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Information Technology Project Management

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Information Technology Project Management

Providing Measurable Organizational Value

Wiley,

15 mins. de lectura
10 ideas fundamentales
Texto disponible

¿De qué se trata?

There’s more to IT than just I and T; there’s management: how to run your IT projects even if you are an engineer.

Editorial Rating

7

Qualities

  • Applicable
  • Well Structured
  • Overview

Recommendation

In this textbook on managing information technology (IT) projects, Jack T. Marchewka gives clear explanations of sound project-management principles. The book’s organization and tone are designed for a college setting. Of course, you can read the book on your own and get a great deal from it, even without classroom discussion of its case studies and review questions. Note the bullet points that list each chapter’s objectives as items to prioritize as you read. Each chapter’s summary will help you determine if you picked up what the author is trying to share. Marchewka’s language is formal but readable, and he focuses less on entertaining you than on communicating solid, useful information. He thoroughly describes IT projects’ special considerations, emphasizing the importance of human interaction and employee training and skills. getAbstract recommends this book to project managers with IT backgrounds who want to hone their people-management skills and to general project managers who want information on handling IT projects.

Summary

What Makes IT Projects a Bit Different

While projects involving information technology (IT) are much like any other projects, they do have some differences. Since IT provides a support service, proponents of IT upgrades must justify their projects by showing the extra value the organization will gain. IT projects combine highly technical systems and a range of people, some of whom will be technically savvy and many of whom will simply be users of the end product. IT project managers need to be sensitive to people issues and not get sidetracked by the neat technologies they are installing. Ignoring project management formalities is inefficient, too. Introduce a new system only after considering how it will affect every stakeholder. Document and retain details of all the IT systems implemented, how to use them, who is supposed to use them and what business processes depend on them.

How to Begin Thinking About IT Projects

While every project is unique, having a proven template you can tailor to fit your project is better than trying to reinvent the practice of IT project management. Start by developing your business case for the project by working with ...

About the Author

Jack T. Marchewka teaches Management Information Systems at Northern Illinois University. He has also taught at the Rotterdam School of Management in the Netherlands. His articles have been published in several industry journals.

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