Information Systems Project Management: A Process and Team Approach

Description

For undergraduate and graduate courses in IT/IS Project Management. Information Systems Project Management operates from the assumption that organizational project management is a complex team-based activity, and that various types of technologies are an inherent part of the project management process. 
 

Information Systems Project Management operates from the assumption that organizational project management is a complex team-based activity, and that various types of technologies are an inherent part of the project management process.
1 . Do you show students the process of Project Management?Demonstrates the "process" of Project Management – Beginning in Part 2, all chapters are organized, in a step-by-step fashion, according to the stages of a typical project. Assignments correspond to typical deliverables that would be required at an appropriate state. This organization helps students actively learn project management by walking students through issues like project charters and work breakdown structures as they are needed in the course of a class project.
2 . Do you emphasize that project management is very team-oriented?Unique coverage on team issues – See Chapters 3 (Managing Project Teams) and Chapter 4 (Managing Project Communications), which includes topics like global project teams, motivation, team planning, and conflict. Students learn that project management is a team sport and that rarely does a solitary project activity present itself. Topics include: group processes, leadership, communication, group conflict, cross-cultural issues, and so on.
3 . Do you try to prepare your students for the PMI exam?Covers the Project Management Body of Knowledge (PMBOK) to prepare students to pass PMI''s certification exam. Each end-of-chapter has a table that identifies those elements of PMBOK that are covered in the chapter. Oher Points of Distinction
1 . Tips from the Pros. Contains advice from real project managers that discuss what they do to make their projects successful and the pitfalls that should be avoided.
2 . Ethical Dilemmas.Provides ethical scenarios as faced by project managers or members of project teams as they try to achieve their goals.Global Implications. Addresses how project characteristics and management techniques vary as project teams cope with global outsourcing, off-shoring, and project teams which cross international boundaries.
3 . Appendices.The first Appendix provides a tutorial on using Microsoft Project. The second Appendix is a set of Project Management Templates which illustrate typical formatting and components that might be included in project management deliverables such as project charters, communication plans, project scope statements, preliminary schedules, project resource plans, project risk plans, project quality plans, project quality plans, quality checklists, project procurement plans, and change control documents. 

Table of Contents

Part I. Project Management Foundations

1. Introduction to Project Management

2. The Project Management Lifecycle

3. Managing Project Teams

4. Managing Project Communications

 

Part II. Project Initiation and Planning

5. Managing Project Scope

6. Managing Project Scheduling

7. Managing Project Resources

8. Managing Project Quality

9. Managing Project Risk

10. Managing Project Procurement

 

PART III. Project Execution, Control and Closure

11. Managing Project Execution

12. Managing Project Control and Closure