Download Information Technology Project Management , Sixth Edition by Kathy Schwalbe PDF

By Kathy Schwalbe

Info is touring quicker and being shared by way of extra members than ever earlier than. info know-how venture administration, 6th version bargains the "behind-the-scene" point of know-how. even though undertaking administration has been a longtime box for a few years, coping with info expertise calls for rules and data that transcend normal undertaking administration. by means of weaving jointly concept and perform, this article provides an comprehensible, built-in view of the various thoughts talents, instruments, and strategies all for undertaking administration. as the venture administration box and the expertise swap speedily, you can't think that what labored even 5 years in the past remains to be the easiest strategy this present day. this article offers up to date info on how stable undertaking administration and powerful use of software program might be useful deal with tasks, particularly details expertise initiatives. details know-how venture administration, 6th variation, remains to be the single textbook to use all 9 undertaking administration wisdom areas--project integration, scope, time, expense, caliber, human source, communications, probability, and procurement management--and all 5 technique groups--initiating, making plans, executing, tracking and controlling, and closing--to details expertise tasks.

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Extra resources for Information Technology Project Management , Sixth Edition

Example text

Chapler 1 TABLE ' ·3 l. People Ten most important skills and competencies for project managers 25 ~ki ll s 2. Lcadcrship J. Listening 4 . y, e[hiea! em 5. S trong at buikling trust 6. Vcrbal COlllm unicalioll 7. 8 tTOIl g al bui kl in g teallL~ 8, C o n flict reso lution , L'()IlI1iCt manaI:)Cmcnt 9 . C ritica llhink ing , problem solvi ng 10. ,adcrship: ,\ Combin"tion of l'rojcct Manaller Skill.

Cons ul! o rgforfurthcri nform alionon skills for projcclm anagers and I'~ [[' s Carcer Framework for Practitioners. ioll and projeci 10 projeC I, but so me skills will help in al most all projeet e nviro lllllelHs. These skills indude ulldcrs{andillg c hange, and ullderst'1Ildillg how orgall izatio ns work within their social. political, and ph ysical environme nt s. lerStalld the orga niza tio n ill which they work alld how th at organizatioll develops produc ts and provides services. The skills alld be h avior needed {() mallage a projCCt for a Fortune 100 compa n y in the Ull ited Stales m a~' d iffer grea tl y fro m {hose needed {() manage a governme m projeCl ill Pola nd.

During the Cold War years of the 195& and '60s, the military continu ed 10 be key in refining se\'era! project mana/lCmcllI tech niques. S. Nal'y Polaris m issileJ sub m arine projeel firs! used network diagrams in 1958. These diagra m s he lped managers model the relalionships amo llg project tasks, which alkJ\\'ed the m to ereale sc hedules {hat were more realislie. f igure 1-7 d isp lays a nelwork diagram crea ted using Mierosof{ Projeel. Note that the diagram ineludes arrows thaI show which tasks arc related and the se{luell{,'C in which {cam members must perform {he tasks.

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