Managing Information Technology Projects: Building a Body of Knowledge in It Project Management

Contents
About the Editors
About the Contributors
Foreword
Chapter 1 Managing IT Projects: The Case for Consolidating and Developing a Body of Knowledge
1. Background
2. Defining the discipline of IT PM
3. Framework and building blocks of the body of knowledge on managing IT projects
4. Structure of the book
References
Chapter 2 Overview of Generic Project Management Methodologies, Frameworks, and Standards
1. Introduction
2. Project management framework vs methodology
2.1. Project management framework
2.2. Project management methodology
3. Introduction to PMBOK
3.1. Project life cycle
3.1.1. Initiating
3.1.2. Planning
3.1.3. Executing
3.1.4. Monitoring and controlling
3.1.5. Closing
3.2. Project hierarchy and organizational structures
3.2.1. Organic or simple organization
3.2.2. Functional or centralized organization
3.2.3. Multi-divisional organization
3.2.4. Matrix organization
3.2.5. Project-oriented (hybrid or composite) organization
3.2.6. Virtual organization
3.2.7. Hybrid
3.2.8. Project Management Office (PMO)
3.3. Ten knowledge areas of PMBOK
3.3.1. Project integration management
3.3.2. Project scope management
3.3.3. Project schedule management
3.3.4. Project cost management
3.3.5. Project quality management
3.3.6. Project resource management
3.3.7. Project communications management
3.3.8. Project risk management
3.3.9. Project procurement management
3.3.10. Project stakeholder management
4. PRINCE2 methodology
4.1. Introduction
4.2. Principles
4.3. Themes
4.4. Processes
4.5. Tailoring
4.6. Roles and responsibilities
5. Project Integrating Sustainable Management — PRiSM
5.1. Introduction
5.2. Phases of PRiSM
5.3. Principles of PRiSM
6. Critical Path Method (CPM)
6.1. Introduction
6.2. Steps to create the critical path method
7. Critical Chain Method (CCM)
7.1. Introduction
7.2. Steps to implement the Critical Chain Method
8. Agile methodology
9. Scrum methodology
10. Adaptive Project Framework (APF)
10.1. Introduction
10.2. Principles of APF
10.3. Phases of APF
10.4. Types of APF
11. CCM AND CPM comparison
12. Comparison between different methodolo
13. Conclusion
References
Chapter 3 Context, Priorities, Constraints, and Trends in Information Technology Projects
1. Introduction
1.1. Introduction to Information Technology (IT) projects
2. Understanding the context
2.1. Classification of IT projects
2.2. Diversity in IT projects
2.3. The IT project team
3. IT project management evolution
3.1. From software projects to service orientation
3.2. From projects to products
3.3. From business goals to business continuity
4. Project constraints
4.1. Common constraints
4.2. Challengers of constraints
5. Successful approaches for IT evolution
5.1. Evolving business needs and complexities
5.2. Legacy systems
5.3. Security and privacy
5.4. Data orientation
5.5. Cost reduction expectations
6. Procurement methodologies
6.1. Importance of right procurement approaches in project management
6.2. Emerging procurement approaches
6.2.1. Agility
6.2.2. Partnerships and outsourcing
6.3. IT procurement best practices
7. Financing
7.1. Financing approaches in latest IT projects
7.1.1. Traditional funding
7.1.2. Venture capital
7.1.3. Project finance
8. Data is the new oil
8.1. Data generated from IT projects
8.1.1. Custodianship and ownership
8.1.2. Data protection
8.1.3. Data classification and relevance
9. Operations empowerment
9.1. Role of operations in project perception
9.2. Smooth transition from projects to operations
9.3. Need for long-term success factor measurement
10. Summary
References
Chapter 4 Traditional and Agile Software Development Project Management Methodologies
1. Introduction
2. Software Development Life Cycle (SDLC)
2.1. Processes for IT projects
2.2. IT project management approaches versus generic PM approaches
3. Traditional approaches
3.1. Waterfall model
3.2. V-Model
3.3. Spiral model
3.4. Unified Software Development Process
3.5. Fish model
4. Agile approaches
4.1. Scrum
4.2. Extreme Programming (XP)
4.3. Feature-driven Development (FDD)
4.4. Dynamic Systems Development Method (DSDM)
4.5. The Open Unified Process (OpenUP)
4.6. Rapid application Development (RAD)
4.7. Traditional versus agile approaches
5. IT project management today: Reconceptualizing project environments
5.1. Hybrid model
5.2. Agile for large-scale projects
5.3. Integrated Project Management (IPM)
5.4. DevOps
5.5. Model comparison
6. Summary
References
Chapter 5 IT Project Stakeholders and Responsibilities in Different Software Development Methodologies
