Kathy schwalbe information technology project management eighth edition pdf

Project Management Revised 6e

Project Management Revised 6e

Kathy Schwalbe

Information Technology

Information Technology

Although project management has been an established fi eld for many years, managing information technology requires ideas and

information that go beyond standard project management. Now in its revised sixth edition,

Information Technology Project Management weaves together theory and practice to present an understandable, integrated view of the many

concepts skills, tools, and techniques involved in project management.

This text provides up-to-date information on how good project management and eff ective use of software can help you successfully manage information technology projects. Appendix A contains a detailed guide for using Microsoft® Project 2010, which is the most widely used project management software tool today. This comprehensive appendix teaches you the fundamentals of Project 2010 in the context of project scope, time, cost, human resources, and communications management. Exercises at the end of the appendix will help you test your skills!

Visit the Premium Web site at www.cengage.com/mis/schwalbe to fi nd Jeopardy games, podcasts, updated resources, Quick Quizzes, and more.

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I N F O R M A T I O N T E C H N O L O G Y P R O J E C T M A N A G E M E N T

I N F O R M A T I O N T E C H N O L O G Y P R O J E C T M A N A G E M E N T

REVISED Sixth Edition

Kathy Schwalbe, Ph.D., PMP Augsburg College

Australia Brazil Japan Korea Mexico Singapore Spain United Kingdom United States

Information Technology Project Management, REVISED Sixth Edition

Kathy Schwalbe

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1 2 3 4 5 6 7 1 4 1 3 1 2 1 1 1 0

For Dan, Anne, Bobby, and Scott

Chapter 1 Introduction to Project Management 1

Chapter 2 The Project Management and Information Technology Context 43

Chapter 3 The Project Management Process Groups: A Case Study 77

Chapter 4 Project Integration Management 129

Chapter 5 Project Scope Management 177

Chapter 6 Project Time Management 211

Chapter 7 Project Cost Management 253

Chapter 8 Project Quality Management 291

Chapter 9 Project Human Resource Management 337

Chapter 10 Project Communications Management 381

Chapter 11 Project Risk Management 421

Chapter 12 Project Procurement Management 461

Appendix A Guide to Using Microsoft Project 2010 A.1

Appendix B Advice for the Project Management Professional (PMP) Exam and Related Certifications B.1

Appendix C Additional Running Cases and Simulation Software C.1

Glossary G.1

Index I.1

B R I E F C O N T E N T S

Preface xvii

Chapter 1 Introduction to Project Management 1 Introduction 2 What Is a Project? 4

Examples of Information Technology Projects 4 Project Attributes 6 The Triple Constraint 8

What Is Project Management? 10 Project Stakeholders 10 Project Management Knowledge Areas 12 Project Management Tools and Techniques 12 Project Success 14

Program and Project Portfolio Management 17 Programs 17 Project Portfolio Management 18

The Role of the Project Manager 21 Project Manager Job Description 21 Suggested Skills for Project Managers 22 Importance of People and Leadership Skills 24 Careers for Information Technology Project Managers 25

The Project Management Profession 27 History of Project Management 27 The Project Management Institute 29 Project Management Certification 30 Ethics in Project Management 31 Project Management Software 32

Chapter Summary 35 Quick Quiz 35 Discussion Questions 37 Exercises 38 Companion Web Site 39 Key Terms 39 End Notes 40

Chapter 2 The Project Management and Information Technology Context 43 A Systems View of Project Management 44

What Is a Systems Approach? 45 The Three-Sphere Model for Systems Management 45

T A B L E O F C O N T E N T S

Understanding Organizations 47 The Four Frames of Organizations 47 Organizational Structures 48 Organizational Culture 51

Stakeholder Management 52 The Importance of Top Management Commitment 54 The Need for Organizational Commitment to Information Technology 55 The Need for Organizational Standards 56

Project Phases and the Project Life Cycle 57 Product Life Cycles 59 The Importance of Project Phases and Management Reviews 61

The Context of Information Technology Projects 63 The Nature of Information Technology Projects 63 Characteristics of Information Technology Project Team Members 64 Diverse Technologies 64

Recent Trends Affecting Information Technology Project Management 65 Globalization 65 Outsourcing 66 Virtual Teams 67

Chapter Summary 70 Quick Quiz 71 Discussion Questions 72 Exercises 73 Companion Web Site 74 Key Terms 74 End Notes 75

