Revolutionizing IT: The Art of Using Information Technology Effectively - primeira edição

EAN (ISBN-13): 9780471250418
ISBN (ISBN-10): 0471250414
Livro de capa dura
Ano de publicação: 2002
Editor/Editora: Wiley
237 Páginas
Peso: 0,499 kg
Língua: eng/Englisch

Livro na base de dados desde 2007-06-06T23:58:33-03:00 (Sao Paulo)
Página de detalhes modificada pela última vez em 2024-02-28T13:17:34-03:00 (Sao Paulo)
Número ISBN/EAN: 9780471250418

Número ISBN - Ortografia alternativa:
0-471-25041-4, 978-0-471-25041-8
Ortografia alternativa e termos de pesquisa relacionados:
Autor do livro: johnson david, kenneth johnson, john andrews
Título do livro: using information technology, effective, art asking

---

Dados da editora

Autor: David H. Andrews; Kenneth R. Johnson
Título: Revolutionizing IT - The Art of Using Information Technology Effectively
Editora: John Wiley & Sons
238 Páginas
Ano de publicação: 2002-10-18
Peso: 0,509 kg
Língua: Inglês
26,90 € (DE)
Not available (reason unspecified)
160mm x 236mm x 24mm

BB; GB; Hardcover, Softcover / Wirtschaft/Management; Betriebswirtschaft und Management; Informationstechnik; Informationstechnik

About the Authors. Preface. Acknowledgments. Introduction. Chapter 1: The Nature of Projects. The Race. Terminology. Principles and Methodologies. The Improvement of Business Processes. The Classic View of Project Management Theory. Classic Theory Limitations. The Methodology Evolution. Summary. Chapter 2: In the Beginning. How Projects Are Typically Initiated. The Virus That Causes Scope Growth. Resource Limitations. Management Misunderstanding. Did Lewis and Clark Succeed or Fail? Summary: Early Stage Problems. Chapter 3: The Anatomy of a Project. Mega-Multi Manufacturing. Drowning under the Waterfall. A Second Look at Mega-Multi. The Evils of Scope Creep. Why Has the Waterfall Lasted This Long? Summary: Why So Many Projects Fail. Chapter 4: The Elements of Success. Common Characteristics. Why the Largest IT Project Ever Undertaken Succeeded. A Seemingly Simple Success Story: Bass Pro. Emergency Behavior. Case History: Fort Knox Fails, but Silverlake Shines. Summary. Chapter 5: How to View Projects. What Is Success? Why Good Plans Are So Hard to Create. The Patton/Lombardi Effect. Building a Mental Picture. More Realistic Assumptions. Following Mother Nature. A Different View of Projects. Better Measures of Success. What Project Teams Need to Do. Summary. Chapter 6: Deciding What to Do. Defining Specific Project Goals. Organizing Task Forces. Practical Advice. Mega-Multi Manufacturing Revisited. Summary. Chapter 7: Controlling Project Scope. Let Time Determine Scope. Control the Use of Resources. Limit the Size of the Design Team. Gauge Your Ability to Absorb Change. Imitate, Don't Invent. Create a Single Point of Accountability. Management's Role in Scope Control. Bite-Sized Pieces. Case History: The Birth of the PC. Summary. Chapter 8: Who Is Accountable? Who Should Be Accountable? IT Accountability. Rewarding Project Teams. Summary. Chapter 9: Using Packaged Software. The Role of Packaged Software. Package Selection the Traditional Way. Another Adventure for Mega-Multi. What Is Wrong with the Traditional Approach? The RITE Approach. Getting Help Selecting and Installing Packages. Package Selection Using the RITE Approach. Case History: Mississippi Chemical. Summary. Chapter 10: The Balancing Act. The Need for Balance. Questions to Ask. More Speed, Scotty. Planning versus Doing. Delivering Benefits. Disruption: How Much Is Too Much? Controlling Risk. Summary. Chapter 11: Using Outsiders Wisely. The Business of Providing IT Assistance. The Rate Issue. Who Assumes the Risk? A Better Model for Obtaining IT Project Assistance. Making the Right Choice. Summary. Chapter 12: Managing IT Professionals. What Makes IT Professionals Different. Motivation and Job Satisfaction. Career Management. Managers and Leaders. Marginal Performers. High-Potential Employees. Creating Ideal Assignments. The Causes of Turnover. Summary. Chapter 13: Management of Projects. The Project Scheduling Dilemma. Why Most Schedules Are Not Met. A Different Approach to Scheduling. Using Two-Tier Schedules to Defeat Parkinson's Law. Case History: Sealectro Replaces Its Applications. Summary. Chapter 14: Building Software Yourself. The Role of Management. The Development Challenge. Another Visit to the Waterfall. The Planning Stage of Development. The Design Stage of Development. The Coding Stage of Development. The Test Stage of Development. The Delivery Stage of Development. The Service Stage of Development. Building Quality into Software. The Use of In-Process Metrics. The Underlying Tool Base. Some Parting Thoughts. Summary. Chapter 15:.The Changing World of Software Development. The Trend toward Objects. The Unified Process. The Agile Movement. Summary. Chapter 16: A Review of the RITE Approach. What Often Goes Wrong. The Reasons for Failure. What Sometimes Goes Right. More Realistic Assumptions. The RITE Way to View Projects. A New Way to Define Success. Scope Control. Accountability. Imitate, Don't Invent. Favor Packaged Software. Using Outside Resources. Managing IT Professionals. Project Scheduling. Developing Custom Software. Final Thoughts. References. Bibliography. Index.