Includes appications of both information technology and production-operations management with a focus on information systems to demonstrate the real environment that exists for IS projects.

View IS project management as an art as well as a science. . . .

There are a number of books out there on project management. What is different and specific about this book?

• There is a balance between socio-cultural and technical aspects and there is a balance between qualitative and quantitative aspects – project management is seen as both an art and a science.
• It provides an information systems orientation for project management: neither information technology oriented on the one side nor production and operations oriented on the other, but of application to both within an organizational-wide view.
• It stresses information systems as a whole, not just software development – no project is successful if only software aspects are considered.
• It gives a truly international view of the domain – examples and experiences from different parts of the world add richness as well as context to the material. Globalization has ensured that most projects take on an international dimension.
• The book provides a coherent explanation of the concerns of the project manager as the project develops through the project life cycle – it does not follow a ′kitchen sink approach′.
• Each chapter has the following consistent structure: introduction and outline, an exhibit, the main text with examples, chapter summary, exercises, discussion questions, interview with project manager and appendix – this structure provides coherence and consistency.
• The exhibit, interview and appendix contain real-world examples, experiences, case studies, discussion material, software descriptions and professional codes – these provide material for class discussion and group work.
• The material has been used on our courses in the United States, Europe and Australia, given to practitioners as well as students (both undergraduate and postgraduate) – it has been well tested as part of our own project managemenThe material in this text has been proven successful through repeated use in courses in the United States, Europe, and Australia, by practitioners as well as undergraduate and postgraduate students.

Intended Audience
This core text is designed for advanced undergraduate and graduate courses such as Management Information Systems, Computer Information Systems, Information Systems, and Decision and Information Systems in the departments of information systems, information technology, and business.

1. Introducing Information Systems Project Management
What is an information system?
What is project management?
Why ‘information systems’ project management?
Project management in modern organizations
Principles, techniques and tools
Information systems project life cycle
Stakeholders
Project management and ethics
Text content and objectives
Interview with a project manager
Chapter summary
Appendix to Chapter 1: Codes of Behavior
2. Aligning the Information Systems Project with Organizational Goals
Project management portfolio
Setting priorities for project management
What is a strategic plan?
A strategic plan and information systems project management
Organizational mission, goals and objectives
Planning
Achieving alignment
Project proposal and management support
Public relations
Change management
Interview with a project manager
Chapter summary
Appendix to Chapter 2: IT Failure in Australia
3. Using an Information Systems Development Methodology
What is an information systems development methodology?
Structured systems analysis and design method (SSADM)
Dynamic systems development method (DSDM)
Software development
Issues
Interview with a project manager
Chapter summary
Appendix to Chapter 3: Do IS and IT matter? Whose side are you on?
4. Defining Project Scope
Requirements definition
Project scope
Work breakdown structure
Work breakdown structure as a management tool
Work breakdown structure approach
Assigning responsibility
Structured walkthroughs
Programs and projects
Interview with a project manager
Chapter summary
Appendix to Chapter 4: Hendrich Electronics Incorporated
5. Estimating Project Costs and Benefits
Estimating costs and benefits
Project value
Resource estimates
Estimating software development costs
Multiple estimates
Phase estimating
Practical considerations
Group decision support systems
Interview with a project manager
Chapter summary
Appendix to Chapter 5: Customer Relationship Management at MedicalCo
6. Managing Information Systems Project Time and Resources
Time as a resource
Monitoring time
Project activity network
Critical path analysis
Estimating activity duration
Resource implications
Avoiding project delay
Interview with a project manager
Chapter summary
Appendix to Chapter 6: An Introduction to Microsoft Project
7. Leading Information Systems Projects
Trust
Communication skills
Planning
Stress management
Conflict management
Essential skills and qualities of effective project managers
Being a good team member
Careers in project management
Interview with a project manager
Chapter summary
Appendix to Chapter 7: NGC Natural Gas Company
8. Developing the Project Plan
Purpose of a project plan
Project planning process
Planning and project success
Practical considerations
Projects in controlled environments (PRINCE)
Interview with a project manager
Chapter summary
Appendix to Chapter 8: London Ambulance – From Failure to Success
9. Forming the Project Team
Team as a core of activity
Team work attitudes
Team and project success
Team development
Team and project execution
Interview with a project manager
Chapter summary
Appendix to Chapter 9: The Sarbanes-Oxley Act
10. Assessing Project Risk
Sources of information systems project risk
Identifying information systems project risks
Evaluating information systems project risks
Responding to project risks
Implementing responses to risks
Focusing on the benefits
Interview with a project manager
Chapter summary
Appendix to Chapter 10: How to Transform a Failing Project
11. Outsourcing and Offshoring Information Systems Projects
Outsourcing IS activities
Offshoring IS activities
Risks in offshore outsourcing activities
Opportunities and challenges
The management of offshore information systems projects
Interview with a project manager
Chapter summary
Appendix to Chapter 11: Beltech Incorporated
12. Ensuring Project Quality
Quality matters
Quality management
International quality standards
Capability maturity model (CMM)
Quality planning
Quality control techniques
Statistical quality control
Interview with a project manager
Chapter summary
Appendix to Chapter 12: IT project management at A-Bank (Part 1) - Implementation
13. Measuring Project Success
Project failure
Evaluating information systems: A broader view
Causes of failure
Project success
User satisfaction
Perceived usefulness
Interview with a project manager
Chapter summary
Appendix to Chapter 13: IT project management at A-Bank (Part 2) - Evaluation
14. Closing the Project
Administrative closure
Performance appraisal
Information systems project audit
Interview with a project manager
Chapter summary
Appendix to Chapter 14: Reflections on IT project management