Chapter 3 The Project Management Process Groups: A Case Study 77 Project Management Process Groups 78 Mapping the Process Groups to the Knowledge Areas 83 Developing an Information Technology Project Management Methodology 85 Case Study: JWD Consulting s Project Management Intranet Site Project 86

Project Pre-Initiation and Initiation 87 Project Planning 96 Project Execution 106 Project Monitoring and Controlling 111 Project Closing 114

Chapter Summary 123 Quick Quiz 123 Discussion Questions 125 Exercises 125 Companion Web Site 126 Key Terms 127 End Notes 127

viii Table of Contents

Chapter 4 Project Integration Management 129 What Is Project Integration Management? 130 Strategic Planning and Project Selection 133

Strategic Planning 133 Identifying Potential Projects 135 Aligning Information Technology with Business Strategy 136 Methods for Selecting Projects 138

Developing a Project Charter 147 Developing a Project Management Plan 151

Project Management Plan Contents 151 Using Guidelines to Create Project Management Plans 154

Directing and Managing Project Execution 156 Coordinating Planning and Execution 156 Providing Strong Leadership and a Supportive Culture 157 Capitalizing on Product, Business, and Application Area Knowledge 157 Project Execution Tools and Techniques 158

Monitoring and Controlling Project Work 159 Performing Integrated Change Control 161

Change Control on Information Technology Projects 162 Change Control System 162

Closing Projects or Phases 164 Using Software to Assist in Project Integration Management 165 Chapter Summary 167 Quick Quiz 168 Discussion Questions 169 Exercises 170 Running Case 171 Tasks 172 Companion Web Site 173 Key Terms 173 End Notes 174

Chapter 5 Project Scope Management 177 What Is Project Scope Management? 178 Collecting Requirements 179

What Are Requirements? 179 How Do You Collect Requirements? 181 How Do You Document Requirements? 182

Defining Scope 183 Creating the Work Breakdown Structure 186

Approaches to Developing Work Breakdown Structures 191 The WBS Dictionary and Scope Baseline 194 Advice for Creating a WBS and WBS Dictionary 196

Verifying Scope 196 Controlling Scope 198

Suggestions for Improving User Input 200

Table of Contents ix

Suggestions for Reducing Incomplete and Changing Requirements 200 Using Software to Assist in Project Scope Management 202 Chapter Summary 204 Quick Quiz 204 Discussion Questions 206 Exercises 206 Running Case 207 Tasks 208 Companion Web Site 208 Key Terms 209 End Notes 210

Chapter 6 Project Time Management 211 The Importance of Project Schedules 212 Defining Activities 214 Sequencing Activities 217

Dependencies 217 Network Diagrams 218

Estimating Activity Resources 221 Estimating Activity Durations 222 Developing the Schedule 223

Gantt Charts 224 Critical Path Method 228 Critical Chain Scheduling 233 Program Evaluation and Review Technique (PERT) 236

Controlling the Schedule 237 Reality Checks on Scheduling and the Need for Discipline 238

Using Software to Assist in Project Time Management 240 Words of Caution on Using Project Management Software 240

Chapter Summary 243 Quick Quiz 244 Discussion Questions 245 Exercises 246 Running Case 249 Tasks 249 Key Terms 250 End Notes 252

Chapter 7 Project Cost Management 253 The Importance of Project Cost Management 254

What Is Cost? 255 What Is Project Cost Management? 256

Basic Principles of Cost Management 257 Estimating Costs 261

Types of Cost Estimates 261 Cost Estimation Tools and Techniques 263

x Table of Contents

Typical Problems with Information Technology Cost Estimates 264 Sample Cost Estimate 265

Determining the Budget 270 Controlling Costs 272

Earned Value Management 273 Project Portfolio Management 278

Using Project Management Software to Assist in Project Cost Management 279 Chapter Summary 282 Quick Quiz 282 Discussion Questions 284 Exercises 285 Running Case 286 Tasks 286 Companion Web Site 287 Key Terms 288 End Notes 289

Chapter 8 Project Quality Management 291 The Importance of Project Quality Management 292 What Is Project Quality Management? 294 Planning Quality 296 Performing Quality Assurance 298 Performing Quality Control 299 Tools and Techniques for Quality Control 300

