
What Is a Project? 4
Examples of IT Projects 4
Project Attributes 6
Project Constraints 7
What Is Project Management? 9
Project Stakeholders 10
Project Management Knowledge Areas 11
Project Management Tools and Techniques 12
Project Success 14
Program and Project Portfolio Management 16
Programs 17
Project Portfolio Management 17
The Role of the Project Manager 21
Project Manager Job Description 21
Suggested Skills for Project Managers 22
Importance of People Skills and Leadership Skills 24
Careers for IT Project Managers 25
The Project Management Profession 26
History of Project Management 26
The Project Management Institute 30
Project Management Certification 30
Ethics in Project Management 32
Project Management Software 33
Chapter Summary 36
Quick Quiz 37
Quick Quiz Answers 38
Discussion Questions 38
Exercises 39
Key Terms 40
End Notes 41

Chapter 2 The Project Management and Information Technology Context 43

A Systems View of Project Management 45
What Is a Systems Approach? 45
The Three-Sphere Model for Systems Management 46

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
x Table of Contents

Understanding Organizations 47
The Four Frames of Organizations 47
Organizational Structures 49
Organizational Culture 51
Stakeholder Management 52
The Importance of Top Management Commitment 54
The Need for Organizational Commitment to Information Technology 55
The Need for Organizational Standards 56
Project Phases and the Project Life Cycle 56
Product Life Cycles 59
The Importance of Project Phases and Management Reviews 62
The Context of Information Technology Projects 64
The Nature of IT Projects 64
Characteristics of IT Project Team Members 64
Diverse Technologies 65
Recent Trends Affecting Information Technology Project Management 65
Globalization 65
Outsourcing 66
Virtual Teams 67
Agile Project Management 69
The Manifesto for Agile Software Development 70
Scrum 70
Agile, the PMBOK® Guide, and a New Certification 71
Chapter Summary 73
Quick Quiz 74
Quick Quiz Answers 75
Discussion Questions 75
Exercises 76
Key Terms 77
End Notes 78

Chapter 3 The Project Management Process Groups: A Case Study 81

Project Management Process Groups 82
Mapping the Process Groups to the Knowledge Areas 87
Developing an IT Project Management Methodology 88
Case Study 1: JWD Consulting’s Project Management Intranet Site Project
(Predictive Approach) 91
Project Pre-Initiation and Initiation 91
Pre-Initiation Tasks 92
Initiating 96
Project Planning 100
Project Execution 109
Project Monitoring and Controlling 114
Project Closing 117
Case Study 2: JWD Consulting’s Project Management Intranet Site Project
(Agile Approach) 120
Scrum Roles, Artifacts, and Ceremonies 121
Project Pre-Initiation and Initiation 123
Planning 124

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
 Table of Contents xi

Executing 127
Monitoring and Controlling 127
Closing 129
Templates by Process Group 129
Chapter Summary 133
Quick Quiz 133
Quick Quiz Answers 135
Discussion Questions 135
Exercises 136
Key Terms 137
End Notes 138

Chapter 4 Project Integration Management 139

What Is Project Integration Management? 140
Strategic Planning and Project Selection 143
Strategic Planning 143
Identifying Potential Projects 145
Aligning IT with Business Strategy 146
Methods for Selecting Projects 148
Focusing on Broad Organizational Needs 148
Categorizing IT Projects 148
Performing Net Present Value Analysis, Return on Investment, and Payback
Analysis 149
Net Present Value Analysis 149
Return on Investment 152
Payback Analysis 153
Using a Weighted Scoring Model 154
Implementing a Balanced Scorecard 156
Developing a Project Charter 157
Developing a Project Management Plan 161
Project Management Plan Contents 161
Using Guidelines to Create Project Management Plans 164
Directing and Managing Project Work 166
Coordinating Planning and Execution 166
Providing Strong Leadership and a Supportive Culture 167
Capitalizing on Product, Business, and Application Area Knowledge 167
Project Execution Tools and Techniques 168
Monitoring and Controlling Project Work 169
Performing Integrated Change Control 171
Change Control on IT Projects 172
Change Control System 173
Closing Projects or Phases 175
Using Software to Assist in Project Integration Management 175
Chapter Summary 178
Quick Quiz 178
Quick Quiz Answers 180
Discussion Questions 180