1. Introduction
1.1. Stakeholder definition
1.2. Roles of stakeholders in an IT project
2. External stakeholders
2.1. Possible stakeholders
2.2. Expectations
3. Internal stakeholders
3.1. Traditional approaches
3.1.1. Waterfall model
3.1.2. V-Model
3.1.3. Spiral Model
3.2. Agile
3.3. Scrum
3.4. Kanban
3.5. Other
3.5.1. Crystal Clear
3.5.2. Extreme Programming
3.5.3. Adaptive Software Development
3.6. Summary
4. IT packaging and outsourcing issues
5. Summary
References
Chapter 6 IT Project Teams
1. Introduction
2. Roles in traditional software development
2.1. Project Manager
2.1.1. Project Manager in agile working environments
2.1.2. Job market requirements and salary perspectives
2.2. Functional Manager
2.2.1. Functional Manager in agile working environments
2.3. Operational Manager
2.4. Business Analyst
2.4.1. Business Analyst in agile working environments
2.4.2. Process Analyst
2.4.3. Job market requirements and salary perspectives
2.5. Subject-Matter Expert
2.5.1. Subject-Matter Expert in agile working environments
2.6. Quality Assurance Manager
2.6.1. Quality Assurance Manager in agile working environments
2.6.2. Job market requirements and salary perspectives
2.7. Change control board/Change manager
2.7.1. Change manager in agile working environments
2.8. Solution team/Software architect
2.8.1. Software architects in agile working environments
2.8.2. Job market requirements and salary perspectives
2.9. Quality Assurance Engineer (QAE)
2.9.1. QAE in agile working environments
2.9.2. Job market requirements and salary perspectives
2.10. Database Administrator (DBA)
2.10.1. Database Administrator in agile working environments
2.10.2. Job market requirements and salary perspectives
2.11. Software engineer/developer
2.12. Design team
2.12.1. Designers in agile working environments
2.12.2. Job market requirements and salary perspectives
3. Summary
References
Chapter 7 The Role of the Project Manager in IT Projects
1. Introduction
2. What is an IT project?
2.1. IT project management
2.2. The IT project manager
2.3. Role of project manager in IT projects
3. The IT project management life cycle
3.1. Project teams/Stakeholders in IT projects
3.2. How to manage an IT project
4. Dynamics of IT project manager
4.1. Challenges of IT project management
4.2. Factors essential for successful IT project management
4.3. Project success criteria within the project’s life cycle
4.4. IT project success/failure factors
4.5. IT project success factors
5. IT project management Key Performance Indicators (KPIs)
6. Summary
References
Chapter 8 The IT Project Ecosystem — An Industry Case Study
1. Introduction
2. Overview of the project — Enterprise Service Management (ESM) project
2.1. Organization — Western Sydney University
2.2. Project overview and core objectives
2.3. Core project deliverables
2.4. Project performance
3. People and project context
3.1. Project delivery approach
3.2. Roles and context — project team
3.3. Organizational ecosystem
3.4. Project governance
3.5. Partnering approach
3.6. Development approach
3.7. Distributed teams and virtual working
4. Key success factors
4.1. Core project management practices
4.2. Design principles
4.3. Establishing people
4.4. Adoption and operational sustainability
4.5. Communication
4.6. Understanding project complexity
4.7. Leveraging tools
4.8. Testing methodology and acceptance
5. Insights and observations
5.1. The person — project manager capabilities
5.2. The people — ecosystem and stakeholders
5.2.1. Stakeholder engagement success
5.2.2. Effective governance and leadership
5.3. The process — adopting appropriate methodologies
