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New Directions in Project Management
by Paul C. Tinnirello (Editor)
• Hardcover: 560 pages ; Dimensions (in inches):
1.35 x 9.48 x 6.46
•
• Publisher:
Auerbach
Publications;
ISBN:
084931190X; (September 26, 2001)
•
•
Average Customer Review:
Organizations that rely on computing technology for survival
understand the critical importance of managing projects that meet
strategic goals and objectives. The diversity of business globalization
and electronic commerce combined with the unceasing pace of
technical change continues to challenge efforts for more proficient
project management techniques. Presenting the tools you need to
meet the challenges of the new business environment, New Directions
in Project Management covers best practices in all areas of managing
software development projects - practices that have been determined
by measurable results not vague ideologies. In addition to a
comprehensive treatment of software development project
management, this book covers managing outsourced projects, team-
and consensus -building, requirements definition, systems integration,
measurement and metrics, and quality assurance testing. Rather than
force-feeding a particular vision of project management and one
methodology, the integrated approach combined with detailed
concepts and techniques presented here offer you valuable advice and
guidance for your project’s success. Successful planning for the
challenges of the new business environment will remain complex, but
not unachievable. In this environment, project management cannot be
viewed only as a solitary management activity but as a set of dynamic
principles that can be cultivated and improved through practical
experience. This demands the best of your skills. Covering software
development project management from all sides, New Directions in
Project Management gives you the advantage.
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Table of Contents
New Directions in Project Management
Introduction
Section I Essential Concepts of Project Management
Chapter 1 - Ten Ways to Improve Project Performance
Chapter 2 - Nine Factors for Project Success
Chapter 3 - Managing Project Management
Chapter 4 - Strategies for Heading Off IS Project Failure
Chapter 5 - Six Myths about Managing Software Development in the New
Millennium
Chapter 6 - Back to Basics: Getting Systems Development Right
Chapter 7 - Process Management: Integrating Project Management and
Development
Chapter 8 - Project Meetings: A Communication and Coordination Tool
Chapter 9 - Managing Systems Requirements
Section II Critical Factors for Project Quality
Chapter 10 - Using Project Management to Become ISO 9000 Certified
Chapter 11 - SEI CMM or ISO 9000: Which Is Right for Your Organization?
Chapter 12 - An Almost Perfect Software Project: Using SEI Core Measurements
Chapter 13 - Does Your Project Risk Management System Do the Job?
Chapter 14 - Evolution of a High-Quality Development Process in an Existing
Software Project
Chapter 15 - Incorporating Six Sigma Concepts into Systems Analysis
Chapter 16 - Solving the Software Quality Management Problem
Section III Managing Business Relationships
Chapter 17 - Prescriptions for Managing IT Priority Pressure
Chapter 18 - Business and IT: Developing Strategic Alliances
Chapter 19 - Managing the Change to Self-Directed Teams: Myths and Miseries
Chapter 20 - Improving IS Performance: The Role of the Value Chain
Chapter 21 - The Myths and Realities of IT Steering Committees
Chapter 22 - Achieving Enterprise Culture Change Through a Project Management
Program
Chapter 23 - Developing Applications with the User in Mind
Section IV Effectively Managing Outsourced Projects
Chapter 24 - A Practical Guide to Staff Augmentation and Outsourcing
Chapter 25 - The Essentials for Successful IT Outsourcing
Chapter 26 - The Management Service Provider Option
Chapter 27 - Managing the Risk of Outsourcing Agreements
Chapter 28 - Hiring and Managing Consultants
Chapter 29 - How to Manage Outsourcing for Best Results
Chapter 30 - Outsourcing as a Means of Improving Process Maturity: An Approach
for More Rapidly Moving up the Capability Maturity Model
Section V Managing Special Projects
Chapter 31 - The Role of Project Management in Knowledge Management
Chapter 32 - Managing Development in the Era of Large Complex Systems
Chapter 33 - Developing IT Projects on a Pay-for-Performance Basis
Chapter 34 - The Pitfalls of Client/Server Development Projects
Chapter 35 - Using Project Management to Build an IT Help Desk
Chapter 36 - Leveraging Developed Software: Organizational Implications
Chapter 37 - Managing Legacy Assets
Section VI Measuring and Improving Project Management Success
Chapter 38 - Facilitating Your Way to Project Success
Chapter 39 - Reducing IT Project Complexity
Chapter 40 - Designing an Effective Project Management Office
Chapter 41 - Assessing the Real Costs of a Major System Change
Chapter 42 - Information Technology for Project Management Automation
Chapter 43 - The Project Management Office: A Strategy for Improvement and
Success
Chapter 44 - Creating and Implementing a Balanced Measurement Program
Chapter 45 - Software Process Assessment: Building the Foundation for a Mature IS
Process
Index
List of Exhibits
 
New Directions in Project Management
Best Practices Series
Editor
Paul C. Tinnire llo
Chapter 30 , “Outsourcing as a Means of Improving Process Maturity: An Approach
for More Rapidly Moving up the Capability Maturity Model,” © 1998 by Keane, Inc.
