Each of the hundreds of recent innovations in information technology can be traced back to a project: the behind-the-scenes work that, when correctly managed, results in a new system, a new technology or a new product in the marketplace. Like its predecessor, Information Technology Management, Second Edition builds an unparalleled foundation for tomorrow's creators and managers by providing meaningful examples of real projects-both successful and failed-and applying the lessons they teach to a sound framework in project management.
　　◆Nine chapters explore the nine? project management knowledge areas: project integration, scope, time, cost, quality, human resource, communications, risk, and procurement management.
　　◆Includes a 120-day trial of Microsoft Project 2000 and, as an appendix, A Guide to Microsoft Project 2000.
　　◆Real-world running case, taken directly from the files of Northwest Airlines, follows the progress and implementation of their highly successful ResNet project.
　　◆Excellent preparation for the Project Management Institute's Project Management Professional (PMP) certification and CompTIA's ITProject+ Certification!

Kathy Schwalbe is an Associate Professor in the Department of Business Administration at Augsburg College in Minneapolis, where she teaches courses in project management, computing for business, systems analysis and design, information systems projects, and electronic commerce. She is the area coordinator for the management information systems major and program manager for Augsburg's Information Technology Certificate program. Kathy is also an adjunct faculty member at the University of Minnesota, where she teaches a graduate level course in project management.Kathy worked for ten years in industry before entering academia in l99l. She was an Air Force officer, systems analyst, project manager, senior engineer, and information technology consultant.Kathy is an active member of PMI, serving as the Student Chapter Liaison for PMI-Minnesota, Editor of the ISSIGreview and member of PMI's test writing team. Kathy earned her Ph.D. in Higher Education atthe University of Minnesota, her MBA at Northeastern University's High Technology MBA program, and her B.S. in mathematics at the University of Notre Dame.

The future of many organizations depends on their ability to harness the power of information technology and good project managers are in high demand.Colleges are responding to this need by establishing courses in project management and making them part of the information technology or management curriculum. Corporations are investing in continuing education to help develop information technology project managers and effective project teams. This book provides a much-needed framework for teaching courses in information technology project management. The first edition of this book was extremely well received by people in academia and the workplace. The second edition builds on the strong points of the first edition and adds even more 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. Now you can do your banking or order your groceries on the World Wide Web; companies have linked their many systems together to help them fill orders on time and better serve their customers; and software companies are coming out with new products every day to help us streamline our work and get better results. Technology is changing almost everything about the way we live and work today. When this 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 book, you must have an interest in the "behind-the-scenes" aspects of technology. If I've done my job correctly, as you read you'll begin to see the many innovations we are currently experiencing as the result of hundreds of successful information technology projects. In this book you'll read about projects that went well, like Northwest Airlines ResNet reservation system, Bank Of America's interstate banking project, Lucent Technology's fiber optic cable project, and Kodak's Advantix Advanced Photo System project. Of course, not all projects are successful; factors such as time,money, and unrealistic expectations, among many others, can sabotage a promising effort if it is not properly managed. In this book, you'll also learn from the mistakes people made on many projects that were not successful. I have written this book in an effort to educate you, tomorrow's information technology project managers, about what will help to make a project succeed and what can make it fail.
　　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 text.
　　Information Technology Project Management, Second Edition, is still the only text-book 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, p1anning,executing, controlling, and closius--to information technology projects. This text builds on the PMBOK Guide 2000, an American National Standard, to provide a solid framework and context for managing information technology projects. It also includes an appendix, A Guide to Microsoft Project 2000, and a l20-day trial version of Microsoft Project 2000 software. 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 IT Project+certification.
　　Information Technology Project Management, Second Edition, was written to provide practical 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 concepts, 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 information technology project management.
　　
NEW TO THE SECOND EDITION
　　Building on the success of the first edition, Information Technology Project Management, Second Edition, introduces a uniquely effective combination of features. The main changes made to the second edition include the fo1lowing:
　　This edition reflects information from the PMBOK Guide 2000. The PMBOK Guide 2000 is a key document in the project management profession and is ANSI approved. Several major changes Were made from the PMBOK Guide l996 version, especially in the project risk management knowledge area. Other changes include new terminology for earned value management and new and revised definitions for several other project management terms. For example, the PMBOK Guide 2000 now includes a brief definition of critical chain scheduling. Information Technology Project Management, Second Edition, helps you understand critical chain scheduling by providing several pages and figures explaining this important new concept and examples of how companies use this technique to improve productivity.
　　Microsoft Project 2000 examp1es are used throughout the text, and Appendix A provides an excellent guide for using this popular project management software tool. Students can work through the appendix using their own l20-day copy of the software and really learn how to use Project 2000 effectively. The example project used in Appendix A has been simplified, and there are more screen shots and subheadings to help students learn how to use this powerful software.
Minicases are now included at the end of chapters. Students learn best when they can apply what they are learning. These new minicases provide great examples of how various project management concepts, tools,and techniques can be applied to real-world problems. Several minicases involve use of Project 2000, Excel, web authoring tools, and other software to improve students' hands-on skills.