6. Summary
References
Chapter 9 Project Time and Cost Management
1. Introduction
2. Project time management
2.1. Work Breakdown Structure (WBS)
2.1.1. Top-down estimates
2.1.2. Bottom-up estimates
2.1.3. Analogous estimates
2.1.4. Three-point estimate
2.2. Critical Path Method
3. Project cost management
3.1. Project estimation
3.2. Effort estimation
3.2.1. LOC-based effort estimation
3.2.2. Function points-based effort estimation
3.3. Cost estimation
3.3.1. Types of cost estimates
3.3.2. Full-Time Equivalent (FTE)
3.4. Resource estimate
3.5. Algorithm models
3.6. COCOMO models
3.7. Putnam model
4. Function Point Analysis-Based (FPA-Based) methods
5. Software engineering metrics
6. Developing the project schedule
7. Developing the budget
8. Parametric estimating
9. Expert judgment
10. Earned Value Management
11. Summary
References
Chapter 10 Project Quality Management
1. Introduction
1.1. Quality
2. Understanding project quality management
2.1. Planning quality
2.2. Eight dimensions of quality management
2.3. Five views of software quality
2.4. Dimensions of quality for services
2.5. Total Quality Management
2.6. Quality assurance
2.7. Quality control
2.8. McCall’s quality factors and criteria
2.8.1. Product operation factors
2.8.2. Product revision factors
2.8.3. Product transition factors
2.9. ISO/IEC 25010:2011 quality characteristics
2.9.1. Functionality
2.9.2. Reliability
2.9.3. Usability
2.9.4. Efficiency
2.9.5. Maintainability
2.9.6. Portability
2.10. ISO 9000:2015 quality management systems
2.11. ISO/IEC/IEEE 90003:2019
2.12. ISO/IEC/IEEE 12207-2:2020
2.13. ISO/IEC/IEEE 15289:2019
2.14. IEEE 730-2014 — IEEE standard for software quality assurance processes
3. Measuring quality
3.1. Defects
3.2. Customer complaints and customer-reported defects
3.3. Test coverage
3.4. Product usage across end user categories
4. Business impact of quality management
4.1. Meeting business objectives
4.2. Quality management in relation to customer success
4.3. Business sustainability and quality
5. Cost of quality management
5.1. Budgeting quality management
5.2. Cost of lack of quality
5.2.1. Direct costs
5.2.2. Indirect costs
5.3. Quality balanced sheet
6. Common issues in quality management
6.1. Implications of implementation drifting from design
6.2. Quality traceability
6.3. Quality certification
6.4. System design and test plan sync-up
7. Tools for quality management
7.1. Basic testing tools needed
7.2. Emerging tools of cloud and AI era
8. Project team and quality management
8.1. Project roles and associated quality responsibilities
8.1.1. Executive roles
8.1.2. Project management roles
8.1.3. Developer roles
8.1.4. Quality assurance roles
8.1.5. Support and maintenance roles
8.2. Ethics and responsibility toward quality
8.3. Process adherence and quality
9. Agility of quality management
9.1. Agile iterative models for quality management
9.2. Incremental test plan building
9.3. Iterative approach toward quality management
10. Project quality management challenges
10.1. Budgeting
10.2. Transparency
10.3. Stakeholders buy-in
10.4. Executive support
10.5. Communication and collaboration
10.6. The team — us vs. them
11. Summary
References
Chapter 11 IT Risk Management
1. Introduction
1.1. Introduction to Information Technology (IT) project risks
1.2. IT Project risk management literature overview
1.3. Track record statistics from studies
1.4. Need for risk management in IT projects
2. Understanding risk management
2.1. The context of project risk
2.2. Risk management methodology
2.3. Risk management tools
3. Identify risks
3.1. General approaches in practice