Statistical Sampling 306 Six Sigma 307 Testing 313

Modern Quality Management 315 Deming and his 14 Points for Management 315 Juran and the Importance of Top Management Commitment to Quality 316 Crosby and Striving for Zero Defects 316 Ishikawa s Guide to Quality Control 317 Taguchi and Robust Design Methods 317 Feigenbaum and Workers Responsibility for Quality 318 Malcolm Baldrige National Quality Award 318 ISO Standards 318

Improving Information Technology Project Quality 319 Leadership 319 The Cost of Quality 320 Organizational Influences, Workplace Factors, and Quality 321 Expectations and Cultural Differences in Quality 322 Maturity Models 323

Using Software to Assist in Project Quality Management 326 Chapter Summary 327 Quick Quiz 328 Discussion Questions 329

Table of Contents xi

xii Table of Contents

Exercises 330 Running Case 331 Tasks 331 Companion Web Site 332 Key Terms 332 End Notes 334

Chapter 9 Project Human Resource Management 337 The Importance of Human Resource Management 338

The Global IT Workforce 338 Implications for the Future of IT Human Resource Management 340

What Is Project Human Resource Management? 342 Keys to Managing People 344

Motivation Theories 344 Thamhain and Wilemon s Influence and Power 348 Covey and Improving Effectiveness 350

Developing the Human Resource Plan 352 Project Organizational Charts 352 Responsibility Assignment Matrices 354 Staffing Management Plans and Resource Histograms 356

Acquiring the Project Team 357 Resource Assignment 358 Resource Loading 359 Resource Leveling 361

Developing the Project Team 362 Training 363 Team-Building Activities 364 Reward and Recognition Systems 368

Managing the Project Team 368 Tools and Techniques for Managing Project Teams 368 General Advice on Managing Teams 369

Using Software to Assist in Human Resource Management 370 Chapter Summary 372 Quick Quiz 373 Discussion Questions 375 Exercises 375 Running Case 376 Companion Web Site 377 Key Terms 377 End Notes 378

Chapter 10 Project Communications Management 381 The Importance of Project Communications Management 382 Identifying Stakeholders 385 Planning Communications 386

Distributing Information 388 Using Technology to Enhance Information Distribution 389 Formal and Informal Methods for Distributing Information 390 Distributing Important Information in an Effective and Timely Manner 391 Selecting the Appropriate Communications Medium 392 Understanding Group and Individual Communication Needs 394 Setting the Stage for Communicating Bad News 394 Determining the Number of Communications Channels 395

Managing Stakeholders 396 Reporting Performance 398 Suggestions for Improving Project Communications 399

Using Communication Skills to Manage Conflict 399 Developing Better Communication Skills 400 Running Effective Meetings 402 Using E-Mail, Instant Messaging, and Collaborative Tools Effectively 403 Using Templates for Project Communications 406

Using Software to Assist in Project Communications 410 Chapter Summary 414 Quick Quiz 414 Discussion Questions 416 Exercises 417 Running Case 418 Companion Web Site 418 Key Terms 418 End Notes 419

Chapter 11 Project Risk Management 421 The Importance of Project Risk Management 422 Planning Risk Management 428 Common Sources of Risk on Information Technology Projects 430 Identifying Risks 434

Suggestions for Identifying Risks 434 The Risk Register 436

Performing Qualitative Risk Analysis 438 Using Probability/Impact Matrixes to Calculate Risk Factors 438 Top Ten Risk Item Tracking 441

Performing Quantitative Risk Analysis 442 Decision Trees and Expected Monetary Value 442 Simulation 444 Sensitivity Analysis 446

Planning Risk Responses 447 Monitoring and Controlling Risks 450 Using Software to Assist in Project Risk Management 450 Chapter Summary 452 Quick Quiz 453 Discussion Questions 455

Table of Contents xiii

xiv Table of Contents

Exercises 455 Running Case 456 Companion Web Site 457 Key Terms 457 End Notes 459

Chapter 12 Project Procurement Management 461 The Importance of Project Procurement Management 462 Planning Procurements 466

Tools and Techniques for Planning Procurements 468 Procurement Management Plan 473 Statement of Work 474 Procurement Documents 475 Source Selection Criteria 476

Conducting Procurements 477 Administering Procurements 479 Closing Procurements 481 Using Software to Assist in Project Procurement Management 481 Chapter Summary 484 Quick Quiz 485 Discussion Questions 486 Exercises 487 Running Case 488 Companion Web Site 488 Key Terms 489 End Notes 490

