Revolutionizing IT

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26,90 

The Art of Using Information Technology Effectively

Andrews/J Revolutionizing IT

ISBN: 0-471-25041-4
ISBN 13: 9780471250418
Autor: Andrews, David H/Johnson, Kenneth R
Verlag: Wiley-VCH Verlag GmbH & Co. KGaA
Umfang: 238 S.
Erscheinungsdatum: 18.10.2002
Einband: GEB

About the Authors.

Preface.

Acknowledgments.

Introduction.

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.

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.

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.

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.

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.

DECIDING WHAT TO DO.

Defining Specific Project Goals.

Organizing Task Forces.

Practical Advice.

Mega-Multi Manufacturing Revisited.

Summary.

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.

WHO IS ACCOUNTABLE?

Who Should Be Accountable?

IT Accountability.

Rewarding Project Teams.

Summary.

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.

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.

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.

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.

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.

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 Deve …

Over half a trillion dollars is spent each year by U.S. corporations on information, yet most IT projects undertaken by organizations have failed. Revolutionizing IT guides organizations that are undertaking IT projects–and helps them plan for success and not failure. The author’s show that the underlying assumptions that organizations make about projects are unrealistic, and then guides the reader to a new, unconventional approach.

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