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
xii Table of Contents

Exercises 181
Running Case 182
Tasks 183
Key Terms 184
End Notes 185

Chapter 5 Project Scope Management 187

What Is Project Scope Management? 188
Planning Scope Management 189
Collecting Requirements 191
Defining Scope 194
Creating the Work Breakdown Structure 198
Approaches to Developing Work Breakdown Structures 203
Using Guidelines 203
The Analogy Approach 204
The Top-Down and Bottom-Up Approaches 204
Mind Mapping 205
The WBS Dictionary 206
Advice for Creating a WBS and WBS Dictionary 207
Validating Scope 208
Controlling Scope 210
Suggestions for Improving User Input 212
Suggestions for Reducing Incomplete and Changing Requirements 212
Using Software to Assist in Project Scope Management 214
Chapter Summary 216
Quick Quiz 216
Quick Quiz Answers 218
Discussion Questions 218
Exercises 219
Running Case 220
Tasks 221
Key Terms 221
End Notes 222

Chapter 6 Project Time Management 225

The Importance of Project Schedules 226
Planning Schedule Management 229
Defining Activities 229
Sequencing Activities 232
Dependencies 232
Network Diagrams 233
Estimating Activity Resources 236
Estimating Activity Durations 237
Developing the Schedule 238
Gantt Charts 238
Adding Milestones to Gantt Charts 240
Using Tracking Gantt Charts to Compare Planned and Actual Dates 241
Critical Path Method 243
Calculating the Critical Path 243
Growing Grass Can Be on the Critical Path 244

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
 Table of Contents xiii

Using Critical Path Analysis to Make Schedule Trade-Offs 245

Using the Critical Path to Shorten a Project Schedule 247
Importance of Updating Critical Path Data 248
Critical Chain Scheduling 248
Program Evaluation and Review Technique (PERT) 251
Controlling the Schedule 252
Reality Checks on Scheduling and the Need for Discipline 253
Using Software to Assist in Project Time Management 255
Words of Caution on Using Project Management Software 256
Chapter Summary 258
Quick Quiz 259
Quick Quiz Answers 261
Discussion Questions 261
Exercises 261
Running Case 265
Tasks 265
Key Terms 265
End Notes 268

Chapter 7 Project Cost Management 271

The Importance of Project Cost Management 272
What Is Cost? 274
What Is Project Cost Management? 274
Basic Principles of Cost Management 275
Planning Cost Management 279
Estimating Costs 280
Types of Cost Estimates 280
Cost Estimation Tools and Techniques 282
Typical Problems with IT Cost Estimates 283
Sample Cost Estimate 284
Determining the Budget 289
Controlling Costs 291
Earned Value Management 291
Project Portfolio Management 297
Using Project Management Software to Assist in Project Cost Management 299
Chapter Summary 301
Quick Quiz 301
Quick Quiz Answers 303
Discussion Questions 303
Exercises 304
Running Case 305
Tasks 305
Key Terms 306
End Notes 308

Chapter 8 Project Quality Management 311

The Importance of Project Quality Management 312
What Is Project Quality Management? 314
Planning Quality Management 316
Performing Quality Assurance 318

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
xiv Table of Contents

Controlling Quality 319

Tools and Techniques for Quality Control 320
Statistical Sampling 327
Six Sigma 328
How Is Six Sigma Quality Control Unique? 329
Six Sigma and Project Selection and Management 330
Six Sigma and Statistics 331
Testing 333
Modern Quality Management 335
Deming and His 14 Points for Management 336
Juran and the Importance of Top Management Commitment to Quality 336
Crosby and Striving for Zero Defects 337
Ishikawa’s Guide to Quality Control 338
Taguchi and Robust Design Methods 338
Feigenbaum and Workers’ Responsibility for Quality 338
Malcolm Baldrige National Quality Award 338
ISO Standards 339
Improving IT Project Quality 340
Leadership 340
The Cost of Quality 341
Organizational Influences, Workplace Factors, and Quality 343
Expectations and Cultural Differences in Quality 343
Maturity Models 344
Software Quality Function Deployment Model 344
Capability Maturity Model Integration 344
Project Management Maturity Models 345
Using Software to Assist in Project Quality Management 347
Chapter Summary 348
Quick Quiz 348
Quick Quiz Answers 350
Discussion Questions 350
Exercises 351
Running Case 352
Tasks 352
Key Terms 352
End Notes 355

Chapter 9 Project Human Resource Management 359

The Importance of Human Resource Management 360
The Global IT Workforce 360
Implications for the Future of IT Human Resource Management 361
What Is Project Human Resource Management? 363
Keys to Managing People 365
Motivation Theories 365
Maslow’s Hierarchy of Needs 365
Herzberg’s Motivation-Hygiene Theory 366
McClelland’s Acquired-Needs Theory 367
McGregor’s Theory X and Theory Y 368
Thamhain and Wilemon’s Influence and Power 368