　　Updated examples are provided throughout the text. You'll notice several new examples in the second edition to reflect recent events in managing real information techno1ogy projects. Severa1 of the What Went Right and What Went Wrong examp1es have been updated, and many new suggested readings have been added to keep you up-to-date. Results of new studies are also included throughout the text.
　　User feedback is incorporated. Based on student and faculty feedback on the first edition of this text, you'll see several changes, mostly additions,to he1p clarify information. For example, Chapter l, Introduction to Project Management, includes a new section describing recent developments in project management software products. Chapter 2, The Project Management Context and Processes, includes a new section on developing an information technology project management methodology. Chapter 4, Project Scope Management, provides even more suggestions for creating a good WBS.Chapter 9, Project Communications Management, includes a new table describing how different types of media are suited to different communication needs as well as additional suggestions for managing conflict.
　　
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 advance. Because the project management field and the technology industry are changing rapidly. you cannot assume that what worked twenty years ago is still the best approach today. This text provides up-to-date information on how good project management and effective use of project management software can help you manage information technology projects. Three distinct features of this book include its relationship to the Project Management Body of Knowledge, its bundling with Microsoft Project 2000, and its value in preparing for Project Management Professional and other certification exams.
　　
Based on the PMBOK Guide 2000
　　The Project Management Institute created the Guide to the Project Management Body of Knowledge (the PMBOK Guidel) 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 2000 as a foundation. It goes beyond the Guide by providing more details, highlighting additional topics, and providing a real-world context for project management. Information Technology Project Management, Second Edition, explains project management specifically as it applies to managing information technology projects in the 2lst century. It includes several unique features to bring to its readers the excitement of this dynamic field (for more information on features. see the section entitled "Pedagogical Features," below).
　　Bundled with Microsoft Project 2000 Software has advanced tremendously in recent years, and it is important for project managers and their teams to use software to assist them in managing information technology projects. Each copy of Information Technology Project Management, Second Edition, includes a l20-day trial version of the leading project management software on the market-Microsoft Project 2000. Examples using Project 2000 and other software tools are provided throughout the text. Several chapters include sections describing how software can enhance project management. Appendix A, A Guide to Microsoft Project 2000, explains how 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 profession. 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 PMI's Certificate of Added Qualification (CAQ) in systems development and CompTIA's IT+ 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 studcnts a story about taking a driver's license test after moving to Minnesota. I had been driving very safely and without accidents for over sixteen 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, 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 saving 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 over-confident that your experience is enough. Because this text is based on PMI's PMBOK Guide, it provides a valuable reference for studying for PMP certification. Appendix B provides specific advice on PMP and other certification exams. A1though the current PMP exam tests for all types of project management, PMI is also currently working on an extension to the exam specifically for information technology professionals. Information Technology Project Management, Second Edition, is an excellent resource for PMI's new exams for IT project managers.
　　
ORGANIZATION AND CONTENT
　　Information Technology Project Management, Second Edition, is organized into three main sections to provide a framework for project management, a detailed description of each project management knowledge area, and an application of the project management process groups to a successfu1 information technology project. The first two chapters form a first section that provides an introduction to the project management framework and sets the stage for the remaining
chapters. Chapter l introduces the critical need for better project management in the information technology field. It provides an overview of the field of project management, including definitions of fundamerital terms, the relationship between project management and other disciplines, a brief history of the field and how it has changed, and an introduction to the project management profession, including information on careers, certification, ethics, and project management software. Chapter 2 provides a context for project management. It focuses on the need to understand how projects fit into an entire organizational system and applies common project management terms to concepts used in the information technology field. Chapter 2 also introduces the project management process groups--initiating, planning, executing, controlling, and closing. It briefly describes these processes and how they differ from product process groups and provides a matrix relating the process groups to the knowledge areas. A new section in this chapter describes how to develop an information technology project management methodology based on the PMBOK Guide and unique organizational needs.
　　Chapters 3 through ll form a second section of the book that 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 2000. For example, the chapter on project integration management includes sections on project plan development, project plan execution, and integrated change control. Additional sections highlight other important concepts related to each knowledge area. 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 scope management includes samples of a project charter, net present value analysis, and work breakdown structures for several information technology projects.
　　Chapters l2 through l6 form a third section that documents a highly successfuI information technology project from start to finish. These chapters apply the project management process groups--initiating, planning, executing, controlling, and closing-o a real information technology project. Northwest Airlines'ResNet projects in the mid- l990s and early 2000s resulted in a new reservation system and increased profits for the company. In its first year of operation,ResNet saved Northwest Airlines over $15 million, and savings were over $33 million in the second year. The new reservation system allowed the company to effectively manage a fourfold growth in revenues in a five-year period.Techniques discussed in earlier chapters (project justification, work breakdown structures, Gantt charts, cost estimates, status reports, audit reports, and so on)are illustrated using Northwest's real project documents. This running case,based on a real, 1arge-scale information technology project, will give you a better understanding of how many of the topics covered in earlier chapters are used in the real world. Several faculty reviewers of this text commented that this section went far beyond other texts by turning a spotlight on an actual major project for an extended period of time and from many standpoints.