Appendix A Guide to Using Microsoft Project 2010 A.1 Introduction A.2

New Features of Project 2010 A.3 Before You Begin A.4

Overview of Project 2010 A.5 Starting Project 2010 and Using the Help Feature A.5 Main Screen Elements A.7 Project 2010 Views A.11 Project 2010 Filters A.15

Project Scope Management A.17 Creating a New Project File A.17 Developing a Work Breakdown Structure A.20 Saving Project Files with or without a Baseline A.24

Project Time Management A.24 Manual and Automatic Scheduling A.24 Entering Task Durations A.25 Establishing Task Dependencies A.30 Changing Task Dependency Types and Adding Lead or Lag Time A.33

Gantt Charts A.36 Network Diagrams A.38 Critical Path Analysis A.40

Project Cost Management A.42 Fixed and Variable Cost Estimates A.43 Assigning Resources to Tasks A.45 Baseline Plan, Actual Costs, and Actual Times A.51 Earned Value Management A.57

Project Human Resource Management A.60 Resource Calendars A.60 Resource Histograms A.61 Resource Leveling A.63 Using the New Team Planner Feature A.65

Project Communications Management A.66 Common Reports and Views A.66 Using Templates and Inserting Hyperlinks and Comments A.68

Discussion Questions A.72 Exercises A.72 Exercise A-1: Homework Assignments A.72

HW1: Project 2010, Part 1 (100 points, 25 points for each item) A.72 HW2: Project 2010, Part 2 (100 points, 25 points for each item) A.73

Exercise A-2: Web Site Development A.73 Exercise A-3: Software Training Program A.75 Exercise A-4: Project Tracking Database A.76 Exercise A-5: Real Project Application A.79

Appendix B Advice for the Project Management Professional (PMP) Exam and Related Certifications B.1

Introduction to Project Management Certification Programs B.1 What Is PMP Certification? B.1

What Are the Requirements for Earning and Maintaining PMP Certification? B.3 What Is the Structure and Content of the PMP Exam? B.5 How Should You Prepare for the PMP Exam? B.6 Ten Tips for Taking the PMP Exam B.7 Sample PMP Exam Questions B.10

What Is Project+ Certification? B.13 What Are the Requirements for Earning and Maintaining

Project + Certification? B.14 Additional Information on the Project+ Exam B.15 Sample Project+ Exam Questions B.16

What Other Exams or Certifications Related to Project Management Are Available? B.17 Discussion Questions B.19 Exercises B.19 Answers to Sample PMP Exam Questions B.20 Answers to Sample Project + Exam Questions B.20 End Notes B.20

Table of Contents xv

xvi Table of Contents

Appendix C Additional Running Cases and Simulation Software C.1 Introduction C.1 Additional Case 1: Green Computing Research Project C.1

Part 1: Project Integration Management C.1 Part 2: Project Scope Management C.3 Part 3: Project Time Management C.4 Part 4: Project Cost Management C.6 Part 5: Project Quality Management C.7 Part 6: Project Human Resource Management C.7 Part 7: Project Communications Management C.8 Part 8: Project Risk Management C.9 Part 9: Project Procurement Management C.9

Additional Case 2: Project Management Videos Project C.10 Part 1: Initiating C.10 Part 2: Planning C.11 Part 3: Executing C.12 Part 4: Monitoring and Controlling C.12 Part 5: Closing C.13

Fissure Simulation Software C.13 Introduction C.13 Instructions C.14

Glossary G.1 Index I.1

The future of many organizations depends on their ability to harness the power of informa- tion technology, and good project managers continue to be in high demand. Colleges have responded to this need by establishing courses in project management and making them part of the information technology, management, engineering, and other curriculum. Cor- porations are investing in continuing education to help develop effective project managers and project teams. This text provides a much-needed framework for teaching courses in project management, especially those that emphasize managing information technology projects. The first five editions of this text were extremely well received by people in acade- mia and the workplace. The Sixth Edition builds on the strengths of the previous editions and adds new, important information and features.

It s impossible to read a newspaper, magazine, or Web page without hearing about the impact of information technology on our society. Information is traveling faster and being shared by more individuals than ever before. You can buy just about anything online, surf the Web on a mobile phone, or use a wireless Internet connection at your local coffee shop. Companies have linked their many systems together to help them fill orders on time and better serve their customers. Software companies are continually developing new products to help streamline our work and get better results. When technology works well, it is almost invisible. But did it ever occur to you to ask, Who makes these complex technologies and systems happen?