Used by permission.
Library of Congress Cataloging-in-Publication Data
New directions in project management/edited by Paul C. Tinnirello.
p. cm.(Best practices)
Includes bibliographical references and index.
ISBN 0-8493-1190-X (alk. paper)
1. Project management. I. Tinnirello, Paul C.II. Best practices series (Boca Raton,
Fla.)
T56.8 .N492001
658.4'04--dc21 2001046081
This book contains information obtained from authentic and highly regarded sources.
Reprinted material is quoted with permission, and sources are indicated. A wide
variety of references are listed. Reasonable efforts have been made to publish
reliable data and information, but the author and the publisher cannot assume
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Neither this book nor any part may be reproduced or transmitted in any form or by
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Visit the Auerbach Web site at www.auerbach-publications.com
© 2002 by CRC Press LLC
Auerbach is an imprint of CRC Press LLC
CRC Press LLC
No claim to original U.S. Government works
International Standard Book Number 0-8493-1190-X
Library of Congress Card Number 2001046081
Printed in the United States of America 1 2 3 4 5 6 7 8 9 0
Printed on acid-free paper
Contributors
Layne C. Bradley, Information Technology Management (Retired), Arlington, Texas
Janet Butler, Senior Editor, Auerbach Publications, New York, New York
Edward G. Cale, Jr., Professor, Information Systems, Babson College, Babson Park,
Massachusetts
Tom Chaudhuri, Project Director, Canadian Imperial Bank of Commerce, Toronto, Ontario,
Canada
Paul Cule, Assistant Professor of Management, Marquette University, Milwaukee, Wisconsin
Paul Cullen, IS Technical Consultant, Norwest Audit Services, Inc., Minneapolis, Minnesota
Susan Phillips Dawson, CIM Development Manager, Microprocessor and Memory Technologies
Group (MMTG) Final Manufacturing, Motorola, Austin, Texas
Ken Doughty, Manager, Disaster Recovery, Colonial Bank, Cherry Brook, New South Wales,
Australia
Ginger H. Eby, Director, Data Administration, Computer Sciences Corporation
Dana T. Edberg, Assistant Professor, Computer Information Systems, University of Nevada,
Reno, Nevada
Chris Gane, President, Rapid System Development, Inc., New York, New York
Hal H. Green, Director, Manufacturing Systems Division, SETPOINT Inc., Houston, Texas
J.W.E. Greene, Managing Director, Quantitative Software Management (QSM) Europe, Paris,
France
Leigh Hardy, Project Management Office Leader, Newcourt Credit, Toronto, Ontario, Canada
Warren Harkness, Principal Consultant, Product Development Consulting Inc., Boston,
Massachusetts
Linda G. Hayes, B.B.A., C.P.A., M.S., J.D., Chief Executive Officer, WorkSoft, Inc., Dallas,
Texas
Douglas B. Hoyt, Consultant and Writer, Hartsdale, New York
Brian Jeffery, Managing Director, International Technology Group, Mountain View, California
Jerome Kanter, Director, Center for Information Management Studies (CIMS), Babson College,
Babson Park, Massachusetts
Brian Keane, Information Services and Healthcare Services, Keane, Inc.
Mark Keil, Georgia State University, Atlanta, Georgia
Ralph L. Kliem, President, Practical Creative Solutions, Inc., Redmond, Washington
Polly Perryman Kuver, Consultant, Boston, Massachusetts
Richard B. Lanza, Process Manager, Business and Technology Integration Team, American
Institute of Certified Public Accountants, Lake Hopatcong, New Jersey
Chang-Yang Lin, Ph.D., Professor, Computer Information Systems, Eastern Kentucky
University, Richmond, Kentucky
Irwin S. Ludin, Principal, Practical Creative Solutions, Inc., Redmond, Washington
Kalle Lyytinen, University of Jyväskylä, Finland

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