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
 Table of Contents xv

Covey and Improving Effectiveness 370

Developing the Human Resource Plan 373
Project Organizational Charts 374
Responsibility Assignment Matrices 376
Staffing Management Plans and Resource Histograms 377
Acquiring the Project Team 378
Resource Assignment 379
Resource Loading 381
Resource Leveling 383
Developing the Project Team 384
Training 385
Team-Building Activities 386
The Myers-Briggs Type Indicator 386
The Social Styles Profile 388
DISC Profile 389
Reward and Recognition Systems 390
Managing the Project Team 390
Tools and Techniques for Managing Project Teams 391
General Advice on Managing Teams 393
Using Software to Assist in Human Resource Management 394
Chapter Summary 396
Quick Quiz 397
Quick Quiz Answers 399
Discussion Questions 399
Exercises 399
Running Case 400
Key Terms 401
End Notes 402

Chapter 10 Project Communications Management 405

The Importance of Project Communications Management 406
Keys to Good Communications 408
Focusing on Group and Individual Communication Needs 409
Formal and Informal Methods for Communicating 410
Distributing Important Information in an Effective and Timely Manner 411
Setting the Stage for Communicating Bad News 412
Determining the Number of Communication Channels 412
Planning Communications Management 414
Managing Communications 416
Using Technology to Enhance Information Creation and Distribution 416
Selecting the Appropriate Communication Methods and Media 417
Reporting Performance 420
Controlling Communications 420
Suggestions for Improving Project Communications 421
Developing Better Communication Skills 421
Running Effective Meetings 423
Using E-Mail, Instant Messaging, Texting, and Collaborative Tools Effectively 424
Using Templates for Project Communications 427
Using Software to Assist in Project Communications 430

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
xvi Table of Contents

Chapter Summary 433

Quick Quiz 433
Quick Quiz Answers 435
Discussion Questions 435
Exercises 435
Running Case 436
Key Terms 437
End Notes 437

Chapter 11 Project Risk Management 439

The Importance of Project Risk Management 440
Planning Risk Management 447
Common Sources of Risk on IT Projects 448
Identifying Risks 452
Suggestions for Identifying Risks 453
The Risk Register 455
Performing Qualitative Risk Analysis 457
Using Probability/Impact Matrixes to Calculate Risk Factors 457
Top Ten Risk Item Tracking 459
Performing Quantitative Risk Analysis 461
Decision Trees and Expected Monetary Value 461
Simulation 463
Sensitivity Analysis 465
Planning Risk Responses 467
Controlling Risks 469
Using Software to Assist in Project Risk Management 469
Chapter Summary 471
Quick Quiz 472
Quick Quiz Answers 474
Discussion Questions 474
Exercises 474
Running Case 475
Key Terms 476
End Notes 478

Chapter 12 Project Procurement Management 479

The Importance of Project Procurement Management 480
Planning Procurement Management 483
Types of Contracts 485
Tools and Techniques for Planning Procurement Management 489
Make-or-Buy Analysis 489
Expert Judgment 490
Market Research 490
Procurement Management Plan 491
Statement of Work 491
Procurement Documents 493
Source Selection Criteria 494
Conducting Procurements 495
Controlling Procurements 497
Closing Procurements 499

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
 Table of Contents xvii

Using Software to Assist in Project Procurement Management 499

Chapter Summary 502
Quick Quiz 503
Quick Quiz Answers 504
Discussion Questions 504
Exercises 505
Running Case 505
Key Terms 506
End Notes 507

Chapter 13 Project Stakeholder Management 509

The Importance of Project Stakeholder Management 510
Identifying Stakeholders 512
Planning Stakeholder Management 516
Managing Stakeholder Engagement 516
Controlling Stakeholder Engagement 519
Using Software to Assist in Project Stakeholder Management 522
Chapter Summary 524
Quick Quiz 524
Quick Quiz Answers 526
Discussion Questions 526
Exercises 526
Running Case 527
Key Terms 527
End Notes 527

Appendix A Guide to Using Microsoft Project 2013 A.1

Introduction A.2
Project Management Software Reviews A.3
Basic Features of Project Management Software A.5
What’s New in Project 2013 A.6
Using Project 2013 A.7
Before You Begin A.7
Using the 60-day Trial of Project 2013 A.8
Overview of Project 2013 A.9
Starting Project 2013 and Getting Started A.9
Understanding the Main Screen Elements A.12
Using Project Help and the Project Web Site A.14
Exploring Project 2013 Using an Existing File A.15
Project 2013 Views A.17
Project 2013 Reports A.19
Project 2013 Filters A.21
Creating a New File and Entering Tasks in a Work Breakdown Structure A.23
Creating a New Project File A.23
Creating a Work Breakdown Structure Hierarchy A.25
Creating Summary Tasks A.26
Numbering Tasks A.27
Saving Project Files Without a Baseline A.28
Developing the Schedule A.29

