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Cadle and Yeates' Project Management for Information Systems is suitable for undergraduate students studying Project Management within the IT environment.
This comprehensive and practical book is an excellent starting point for any students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level. The authors strike a good balance - covering both the mechanics of project management and the human factors involved and include plenty of case studies and exercises as well as good and bad examples from real life.
This fifth edition has new material on:
development life-cycles and approaches (including agile approaches)
different types of IS projects and how to manage them
implementing change through information systems
updated coverage of leadership and management.
Backcover
Cadle and Yeates: Project Management for Information Systems, 5th Edition
A refreshingly readable, realistic and relevant view of project management within the context of information systems.
This comprehensive and practical book is an excellent starting point for any practicing project managers or students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level.
In this book, the practical perspective and industry experience of the authors complements the clear explanation of project management theory and methodologies. The authors strike a good balance covering both the mechanics of project management and the human factors involved including plentiful case studies and exercises as well as good and bad examples from real life, these help the reader to put the theory into context and into practice.
This fifth edition has new material on:
development life-cycles and approaches (including agile approaches)
different types of IS projects and how to manage them
implementing change through information systems
updated coverage of leadership and management.
Project Management for Information Systems is all you need to plan every aspect of an IS project and ensure that it is implemented on time, within budget and to quality standards.
'A refreshing and comprehensive text that gives an excellent and well balanced insight in project management, focusing on the most valuable resource in any project, supporting the people involved.'
Thor E. Hasle, Ass. Professor and Vice-Dean at Oslo University College
'This is an excellent starting point: a practical down-to-earth and comprehensive guide to many facets of IS project management. Cadle and Yeates draw on a wealth of experience in running projects, offering a unique combination of a refreshing approach to the subject and the detailed insights from the trenches. Overall, a truly valuable book for both students and learning practitioners.'
Professor Darren Dalcher, Professor of Software Project Management, Middlesex University
A Lecturer’s Manual and PowerPoint slides are available to Lecturers online at www.pearsoned.co.uk/cadle .
Preface
Acknowledgements
Part One The Business Context
1 Types of information systems projects
1.1 Introduction
1.2 Software development projects
1.3 Package implementation projects
1.4 System enhancement projects
1.5 Consultancy and business analysis assignments
1.6 Systems migration projects
1.7 Infrastructure projects
1.8 Outsourcing (and in-sourcing) projects
1.9 Disaster recovery projects
1.10 Smaller IS projects
1.11 Summary
Questions
Case study
Further reading
2 Business strategy and information systems
2.1 Introduction
2.2 What is strategy all about?
2.3 Developing a strategy
2.4 Competition and strategy
2.5 Strategy and culture
2.6 Summary
Questions
Case study
Further reading
3 The business case
3.1 Introduction
3.2 Content and format of a business case
3.2.1 Introduction and background
3.2.2 Management summary
3.2.3 Description of problem or opportunity
3.2.4 Options available and considered
3.2.5 Cost/benefit analysis
3.2.6 Impacts and risks
3.2.7 Conclusions and recommendation
3.2.8 Other possible inclusions
3.3 Investment appraisal
3.4 Presenting the business case
3.5 Benefits realization and management
3.6 Summary
Questions
Case study
Further reading
4 The organizational framework
4.1 Introduction
4.2 Introduction to organization structures
4.3 Project roles and responsibilities
4.4 Organizing the roles
4.5 Programme and portfolio management
4.6 PRINCE2® organization structure
4.7 Summary
Questions
Case study
Further reading
5 The programme and project support office
5.1 Introduction
5.2 Evolution of the PPSO function
5.3 Functions of a PPSO
5.4 Pre-initiation stage of project
5.5 Project initiation
5.6 Main delivery stages of the project
5.7 Post-project
5.8 Ongoing PPSO activities
5.9 Benefits of a PPSO
5.10 Summary
Questions
Case study
Further reading
6 Development lifecycles and approaches
6.1 Introduction
6.2 Development lifecycles
6.2.1 The waterfall model
6.2.2 The b model
6.2.3 The V model
