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Information Systems Project Management [Mīkstie vāki]

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  • Formāts: Paperback / softback, 496 pages, height x width: 231x187 mm, weight: 790 g
  • Izdošanas datums: 04-Nov-2008
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1412957028
  • ISBN-13: 9781412957021
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  • Cena: 208,17 €
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  • Formāts: Paperback / softback, 496 pages, height x width: 231x187 mm, weight: 790 g
  • Izdošanas datums: 04-Nov-2008
  • Izdevniecība: SAGE Publications Inc
  • ISBN-10: 1412957028
  • ISBN-13: 9781412957021
Citas grāmatas par šo tēmu:
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.
Preface xi
Acknowledgements xv
Introducing information Systems Project Managment
1(36)
What Is an Information System?
3(2)
What is Project Management?
5(1)
Why «Information System» Project Management?
6(3)
Project Management in Modern Organizations
9(2)
Principles, Techniques, and Tools
11(4)
Information System Project Life Cycle
15(4)
stakeholders
19(4)
Project Management and Ethics
23(2)
Text Content and Objectives
25(4)
Interview With a Project Manager
29(1)
Chapter Summary
30(7)
Appendix to
Chapter 1: Codes of Behavior
32(5)
Aligning the Information Systems Project With Organizational Goals
37(24)
Project Management Portfolio
39(3)
Setting Priorities for Project Management
42(1)
What Is a strategic Plan?
42(1)
A Strategic Plan and Information Systems Project Management
43(1)
Organizational Mission, goals, and Objectives
44(2)
Planning
46(2)
Achieving Alignment
48(1)
Project Proposal and Management support
49(1)
Public Relations
50(1)
Change Management
51(1)
Interview With a Project Manager
52(1)
Chapter Summary
53(8)
Appendix to
Chapter 2: IT Failure in Australia
55(6)
Using an Information Systems Development Methodology
61(26)
What Is an Information system Development Methodology?
63(2)
Structured Systems Analysis and Design Method (SSADM)
65(3)
Dynamic Systems Development Method (DSDM)
68(7)
Software Development
75(4)
Issues
79(1)
Interview With a Project Manager
80(1)
Chapter Summary
81(6)
Appendix to
Chapter 3: Do Is and IT Matter? Whose Side Are You On?
83(4)
Defining project Scope
87(28)
Requirements Definition
90(2)
Project Scope
92(3)
Work Breakdown Strcture
95(4)
Work Breakdown Structure as a Management Tool
99(2)
Work Breakdown Structure Approach
101(1)
Assigning Responsibility
102(2)
Structured Walkthroughs
104(2)
Programs and Projects
106(1)
Interview With a Project Manager
107(1)
Chapter Summary
108(7)
Appendix to
Chapter 4: Hendrich Electronics Incorporated
109(6)
Estimating Project Costs and Benefits
115(38)
Estimating Costs and Benefits
117(2)
Project Value
119(5)
Resource Estimates
124(2)
Estimating Software Development Costs
126(2)
Multiple Estimates
128(1)
Phase Estimating
129(1)
Practical Considerations
130(3)
Software and Group Decision Support Systems
133(7)
Interview With a Project Manager
140(2)
Chapter Summary
142(11)
Appendix to
Chapter 5: Customer Relationship Management at MedicalCo
145(8)
Managing Information Systems Project Time and Resources
153(72)
Time as a Resource
155(2)
Monitoring Time
157(2)
Project Activity Network
159(2)
Critical path Analysis
161(4)
Estimating Activity Duration
165(6)
Resource Implications
171(2)
Avoiding Project Delay
173(2)
Interview With a Project Manager
175(4)
Chapter Summary
179(46)
Appendix to
Chapter 6: An Introduction to Microsoft Project
180(45)
Leading Information Systems Projects
225(52)
Trust
227(2)
Communication Skills
229(2)
Planning
231(1)
Stress Management
232(1)
Conflict Management
232(1)
Essential Skills and Qualities of Effective Project Managers
233(4)
Being a Good Team Member
237(1)
Careers in Project Management
238(3)
Interview With a Project Manager
241(2)
Chapter Summary
243(34)
Appendix to
Chapter 7: NGC Natural Gas Company
244(33)
Developing the Project Plan
277(24)
Purpose of a Project Plan
278(3)
Project Planning Process
281(2)
Planning and Project success
283(1)
Practical Considerations
284(1)
Projects in Controlled Enviroments (PRINCE)
285(4)
Interview With a Project Manager
289(1)
Chapter Summary
290(11)
Appendix to
Chapter 8: London Ambulance---From Failure to Success
292(9)
Forming the Project Team