Chapter l Introduction to Project Management
Introduction 2
What is a Project 4
What is Project Management 7
How Project Management Relates to Other Disciplines 10
History of Project Management 11
The Project Management Profession l3
Chapter 2 The Project Management Context and processes
A Systems View of Project Management 25
Project Phases and the Project Life Cycle 27
Understanding organizations 32
Suggested Skills for a Project Manager 4l
Project Management Process Groups 43
Developing an Information Technology Project Management
Methodology 48
Chapter 3 Project Integration Management
What is Project Integration Management 59
Project Plan Development 62
Project Plan Execution 68
Integrated Change Control 7l
Chapter 4 Project Scope Management
What Is Project Scope Management 84
Project Initiation: Strategic Planning and Project Selection85
Scope Planning and the Scope Statement 98
Scope Definition and the Work Breakdown Structure 99
Scope Verification and Scope Change Control l07
Chapter 5 Project Time Management
Importance of Project Schedules 120
Where Do Schedules Come From Defining Activities l22
Activity Sequencing l23
Activity Duration Estimating l27
Schedule Development l28
Controlling Changes to the Project Schedule l42
Using Software to Assist in Time Management l45
Words of Caution on Using Project Management Software l46
Chapter 6 Project Cost Management
The Importance of Project Cost Management l58
Basic Principles of Cost Management l60
Resource Planning l64
Cost Estimating l65
Cost Budgeting 173
Cost Control l75
Using Software to Assist in Cost Management l83
Chapter 7 Project Quality Management
Quality of Information Technology Projects l92
What is Project Quality Management l95
Modern Quality Management l96
Quality Planning 201
Quality Assurance 203
Quality Control 2O4
Tools and Techniques for Quality Control 204
Improving Information Technology Project Quality 2l3
Chapter 8 Project Human Resource Management
The Importance of Human Resource Management 228
What is Project Human Resource Management 232
Keys to Managing People 233
Organizational Planning 24l
Issues in Project Staff Acquisition and Team Development 247
Using Software to Assist in Human Resource Management 257
Chapter 9 Project Communications Management
The Importance of Project Communications Management 268
Communications Planning 270
Information Distribution 272
Performance Reporting 278
Administrative Closure 279
Suggestions for Improving Project Communications 280
Using Software to Assist in Project Communications 292
Chapter 10 Project Risk Management
The Importance of Project Risk Management 302
Risk Management Planning 305
Common Sources of Risk on Information Technology
Projects 3O7
Risk Identification 3l0
Qualitative Risk Analysis 3l3
Quantitative Risk Analysis 3l8
Risk Response Planning 32l
Risk Monitoring and Control 323
Using Software to Assist in Project Risk Management 323
Results of Good Project Risk Management 326
Chapter ll Project Procurement Management
Importance of Project Procurement Management 336
Procurement Planning 339
Solicitation Planning 345
Solicitation 348
Source Selection 348
Contract Administration 351
Contract Close-out 352
Using Software to Assist in Project Procurement Managment
Chapter 12 Initiating
What Is Involved in Project Initiation 362
Background on Northwest Airlines 363
Background on ResNet 364
Selecting the Project Manager 368
Preparing Business Justification for the Projects 368
Developing the Project Charter 373
Actions of the Project Manager and Senior Management in
Project Initiation 374
Chapter 13　Planning
What Is Involved in Project Planning 380
Developing the Project Plans 383
Determining Project Scope and Schedules 386
ResNet Cost Estimates 39l
Human Resource and Communications Planning 394
Quality, Risk, and Procurement Planning 396
Chapter l4 Executing
What Is Involved in Executing Projects 402
Providing Project Leadership 403
Developing the Core Team 404
Verifying Project Scope 4O5
Assuring Quality 405
Disseminating Information 407
Procuring Necessary Resources 408
Thaining Users to Develop Code 4l0
Chapter 15 Controlling
What Is Involved in Controlling Projects 418
Schedule Control 4l9
Scope Change Control 42l
Quality Control 423
Performance and Status Reporting 425
Managing Resistance to Change 426
Chapter 16 Closing
What Is Involved in Closing Projects 434
Administrative Closure 435
ResNet Audit 436
ResNet Final Recognition Party and Personnel Transition 438
Lessons Learned 439
ResNet+ 440
ResNet+ and Project Management at nwa in the 2lst Century 442
Appendix A Guide to Using Microsoft Project 2000
Introduction 448
Overview of Microsoft Project 2000 449
Project Scope Management 459
Project Time Management 466
Project Cost Management 484
Project Human Resource Management 499
Project Communications Management 507
Exercises 518
Appendix B Advice for the PMP Exam and Related Certifications
What is PMP Certification 525
What Are the Requirements for Earning and Maintaining PMP
Certification 526
What Other Certification Exams Related to Information Technology
Project Management Are Available 527
What Is the Structure and Content of the PMP Certification
Exam 528
How Should You Prepare for the PMP Exam 529
Ten Tips for Taking the PMP Exam 530
Sample Questions 53l
Final Advice on PMP Certification and Project Management in
General 533
Glossary 535
lndex 547