6.2.4 The incremental model
6.2.5 The spiral
6.3 Approaches to systems development
6.3.1 The traditional approach to systems development
6.3.2 Structured methods and SSADM
6.3.3 Agile approaches Scrum and DSDM
6.3.4 Object-oriented development methods
6.3.5 UML and the Unified Process
6.3.6 Component-based development
6.3.7 Extreme programming
6.3.8 Package-based IS projects
6.3.9 Soft systems methodology
6.3.10 The socio-technical approach
6.3.11 Business process re-engineering
6.4 Summary
Questions
Case study
Further reading
7 The profile of a project
7.1 Introduction
7.2 The process model
7.3 Pre-project work
7.4 Project start-up
7.4.1 The importance of this stage
7.4.2 Products of project start-up
7.4.3 The project initiation document
7.5 Development stage
7.5.1 The work in this stage
7.5.2 Products of development
7.6 Completion stage
7.6.1 The work in this stage
7.6.2 Products of completion
7.7 Operational stage
7.7.1 The work in this stage
7.7.2 Products of operation
7.8 Post-project review
7.8.1 The purpose of post-project review
7.8.2 Products of post-project review
7.9 Summary
Questions
Case study
Further reading
Part Two Project Execution
8 Project planning: understanding the work
8.1 Introduction
8.2 Understanding the requirement
8.3 Breaking down the work
8.3.1 Work breakdown structure
8.3.2 Product breakdown structure
8.4 Product descriptions and work packages
8.4.1 Product descriptions
8.4.2 Work packages
8.4.3 Work package assignment to roles or individuals
8.5 Understanding dependencies
8.6 Bar charts
8.7 Planning for quality
8.8 Tolerances
8.9 Using planning tools
8.9.1 Advantages of planning tools
8.9.2 Disadvantages of planning tools
8.10 Summary
Questions
Case study
Further reading
9 Project planning: estimating
9.1 Estimating for IS projects
9.2 Estimating in engineering disciplines
9.3 Estimating methods compared
9.3.1 Analogy method
9.3.2 Analysis effort method
9.3.3 Programming method
9.3.4 Direct estimation based on project breakdown
9.3.5 The Delphi technique
9.3.6 CoCoMo
9.3.7 CoCoMo 2
9.3.8 CoCoMo elapsed time estimates
9.3.9 Function point analysis
9.3.10 PERT estimating
9.4 Estimating for supporting activities
9.4.1 Proportional activities
9.4.2 Explicit activities
9.4.3 Elapsed-time activities
9.4.4 Other factors influencing estimates
9.5 Human factors affecting estimating
9.6 Practical experiences with estimating
9.7 Summary
Questions
Case study
Further reading
10 Project planning: scheduling and resourcing
10.1 Introduction
10.2 Scheduling
10.2.1 Effort and elapsed time
10.2.2 Developing the schedule
10.2.3 Scheduling considerations
10.2.4 Project milestones
10.2.5 Showing overhead tasks on schedules
10.3 Developing resource plans
10.4 Contingency
10.5 Documenting the plan
10.6 PRINCE2® plans
10.7 Budgets
10.8 Summary
Questions
Case study
Further reading
11 Monitoring progress
11.1 Introduction
11.2 Monitoring effort
11.3 Monitoring other costs
11.4 Monitoring quality
11.4.1 Establishing the climate for successful quality control
11.4.2 Timing of quality control checks
11.4.3 Methods for monitoring quality
11.4.4 Documenting quality control
11.5 Milestone slip chart
11.6 Earned value analysis
11.7 Summary
Questions
Case study
Further reading
12 Exercising control
12.1 Introduction
12.2 Evaluating the current situation
12.3 Possible corrective actions
12.4 Implementing corrective actions
12.5 Change control
12.6 Change control and configuration management
12.7 Exercising control in PRINCE2®
12.8 Summary
Questions
Case study
Further reading
13 Reporting progress
13.1 Introduction
13.2 Recipients of progress reports
13.3 Frequency of reporting
13.4 Report content and format
13.4.1 Written reports
13.4.2 Report presentations
13.5 Reporting in PRINCE2®
13.6 Summary
Questions
Case study
Further reading
Part Three Delivering Success
14 Managing quality
14.1 Introduction
14.2 Quality concepts
14.3 Total quality management
14.4 Quality management and the quality plan
14.4.1 Quality management systems
14.4.2 The quality plan
14.5 Quality control methods
14.6 The cost of poor quality
14.7 Inspection versus testing
14.8 The management of software testing
14.9 Metrics and statistical quality control
14.10 Supporting activities
14.11 Configuration management
14.12 Managing quality with PRINCE2®
14.13 Summary
Questions
Case study
Further reading
15 Managing risk
15.1 Introduction
15.2 Outline of the risk management process
15.3 Risk identification
15.4 Risk assessment
15.5 Risk actions
15.6 Risk management planning and control
15.7 The risk register
15.8 Risk ownership
15.9 Other risk concepts
15.10 Risk management in PRINCE2®
15.11 Summary
Questions
Case study
Further reading
16 V
This edition addresses the issue of organisational culture in more detail and it gives an analysis of why information system projects fail and what can be done to make success more likely.