3.2. Brainstorming
3.3. Structured workshops
3.4. Delphi technique
3.5. Reviewing previous projects and gathering insights
3.6. SWOT analysis
3.7. Assumptions review
3.8. Pros and cons
3.9. Internal and external considerations
4. Analyze risks
4.1. Project risk
4.2. Portfolio risk
4.3. Risk analysis shortfalls
4.4. Planning for emergent risk, correcting forecasting biases
5. Develop risk responses
5.1. Common approaches
5.2. Risk appetite
6. Monitor and control risks
6.1. Transparency in risk management
6.2. Response and mitigation options and practice
6.3. Change management
7. Risk governance
7.1. Strategic and portfolio-level considerations
7.2. Taking the right risks
7.3. Risk governance approaches
7.4. Risk governance approaches
8. Success strategies and best practices in managing IT risks
8.1. Leadership
8.2. Assessing the impact of IT project risk
8.3. Considerations in project selection
8.4. Success approaches and recommendations
9. Summary
References
Chapter 12 Successfully Delivering Large IT Projects: A Multi-Case Study-Based Analysis
1. Introduction
2. Background
2.1. What is a large transformation program?
2.2. Measures of success/failure
3. Observations
3.1. Case study 1
3.1.1. Background
3.1.2. Consequences
3.1.3. Lesson(s)
3.2. Case study 2
3.2.1. Background
3.2.2. Consequences
3.2.3. Lesson(s)
3.3. Case study 3
3.3.1. Background
3.3.2. Consequences
3.3.3. Lesson(s)
3.4. Case study 4
3.4.1. Background
3.4.2. Consequences
3.4.3. Lesson(s)
3.5. Case study 5
3.5.1. Background
3.5.2. Consequences
3.5.3. Lesson(s)
3.6. Case study 6
3.6.1. Background
3.6.2. Progress/Consequences
3.6.3. Lesson(s)
3.7. Case study 7
3.7.1. Background
3.7.2. Progress/Consequences
3.7.3. Lesson(s)
3.8. Case study 8
3.8.1. Background
3.8.2. Consequences
3.8.3. Lesson(s)
3.9. Case study 9
3.9.1. Background
3.9.2. Consequences
3.9.3. Lesson(s)
3.10. Case study 10
3.10.1. Background
3.10.2. Progress/Consequences
3.10.3. Lesson(s)
4. Analysis
4.1. Stage 1: Critical success/failure factors (CSFs)
4.2. Stage 2: Delivering change: A generalized capability framework for large IT programs
4.2.1. Business capability maps
4.2.2. Enterprise’s capability to deliver change: Reference business capability map
4.2.3. CSFs and the capability map: Traceability analysis
4.2.4. A framework for program capability assessment
5. Summary
References
Chapter 13 Managing IT Projects: Lessons Learnt from the Construction Sector
1. Introduction
2. Background
2.1. Definitions
3. Observations and analysis
3.1. Executive/sponsor support
3.2. Program planning
3.2.1. Strategic objectives and business benefits
3.2.2. High-level architecture
3.2.3. Facets of the program
3.2.4. Individual projects and scope (including business transformation, change management, IT/technical, and communications)
3.2.5. Dependencies and precedence: Roadmap & Gantt chart representations
3.3. Program structure and organization
3.3.1. Program office
3.3.2. Staffing and resource requirements
3.4. Risk and issue management discipline
3.5. Estimation, realistic timelines, and appropriate fund allocation
3.5.1. Bills of Quantities (BOQ)
3.5.2. Activity Schedule (AS)
3.5.3. Schedule of Rates and Prices (SORP)
3.5.4. Small jobs
3.5.5. Quality
3.6. Program operational aspects — requirements
3.7. Managing the interface between business-as-usual(BAU) operations and program-specific operations
4. Further analysis
5. Summary and conclusions
References
Chapter 14 Software for IT Project Schedule and Cost Management
1. Introduction
2. Software for schedule management in IT projects
2.1. Asana
2.1.1. Overview