301(22)
Team as a Core of Activity
303(2)
Teamwork Attitudes
305(2)
Team and Project Success
307(2)
Team Development
309(2)
Team and Project Execution
311(3)
Interview With a Project Manager
314(2)
Chapter Summary
316(7)
Appendix to
Chapter 9: The Sarbanes-Oxley Act
318(5)
Assessing Project Risk
323(28)
Sources of Information Systems Project Risks
325(4)
Identifying Information Systems Project Risks
329(5)
Evaluating Information Systems Project Risks
334(3)
Responding to Project Risks
337(1)
Implementing Responses to Risks
338(1)
Focusing on the Benefits
339(2)
Interview With a Project Manager
341(2)
Chapter Summary
343(8)
Appendix to
Chapter 10: How to Transform a Failing Project
345(6)
Outsourcing and Offshoring Information Systems Projects
351(26)
Outsourcing IS Activities
354(3)
Offshoring IS Activities
357(2)
Risks in Offshore Outsourcing IS Activities
359(3)
Opportunities and Challenges
362(3)
The Management of Offshore Information Systems Projects
365(3)
Interview With a Project Manager
368(2)
Chapter Summary
370(7)
Appendix to
Chapter 11: Beltech Incorporated
373(4)
Ensuring Project Quality
377(34)
Quality Matters
379(2)
Quality Management
381(2)
International Quality Standards
383(1)
Capability Maturity Model (CMM)
384(3)
Quality Planning
387(1)
Quality-Control Techniques
388(4)
Statistical Quality Control
392(4)
Interview With a Project Manager
396(3)
Chapter Summary
399(12)
Appendix to
Chapter 12: IT Project Management at A-BANK (Part1) Implementation
401(10)
Measuring Project Success
411(32)
Project Failure
413(2)
Evaluating Information Systems:A Broader View
415(2)
Causes of Failure
417(1)
Project Success
418(7)
User Statisfaction
425(3)
Perceived Usefulness
428(4)
Interview With a Project Manager
432(1)
Chapter Summary
433(10)
Appendix to
Chapter 13: IT Project Management at A-Bank (Part 2)---Evaluation
435(8)
Closing the Project
443(18)
Administrative Closure
446(2)
Performance Appraisal
448(1)
Information Systems Project Audit
449(4)
Interview With a Project Manager
453(2)
Chapter Summary
455(6)
Appendix to
Chapter 14: Reflections on IS Project Management
457(4)
Index 461(18)
About the Authors 479
David Avison is Distinguished Professor of Information Systems at ESSEC Business School, near Paris, France after being Professor at the School of Management at Southampton University for nine years. He has also held posts at Brunel and Aston Universities in England, and the University of Technology Sydney and University of New South Wales in Australia, and elsewhere. He is President-elect of the Association of Information Systems (AIS). He is joint editor of Blackwell Sciences Information Systems Journal now in its eighteenth volume, rated as a core international journal. So far, twenty-five books are to his credit including the fourth edition of the well-used text Information Systems Development: Methodologies, Techniques and Tools (jointly authored with Guy Fitzgerald).  He has published a large number of research papers in learned journals, edited texts and conference papers. He was Chair of the International Federation of Information Processing (IFIP) 8.2 group on the impact of IS/IT on organisations and society and is now vice chair of IFIP technical committee 8. He was past President of the UK Academy for Information Systems and also chair of the UK Heads and Professors of IS and is presently member of the IS Senior Scholars Forum. He was joint programme chair of the International Conference in Information Systems (ICIS) in Las Vegas (previously also research programme stream chair at ICIS Atlanta), joint programme chair of IFIP TC8 conference at Santiago Chile, programme chair of the IFIPWG8.2 conference in Amsterdam, panels chair for the European Conference in Information Systems at Copenhagen and publicity chair for the entity-relationship conference in Paris and chair of several other UK and European conferences. He will be joint program chair of the IFIP TC8 conference in Milan, Italy in 2008. He also acts as consultant and has most recently worked with a leading manufacturer developing their IT/IS strategy. He researches in the area of information systems development and more generally on information systems in their natural organizational setting, in particular using action research, though he has also used a number of other qualitative research approaches.