Because you re reading this text, you must have an interest in the behind-the-scenes aspects of technology. If I ve done my job well, as you read you ll begin to see the many innovations society is currently experiencing as the result of thousands of successful infor- mation technology projects. In this text, you ll read about IT projects around the world that went well, including Mittal Steel Poland s Implementation of SAP project that unified IT sys- tems to improve business and financial processes; Dell Earth and other green computing projects that save energy and millions of dollars; and Six Sigma projects such as the project to improve case load management at Baptist St. Anthony s Hospital in Amarillo, Texas; the systems infrastructure project at the Boots Company in the United Kingdom that is taking advantage of supplier competition to cut costs and improve services; Kuala Lumpur s state- of-the-art Integrated Transport Information System (ITIS) project; and many more. Of course, not all projects are successful. Factors such as time, money, and unrealistic expecta- tions, among many others, can sabotage a promising effort if it is not properly managed. In this text, you ll also learn from the mistakes made on many projects that were not success- ful. I have written this book in an effort to educate you, tomorrow s project managers, about what will help make a project succeed and what can make it fail. You ll also see how pro- jects are used in everyday media, such as television and film, and how companies use best practices in project management. Many readers tell me how much they enjoy reading these real-world examples in the What Went Right?, What Went Wrong?, Media Snapshot, and Best Practice features. As practitioners know, there is no one size fits all solution to

P R E F A C E

managing projects. By seeing how different organizations successfully implement project management, you can help your organization do the same.

Although project management has been an established field for many years, managing information technology projects requires ideas and information that go beyond standard project management. For example, many information technology projects fail because of a lack of user input, incomplete and changing requirements, and a lack of executive support. This book includes suggestions on dealing with these issues. New technologies can also aid in managing information technology projects, and examples of using software to assist in project management are included throughout the book.

Information Technology Project Management, REVISED Sixth Edition, is still the only textbook to apply all nine project management knowledge areas project integration, scope, time, cost, quality, human resource, communications, risk, and procurement management and all five process groups initiating, planning, executing, monitoring and controlling, and closing to information technology projects. This text builds on the PMBOK® Guide, Fourth Edition, an American National Standard, to provide a solid framework and context for managing information technology projects. It also includes an appendix, Guide to Using Microsoft Project 2010, which many readers find invaluable. A second appendix provides advice on earning and maintaining Project Management Professional (PMP) certification from the Project Management Institute (PMI) as well as information on other certification programs, such as CompTIA s Project certification. A third appendix provides new case studies and information on using simulation software to help readers apply their project management skills.

Information Technology Project Management, REVISED Sixth Edition, provides practi- cal lessons in project management for students and practitioners alike. By weaving together theory and practice, this text presents an understandable, integrated view of the many con- cepts, skills, tools, and techniques involved in information technology project management. The comprehensive design of the text provides a strong foundation for students and practitioners in project management.

New to the REVISED Sixth Edition Building on the success of the previous editions, Information Technology Project Manage- ment, REVISED Sixth Edition, introduces a uniquely effective combination of features. The main changes made to the REVISED Sixth Edition only involve Appendix A. We know that faculty cannot update texts every single year, so this revision only provides you the option of teaching your students with the latest edition of Microsoft Project, Project 2010. The Beta release has been out for several months, and the final product should be available in summer 2010.

Appendix A has been thoroughly updated based on Microsoft Project 2010. There are many updates in Project 2010. In addition to adopting the Ribbon interface, Project 2010 provides a manual scheduling option, a simple Timeline feature, and a Team Planner view to easily assign people to tasks and reduce overallocations.

The main changes between the Sixth Edition and the Fifth Edition include the following:

Several changes were made to synchronize the Sixth Edition with the PMBOK®

Guide, Fourth Edition, which PMI published in December 2008. Several

xviii Information Technology Project Management

processes have changed, a few have been deleted, and a few have been added. For example, project scope management now includes a process for collecting requirements, which produces requirements documentation, a requirements management plan, and a requirements traceability matrix as outputs. This text describes this and other new processes and provides more details and examples of their outputs. Appendix C, Additional Running Cases, provides two new cases and informa- tion about using Fissure s simulation software. One of the new cases focuses on green computing projects, and the other involves finding or creating video clips related to project management. There is also a running case at the end of each knowledge area chapter, and the old cases from the Fifth Edition text are available on the new companion (premium) Web site. Several additional exercises are also provided at the end of chapters. A new Jeopardy-like game is provided on the companion (premium) Web site to help students study important concepts from each chapter in a fun and engaging way. A new companion (premium) Web site for the Sixth Edition (www.cengage. com/mis/schwalbe) provides you with access to informative links from the end notes, lecture notes, interactive quizzes, templates, additional running cases, suggested readings, podcasts, the new Jeopardy-like game, and many other items to enhance your learning.