This comprehensive and practical book is an excellent starting point for any students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level. The authors strike a good balance - covering both the mechanics of project management and the human factors involved and include plenty of case studies and exercises as well as good and bad examples from real life.
This fifth edition has new material on:
development life-cycles and approaches (including agile approaches)
different types of IS projects and how to manage them
implementing change through information systems
updated coverage of leadership and management.
Backcover
Cadle and Yeates: Project Management for Information Systems, 5th Edition
A refreshingly readable, realistic and relevant view of project management within the context of information systems.
This comprehensive and practical book is an excellent starting point for any practicing project managers or students of Project Management for Information Systems, whether they are from a computing or a business background, at undergraduate or masters level.
In this book, the practical perspective and industry experience of the authors complements the clear explanation of project management theory and methodologies. The authors strike a good balance covering both the mechanics of project management and the human factors involved including plentiful case studies and exercises as well as good and bad examples from real life, these help the reader to put the theory into context and into practice.
This fifth edition has new material on:
development life-cycles and approaches (including agile approaches)
different types of IS projects and how to manage them
implementing change through information systems
updated coverage of leadership and management.
Project Management for Information Systems is all you need to plan every aspect of an IS project and ensure that it is implemented on time, within budget and to quality standards.
'A refreshing and comprehensive text that gives an excellent and well balanced insight in project management, focusing on the most valuable resource in any project, supporting the people involved.'
Thor E. Hasle, Ass. Professor and Vice-Dean at Oslo University College
'This is an excellent starting point: a practical down-to-earth and comprehensive guide to many facets of IS project management. Cadle and Yeates draw on a wealth of experience in running projects, offering a unique combination of a refreshing approach to the subject and the detailed insights from the trenches. Overall, a truly valuable book for both students and learning practitioners.'
Professor Darren Dalcher, Professor of Software Project Management, Middlesex University
A Lecturer’s Manual and PowerPoint slides are available to Lecturers online at www.pearsoned.co.uk/cadle .
Preface
Acknowledgements
Part One The Business Context
1 Types of information systems projects
1.1 Introduction
1.2 Software development projects
1.3 Package implementation projects
1.4 System enhancement projects
1.5 Consultancy and business analysis assignments
1.6 Systems migration projects
1.7 Infrastructure projects
1.8 Outsourcing (and in-sourcing) projects
1.9 Disaster recovery projects
1.10 Smaller IS projects
1.11 Summary
Questions
Case study
Further reading
2 Business strategy and information systems
2.1 Introduction
2.2 What is strategy all about?
2.3 Developing a strategy
2.4 Competition and strategy
2.5 Strategy and culture
2.6 Summary
Questions
Case study
Further reading
3 The business case
3.1 Introduction
3.2 Content and format of a business case
3.2.1 Introduction and background
3.2.2 Management summary
3.2.3 Description of problem or opportunity
3.2.4 Options available and considered
3.2.5 Cost/benefit analysis
3.2.6 Impacts and risks
3.2.7 Conclusions and recommendation
3.2.8 Other possible inclusions
3.3 Investment appraisal
3.4 Presenting the business case
3.5 Benefits realization and management
3.6 Summary
Questions
Case study
Further reading
4 The organizational framework
4.1 Introduction
4.2 Introduction to organization structures
4.3 Project roles and responsibilities
4.4 Organizing the roles
4.5 Programme and portfolio management
4.6 PRINCE2® organization structure
4.7 Summary
Questions
Case study
Further reading
5 The programme and project support office
5.1 Introduction
5.2 Evolution of the PPSO function
5.3 Functions of a PPSO
5.4 Pre-initiation stage of project
5.5 Project initiation
5.6 Main delivery stages of the project
5.7 Post-project
5.8 Ongoing PPSO activities
5.9 Benefits of a PPSO
5.10 Summary
Questions
Case study
Further reading
6 Development lifecycles and approaches
6.1 Introduction
6.2 Development lifecycles
6.2.1 The waterfall model
6.2.2 The b model
6.2.3 The V model
6.2.4 The incremental model
6.2.5 The spiral