2.1.2. Key features
2.2. Jira
2.2.1. Overview
2.2.2. Key features
2.3. Microsoft Project
2.3.1. Overview
2.3.2. Key features
2.4. Monday
2.4.1. Overview
2.4.2. Key features
2.5. Trello
2.5.1. Overview
2.5.2. Key features
2.6. Other software for project schedule management
2.6.1. Basecamp
2.6.2. GanttPRO
2.6.3. LiquidPlanner
2.6.4. Teamwork
2.6.5. Zoho Sprints
2.7. Comparison of software for IT project schedule management
3. Software for cost management in IT projects
3.1. Harvest
3.2. Microsoft Project
3.3. Paymo
3.4. Zoho Projects
3.5. Comparison of software for IT project cost management
4. Summary
References
Chapter 15 Software for IT Project Quality Management
1. Introduction
2. Process quality management tools
3. Structural quality management tools
3.1. Continuous Integration and Continuous Deployment (CI/CD) tools
3.2. Performance testing tools
3.3. Security testing tools
3.4. Integration testing tools
3.5. Compatibility testing tools
3.6. Accessibility testing tools
3.7. Usability testing tools
4. Functional quality management tools
4.1. Unit testing tools
4.2. Integration testing tools
4.3. Smoke, sanity, functional, system, and regression testing tools
4.3.1. Smoke testing tools
4.3.2. Sanity testing tools
4.3.3. Functional testing tools
4.3.4. System testing tools
4.3.5. Regression testing tools
4.4. Acceptance testing
4.5. Production verification testing
5. Comparison of testing during the product life cycle
6. Chapter summary
References
Chapter 16 IT Project Management in the Future
1. Introduction
2. Journey: IT project management evolution, past to present
2.1. Understanding the IT project environment
2.2. Managing challenges in IT project environments
2.2.1. Intangibility and ambiguity
2.2.2. Poorly defined goals and objectives
2.2.3. Managing constraints
2.2.4. Unrealistic deadlines
2.2.5. Lack of firm requirements and scope
2.2.6. Lack of accountability and sponsorship
2.2.7. Inadequate skills of team members
2.2.8. Navigating the challenges: A case study
2.3. Managing and measuring IT project performance
2.3.1. Team performance
2.3.2. Customer, team, and stakeholder satisfaction
2.3.3. Quality and performance
2.3.4. On budget
2.3.5. Scope
2.3.6. On schedule
2.3.7. Benefits realization
2.3.8. Organizational and customer adaptability to project outcome
3. Technology advances: Evolution of IT systems and applications
3.1. Expanding key functionalities of IT systems
3.2. Managing complexity through changing system architectures
3.3. Managing evolution through changing development methodology
4. Future of IT project management
4.1. Future of IT project manager
4.2. Future of IT project teams
4.3. Where to from here?
4.4. Summary
References
Chapter 17 IT Project Management 4.0: Trends and Future Directions
1. Introduction
2. IT investment and industry landscape
2.1. Hardware
2.2. Software
2.3. Service
2.4. Telecommunication
3. Project management methodologies and how they are going to change in the future
4. Project teams and stakeholders
5. Time, cost, quality, and risk developments
6. Project management with next-generation technologies
6.1. Next-generation technologies
6.1.1. Blockchain
6.1.2. Cryptocurrency
6.1.3. Smart contracts and Decentralized Applications (DApps)
6.1.4. Supercomputer
6.1.5. Deep Learning and beyond
6.1.6. Quantum computing
6.1.7. Quantum network
6.2. Challenges of future IT project management
6.2.1. Planning
6.2.2. Analysis
6.2.3. System design
6.2.4. Implementation
6.2.5. Testing and integration
6.2.6. Operation and maintenance
6.3. Next-generation technologies for project management
7. Concluding summary
References