A C C E S S I N G T H E C O M P A N I O N ( P R E M I U M ) W E B S I T E

To access the companion (premium) Web site, open a Web browser and go to www.cengage. com/login. Locate your companion (premium) access card in the front of each new book purchase, and click Create My Account to begin the registration process. If you ve pur- chased a used book, please search for Information Technology Project Management, Sixth Edition at www.CengageBrain.com where you can purchase instant access.

Updated examples are provided throughout the text. You ll notice several new examples in the Sixth Edition that explain recent events in managing real infor- mation technology projects. Several of the What Went Right?, What Went Wrong?, Media Snapshot, and Best Practice examples have been updated to keep you up-to-date. Additional examples and results of new studies are also included throughout the text, with appropriate citations. User feedback is incorporated. Based on feedback from reviewers, students, instructors, practitioners, and translators (this book has been translated into Chinese, Japanese, Russian, and Czech), you ll see several additional changes to help clarify information.

Approach Many people have been practicing some form of project management with little or no formal study in this area. New books and articles are being written each year as we discover more about the field of project management, and project management software continues to

Preface xix

advance. Because the project management field and the technology industry change rapidly, you cannot assume that what worked even a few years ago is still the best approach today. This text provides up-to-date information on how good project management and effective use of software can help you manage projects, especially information technology projects. Five distinct features of this text include its relationship to the Project Management Body of Knowledge, its detailed guide for using Microsoft Project 2010, its value in preparing for Project Management Professional and other certification exams, its inclusion of running case studies and online templates, and its companion (premium) Web site. You can also purchase a special bundling of this text that includes simulation software by Fissure, or you can order the Fissure simulation separately.

Based on the PMBOK® Guide, Fourth Edition

The Project Management Institute (PMI) created the Guide to the Project Management Body of Knowledge (the PMBOK® Guide) as a framework and starting point for understanding project management. It includes an introduction to project management, brief descriptions of all nine project management knowledge areas, and a glossary of terms. The PMBOK®

Guide is, however, just that a guide. This text uses the PMBOK® Guide, Fourth Edition- like (December 2008) as a foundation, but goes beyond it by providing more details, highlighting additional topics, and providing a real-world context for project manage- ment. Information Technology Project Management, Sixth Edition, explains project man- agement specifically as it applies to managing information technology projects in the twenty-first century. It includes several unique features to bring you the excitement of this dynamic field (for more information on features, see the section entitled Pedagogical Features ).

Contains a Detailed Guide on How to Use Microsoft Project 2010

Software has advanced tremendously in recent years, and it is important for project man- agers and their teams to use software to help manage information technology projects. Each copy of Information Technology Project Management, REVISED Sixth Edition, includes a detailed guide in Appendix A on using the leading project management software on the market Microsoft Project 2010. Examples using Project and other software tools are integrated throughout the text, not as an afterthought. Appendix A, Guide to Using Microsoft Project 2010, teaches you in a systematic way to use this powerful software to help in project scope, time, cost, human resource, and communications management.

Resource for PMP and Other Certification Exams

Professional certification is an important factor in recognizing and ensuring quality in a pro- fession. PMI provides certification as a Project Management Professional (PMP), and this text is an excellent resource for studying for the certification exam. This text will also help you pass other certification exams, such as CompTIA s Project exam. Having experience working on projects does not mean you can easily pass the PMP or other certification exams.

I like to tell my students a story about taking a driver s license test after moving to Min- nesota. I had been driving very safely and without accidents for over 16 years, so I thought I could just walk in and take the test. I was impressed by the sophisticated computer system used to administer the test. The questions were displayed on a large touch-screen monitor,

xx Information Technology Project Management

often along with an image or video to illustrate different traffic signs or driving situations. I became concerned when I found I had no idea how to answer several questions, and I was perplexed when the test seemed to stop and a message displayed saying, Please see the person at the service counter. This was a polite way of saying I had failed the test! After controlling my embarrassment, I picked up one of the Minnesota driving test brochures, studied it for an hour or two that night, and successfully passed the test the next day.