6.3 Approaches to systems development
6.3.1 The traditional approach to systems development
6.3.2 Structured methods and SSADM
6.3.3 Agile approaches Scrum and DSDM
6.3.4 Object-oriented development methods
6.3.5 UML and the Unified Process
6.3.6 Component-based development
6.3.7 Extreme programming
6.3.8 Package-based IS projects
6.3.9 Soft systems methodology
6.3.10 The socio-technical approach
6.3.11 Business process re-engineering
6.4 Summary
Questions
Case study
Further reading
7 The profile of a project
7.1 Introduction
7.2 The process model
7.3 Pre-project work
7.4 Project start-up
7.4.1 The importance of this stage
7.4.2 Products of project start-up
7.4.3 The project initiation document
7.5 Development stage
7.5.1 The work in this stage
7.5.2 Products of development
7.6 Completion stage
7.6.1 The work in this stage
7.6.2 Products of completion
7.7 Operational stage
7.7.1 The work in this stage
7.7.2 Products of operation
7.8 Post-project review
7.8.1 The purpose of post-project review
7.8.2 Products of post-project review
7.9 Summary
Questions
Case study
Further reading
Part Two Project Execution
8 Project planning: understanding the work
8.1 Introduction
8.2 Understanding the requirement
8.3 Breaking down the work
8.3.1 Work breakdown structure
8.3.2 Product breakdown structure
8.4 Product descriptions and work packages
8.4.1 Product descriptions
8.4.2 Work packages
8.4.3 Work package assignment to roles or individuals
8.5 Understanding dependencies
8.6 Bar charts
8.7 Planning for quality
8.8 Tolerances
8.9 Using planning tools
8.9.1 Advantages of planning tools
8.9.2 Disadvantages of planning tools
8.10 Summary
Questions
Case study
Further reading
9 Project planning: estimating
9.1 Estimating for IS projects
9.2 Estimating in engineering disciplines
9.3 Estimating methods compared
9.3.1 Analogy method
9.3.2 Analysis effort method
9.3.3 Programming method
9.3.4 Direct estimation based on project breakdown
9.3.5 The Delphi technique
9.3.6 CoCoMo
9.3.7 CoCoMo 2
9.3.8 CoCoMo elapsed time estimates
9.3.9 Function point analysis
9.3.10 PERT estimating
9.4 Estimating for supporting activities
9.4.1 Proportional activities
9.4.2 Explicit activities
9.4.3 Elapsed-time activities
9.4.4 Other factors influencing estimates
9.5 Human factors affecting estimating
9.6 Practical experiences with estimating
9.7 Summary
Questions
Case study
Further reading
10 Project planning: scheduling and resourcing
10.1 Introduction
10.2 Scheduling
10.2.1 Effort and elapsed time
10.2.2 Developing the schedule
10.2.3 Scheduling considerations
10.2.4 Project milestones
10.2.5 Showing overhead tasks on schedules
10.3 Developing resource plans
10.4 Contingency
10.5 Documenting the plan
10.6 PRINCE2® plans
10.7 Budgets
10.8 Summary
Questions
Case study
Further reading
11 Monitoring progress
11.1 Introduction
11.2 Monitoring effort
11.3 Monitoring other costs
11.4 Monitoring quality
11.4.1 Establishing the climate for successful quality control
11.4.2 Timing of quality control checks
11.4.3 Methods for monitoring quality
11.4.4 Documenting quality control
11.5 Milestone slip chart
11.6 Earned value analysis
11.7 Summary
Questions
Case study
Further reading
12 Exercising control
12.1 Introduction
12.2 Evaluating the current situation
12.3 Possible corrective actions
12.4 Implementing corrective actions
12.5 Change control
12.6 Change control and configuration management
12.7 Exercising control in PRINCE2®
12.8 Summary
Questions
Case study
Further reading
13 Reporting progress
13.1 Introduction
13.2 Recipients of progress reports
13.3 Frequency of reporting
13.4 Report content and format
13.4.1 Written reports
13.4.2 Report presentations
13.5 Reporting in PRINCE2®
13.6 Summary
Questions
Case study
Further reading
Part Three Delivering Success
14 Managing quality
14.1 Introduction
14.2 Quality concepts
14.3 Total quality management
14.4 Quality management and the quality plan
14.4.1 Quality management systems
14.4.2 The quality plan
14.5 Quality control methods
14.6 The cost of poor quality
14.7 Inspection versus testing
14.8 The management of software testing
14.9 Metrics and statistical quality control
14.10 Supporting activities
14.11 Configuration management
14.12 Managing quality with PRINCE2®
14.13 Summary
Questions
Case study
Further reading
15 Managing risk
15.1 Introduction
15.2 Outline of the risk management process
15.3 Risk identification
15.4 Risk assessment
15.5 Risk actions
15.6 Risk management planning and control
15.7 The risk register
15.8 Risk ownership
15.9 Other risk concepts
15.10 Risk management in PRINCE2®
15.11 Summary
Questions
Case study
Further reading
16 V
This edition addresses the issue of organisational culture in more detail and it gives an analysis of why information system projects fail and what can be done to make success more likely.