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
xviii Table of Contents

Calendars A.29
Entering Task Durations A.31
Manual and Automatic Scheduling A.31
Duration Units and Guidelines for Entering Durations A.32
Entering Task Durations A.34
Establishing Task Dependencies A.38
Gantt Charts, Network Diagrams, and Critical Path Analysis A.43
Project Cost and Resource Management A.46
Entering Fixed and Variable Cost Estimates A.46
Entering Fixed Costs in the Cost Table A.47
Entering Resource Information and Cost Estimates A.47
Using the Team Planner Feature A.51
Entering Baseline Plans, Actual Costs, and Actual Times A.52
Viewing Earned Value Management Data A.56
Integrating Project 2013 with Other Applications and Apps for Office A.57
Copying Information Between Applications A.57
Creating Hyperlinks to Other Files A.59
Using Project 2013 Apps A.60
Discussion Questions A.63
Exercises A.63
End Notes A.64

Appendix B
(Available on CengageBrain.com)

Appendix C
(Available on CengageBrain.com)
Glossary G.1
Index I.1

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
 PREFACE

The future of many organizations depends on their ability to harness the power of
information technology, and good project managers continue to be in high demand.
Colleges have responded to this need by establishing courses in project management
and making them part of the information technology, management, engineering, and
other curricula. Corporations are investing in continuing education to help develop
effective project managers and project teams. This text provides a much-needed
framework for teaching courses in project management, especially those that
emphasize managing information technology projects. The first six editions of this
text were extremely well received by people in academia and the workplace. The
Seventh Edition builds on the strengths of the previous editions and adds new,
important information and features.
It’s impossible to read a newspaper, magazine, or Web page without hearing about
the impact of information technology on our society. Information is traveling faster
and being shared by more people than ever before. You can buy just about anything
online, surf the Web on a mobile phone, or use a wireless Internet connection at your
local coffee shop. Companies have linked their systems together to help them fill
orders on time and better serve their customers. Software companies are continually
developing new products to help streamline our work and get better results. When
technology works well, it is almost invisible. But did it ever occur to you to ask,
“Who makes these complex technologies and systems happen?”
Because you’re reading this text, you must have an interest in the “behind-the-
scenes” aspects of technology. If I’ve done my job well, you’ll begin to see the many
innovations society is currently enjoying as the result of thousands of successful
information technology projects. In this text, you’ll read about IT projects around the
world that went well, including Mittal Steel Poland’s Implementation of SAP that uni-
fied IT systems to improve business and financial processes; Dell Earth and other
green computing projects that save energy and millions of dollars; Six Sigma projects
such as the project to improve case load management at Baptist St. Anthony’s
Hospital in Amarillo, Texas; the systems infrastructure project at the Boots Company
in the United Kingdom that takes advantage of supplier competition to cut costs and
improve services; and many more. Of course, not all projects are successful. Factors
such as time, money, and unrealistic expectations, among many others, can sabotage
a promising effort if it is not properly managed. In this text, you’ll also learn from the
mistakes made on many projects that were not successful. I have written this book in
an effort to educate you, tomorrow’s project managers, about what will help make a
project succeed—and what can make it fail. You’ll also see how projects are used in
everyday media, such as television and film, and how companies use best practices in
project management. Many readers tell me how much they enjoy reading these real-
world examples in the What Went Right?, What Went Wrong?, Media Snapshot, and
Best Practice features. As practitioners know, there is no “one size fits all” solution to