The point of this story is that it is important to study information from the organization that creates the test and not be overconfident that your experience is enough. Because this text is based on PMI s PMBOK® Guide, Fourth Edition, it provides a valuable reference for studying for PMP certification. It is also an excellent reference for CompTIA s Project exam. I have earned both of those certifications and kept them in mind when writing this text.

Provides Exercises, Running Cases, Templates, Sample Documents, and Optional Simulation Software

Based on feedback from readers, the Sixth Edition continues to provide challenging exer- cises and running cases to help students apply concepts in each chapter. There are over 50 templates, examples of real project documents, and optional simulation software devel- oped by Fissure, a PMI Registered Education Provider, that you can use to actively practice your skills in managing a project. All of these features help the subject matter come alive and have more meaning.

Includes a Companion (Premium) Web site

A companion (premium) Web site provides you with a one-stop location to access informa- tive links and tools to enhance your learning. Similar to other companion (premium) Web sites provided by Course Technology, this site will be a valuable resource as you view lec- ture notes, templates, interactive quizzes, podcasts, student files for Project 2010, important articles, references, and more. You can also link to the author s site to see real class syllabi, samples of student projects, and other helpful links.

Organization and Content Information Technology Project Management, REVISED Sixth Edition, is organized into three main sections to provide a framework for project management, a detailed description of each project management knowledge area, and three appendices to provide practical information for applying project management. The first three chapters form the first section, which introduces the project management framework and sets the stage for the remaining chapters.

Chapters 4 through 12 form the second section of the text, which describes each of the project management knowledge areas project integration, scope, time, cost, quality, human resource, communications, risk, and procurement management in the context of information technology projects. An entire chapter is dedicated to each knowledge area. Each knowledge area chapter includes sections that map to their major processes as described in the PMBOK® Guide, Fourth Edition. For example, the chapter on project quali- ty management includes sections on planning quality, performing quality assurance, and performing quality control. Additional sections highlight other important concepts related to each knowledge area, such as Six Sigma, testing, maturity models, and using software to

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assist in project quality management. Each chapter also includes detailed examples of key project management tools and techniques as applied to information technology projects. For example, the chapter on project integration management includes samples of various proj- ect-selection documents, such as net present value analyses, ROI calculations, payback analyses, and weighted scoring models. The project scope management chapter includes a sample project charter, a project scope statement, and several work breakdown structures for information technology projects.

Appendices A through C form the third section of the text, which provides practical information to help you apply project management skills on real or practice projects. By fol- lowing the detailed, step-by-step guide in Appendix A, which includes more than 60 screen shots, you will learn how to use Project 2010. Appendix B summarizes what you need to know to earn PMP or other certifications related to project management. Appendix C pro- vides additional running cases and information on using simulation software to help you practice your new skills.

Pedagogical Features Several pedagogical features are included in this text to enhance presentation of the materi- als so that you can more easily understand the concepts and apply them. Throughout the text, emphasis is placed on applying concepts to current, real-world information technology project management.

Learning Objectives, Chapter Summaries, Discussion Questions, Exercises, Quick Quizzes, Running Cases, and Companion (Premium) Web site

Learning Objectives, Chapter Summaries, Quick Quizzes, Discussion Questions, Exercises, Running Cases, and the companion (premium) Web site are designed to function as inte- grated study tools. Learning Objectives reflect what you should be able to accomplish after completing each chapter. Chapter Summaries highlight key concepts you should master. The Discussion Questions help guide critical thinking about those key concepts. Quick Quizzes test knowledge of essential chapter concepts and include an answer key. Exercises provide opportunities to practice important techniques, as do the Running Cases. The companion (premium) Web site provides several study aids, such as podcasts, the new Jeopardy-like game, and interactive quizzes for each chapter, which are different from the Quick Quizzes in the text.

Opening Case and Case Wrap-Up

To set the stage, each chapter begins with an opening case related to the material presented in that chapter. These real-life case scenarios (most based on the author s experiences) spark student interest and introduce important concepts in a real-world context. As project management concepts and techniques are discussed, they are applied to the opening case and other similar scenarios. Each chapter then closes with a case wrap-up with some end- ing successfully and some, realistically, failing to further illustrate the real world of project management.

What Went Right? and What Went Wrong?

Failures, as much as successes, can be valuable learning experiences. Each chapter of the text includes one or more examples of real information technology projects that went right

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as well as examples of projects that went wrong. These examples further illustrate the importance of mastering key concepts in each chapter.

Media Snapshot

The world is full of projects. Several televisions shows, movies, newspapers, Web sites, and other media highlight project results, good and bad. Relating project management concepts to all types of projects highlighted in the media will help you understand and see the impor- tance of this growing field. Why not get people excited about studying project management by showing them how to recognize project management concepts in popular television shows, movies, or other media?

Best Practice

Every chapter includes an example of a best practice related to topics in that chapter. For example, Chapter 1 describes best practices written by Robert Butrick, author of The Project Workout, from the Ultimate Business Library s Best Practice book. He suggests that organi- zations ensure their projects are driven by their strategy and engage project stakeholders.

Key Terms

The fields of information technology and project management both include many unique terms that are vital to creating a workable language when the two fields are combined. Key terms are displayed in bold face and are defined the first time they appear. Definitions of key terms are provided in alphabetical order at the end of each chapter and in a glossary at the end of the text.

Application Software

Learning becomes much more dynamic with hands-on practice using the top project man- agement software tool in the industry, Microsoft Project 2010, as well as other tools, such as spreadsheet software and the Internet. Each chapter offers you many opportunities to get hands-on experience and build new software skills. This text is written from the point of view that reading about something only gets you so far to really understand project man- agement, you have to do it for yourself. In addition to the exercises and running cases found at the end of each chapter and in Appendix C, several challenging exercises are provided at the end of Appendix A, Guide to Using Microsoft Project 2010.

S U P P L E M E N T S

The following supplemental materials are available when this text is used in a classroom setting. All of the teaching tools available with this text are provided to the instructor on a single CD-ROM.

Electronic Instructor s Manual The Instructor s Manual that accompanies this textbook includes additional instructional material to assist in class prepara- tion, including suggestions for lecture topics and additional discussion questions. ExamView® This textbook is accompanied by ExamView, a powerful testing software package that allows instructors to create and administer printed,

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computer (LAN-based), and Internet exams. ExamView includes hundreds of questions that correspond to the topics covered in this text, enabling students to generate detailed study guides that include page references for further review. The computer-based and Internet testing components allow students to take exams at their computers, and also save the instructor time by grading each exam automatically. PowerPoint Presentations This text comes with Microsoft PowerPoint slides for each chapter. These are included as a teaching aid for classroom presentation, to make available to students on the network for chapter review, or to be printed for classroom distribution. Instructors can add their own slides for additional topics they introduce to the class. Solution Files Solutions to end-of-chapter questions can be found on the Instructor Resource CD-ROM and may also be found on the Course Technology Web site at www.cengage.com/mis/schwalbe. The solutions are password- protected. Distance Learning Course Technology is proud to present online courses in WebCT and Blackboard, to provide the most complete and dynamic learning experience possible. When you add online content to one of your courses, you re adding a lot: self tests, links, glossaries, and, most of all, a gateway to the twenty-first century s most important information resource. We hope you will make the most of your course, both online and offline. For more information on how to bring distance learning to your course, contact your Course Technology sales representative.

A C K N O W L E D G M E N T S

I never would have taken on this project writing this book, the first, second, third, fourth, fifth, and sixth edition without the help of many people. I thank the staff at Course Tech- nology for their dedication and hard work in helping me produce this book and in doing such an excellent job of marketing it. Kate Mason (formerly Hennessy), Deb Kaufmann, Mat- thew Hutchinson, Patrick Franzen, and many more people did a great job in planning and executing all of the work involved in producing this book.

I thank my many colleagues and experts in the field who contributed information to this book. David Jones, Rachel Hollstadt, Cliff Sprague, Michael Branch, Barb Most, Jodi Curtis, Rita Mulcahy, Karen Boucher, Bill Munroe, Tess Galati, Joan Knutson, Neal Whitten, Brenda Taylor, Quentin Fleming, Jesse Freese, Nick Matteucci, Nick Erndt, Dragan Milosevic, Bob Borlink, Arvid Lee, Kathy Christenson, Peeter Kivestu, and many other people who provided excellent materials included in the Sixth Edition of this book. I really enjoy the network of project managers, authors, and consultants in this field who are very passionate about improving the theory and practice of project management.