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
xx Preface

managing projects. By seeing how different organizations successfully implement

project management, you can help your organization do the same.
Although project management has been an established field for many years,
managing information technology projects requires ideas and information that go
beyond standard project management. For example, many information technology
projects fail because of a lack of user input, incomplete and changing requirements,
and a lack of executive support. This book includes suggestions for dealing with these
issues. New technologies can also aid in managing information technology projects,
and examples of using software to assist in project management are included
throughout the book.
Information Technology Project Management, REVISED Seventh Edition, is the
only textbook to apply all 10 project management knowledge areas and all five pro-
cess groups to information technology projects. As you will learn, the project man-
agement knowledge areas are project integration, scope, time, cost, quality, human
resource, communications, risk, procurement, and stakeholder management. The
five process groups are initiating, planning, executing, monitoring and controlling,
and closing.
This text builds on the PMBOK® Guide, Fifth Edition, an American National
Standard, to provide a solid framework and context for managing information tech-
nology projects. It also includes an appendix, Guide to Using Microsoft Project 2013,
that many readers find invaluable. A second appendix provides advice on earning and
maintaining Project Management Professional (PMP) certification from the Project
Management Institute (PMI) as well as information on other certification programs,
such as CompTIA’s Project certification. A third appendix provides additional case
studies and information on using simulation and mind-mapping software to help
readers apply their project management skills.
Information Technology Project Management, REVISED Seventh Edition, pro-
vides practical lessons in project management for students and practitioners alike. By
weaving together theory and practice, this text presents an understandable, integrated
view of the many concepts, skills, tools, and techniques of information technology
project management. The comprehensive design of the text provides a strong founda-
tion for students and practitioners in project management.

NEW TO THE REVISED SEVENTH EDITION

Building on the success of the previous editions, Information Technology Project
Management, REVISED Seventh Edition, introduces a uniquely effective combination
of features. The main changes in the Seventh Edition include the following:
• The key update for the REVISED Seventh Edition is that Appendix A has
been updated for Microsoft Project 2013.
• Several changes were made to synchronize the Seventh Edition with the
PMBOK® Guide, Fifth Edition. Changes were made based on the exposure
draft released in February 2012. The biggest change was the addition of a
tenth knowledge area, Project Stakeholder Management. This text includes a
new chapter to address this important topic.
• Includes additional information on agile project management. Chapter 2
includes general information on this popular concept, and Chapter 3 provides
a second case study illustrating the outputs produced for the JWD Consulting

Copyright 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.
Exploring the Variety of Random
Documents with Different Content
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Transcriber's Notes:
Dit boek bevat een aantal zetfouten.
De volgende zetfouten zijn gecorrigeerd:

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handen]

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Botter.]

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sergeant.]

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['s Was erg] → ['t Was erg]

[met nauwlijks onderdrukte] → [met nauwelijks onderdrukte]

[Sinds gnneraal Wolseley] → [Sinds generaal Wolseley]

[zijn niet gewild,] → [zijn niet gewend,]

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["Kem," zeide de Voortrekker] → ["Kom," zeide de Voortrekker]

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deze fout komt nog 2x voor (zie hieronder. De correcte vorm, "zaâl",
is dialect voor "zadel".

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[moeilijker positie's geweest] → [moeilijker posities geweest]

[vielen de de brandende] → [vielen de brandende]

[vas het geweervuur] → [van het geweervuur]

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[op uwe schouders, werpen,] → [op uwe schouders werpen,]

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[den yijand door het] → [den vijand door het]

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sluipmoordenaar.]

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[nog niet eemaal aan] → [nog niet eenmaal aan]

[en langs deu Oostelijken] → [en langs den Oostelijken]

[Met zijn schoten,] → [Het zijn schoten,]

[ze zijn hart] → [ze zijn hard]

[waarlijk sanatische boosheid] → [waarlijk satanische boosheid]

[om Gode de eere] → [om God de eere]

[met den koorstgloed in de oogen] → [met den koortsgloed in de

oogen]

[een flluisterende vraag] → [een fluisterende vraag]

[deed de teederste snaren trilden] → [deed de teederste snaren

trillen]

[want dich in haar] → [want dicht in haar]

[den ouden Colombus!] → [den ouden Columbus!]

[en zijn band!"] → [en zijn hand!"]

[eu legt zijn] → [en legt zijn]

[rondbortigheid.] → [rondborstigheid.]
In de papieren versie ontbreekt zowel een inhoudsopgave als een
lijst met illustraties. Voor het gemak van de lezer zijn deze, in de
HTML-versie, toegevoegd aan het begin.

Voetnoten zijn (indien nodig) hernummerd en naar het eind van het
betreffende hoofdstuk verplaatst.

Er zijn een aantal interpunctie fouten gecorrigeerd maar die worden

hier niet verder genoemd.

In de HTML-versie is de originele paginanummering zichtbaar. Er is

daarbij gebruik gemaakt van bepaalde html-styles waardoor pagina
nummers wel zichtbaar zijn, maar niet hinderen bij het zoeken op
hele woorden, ook als ze (ogenschijnlijk) opgebroken zijn door een
paginanummer.
 *** END OF THE PROJECT GUTENBERG EBOOK DE
SCHERPSCHUTTERS VAN ZUID-AFRIKA: EEN VERHAAL UIT DEN
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