IT Best Practices: Management, Teams, Quality, Performance, and Projects
By: Tom C. Witt (author)Hardback
More than 4 weeks availability
Consistent success does not happen by chance. It occurs by having an understanding of what is happening in the environment and then having the skills to execute the necessary changes. Ideal for project, IT, and systems development managers, IT Best Practices: Management, Teams, Quality, Performance, and Projects details the skills, knowledge, and attributes needed to succeed in bringing about large-scale change. It explains how to incorporate quality methods into the change management process and outlines a holistic approach for transformation management. Detailing time-tested project management techniques, the book examines management skills with a focus on systems thinking to offer a pragmatic look at effecting change. Its comprehensive coverage spans team building, quality, project methodology, resource allocation, process engineering, and management best practices. The material covered is validated with references to concepts and processes from such business greats as Dr. Deming, Jack Welch, and Henry Ford. Readers will learn the history behind the concepts discussed along with the contributions made by these great minds.
The text supplies an awareness of the factors that impact performance in today's projects to supply you with the real-world insight needed to bring about large-scale change in your organization. Although it is geared around change, most of the concepts discussed can be directly applied to improve efficiencies in your day-to-day activities.
Tom Witt has a B.S. in mathematics, with a minor in coaching, from the University of Wisconsin-Platteville. He has worked in the information technology (IT) environment for almost 30 years. Early in his career, he moved into management for 14 years before entering the project world, in which he has held the titles of office automation manager, project manager, technical manager, technical lead, architect, and system analyst. Most of Tom's experience has been in the insurance industry in addition to three years in the magazine fulfillment business and three years at an institute of higher education. Tom has worked on a wide range of projects; he has been a part of the development of new mainframe systems, new web systems, and vendor-purchased imaging systems and system remote workers across the country as well as part of a small team that reengineered a business division for a major insurance company. Many of the projects on which Tom has been involved have affected changes-as many as 200 different systems-throughout the entire enterprise. Tom has acquired knowledge not only through personal experiences but also from outside sources such as external consultants, seminars, books, and a personal network of people. More importantly, he was put into many different types of project and situations that allowed him to apply the many different concepts and knowledge acquired to see the results from a front-line perspective.
Introduction Acquiring Knowledge Content Material Management Best Practices Leadership Negotiation Problem Solving Decision Making Ability to Influence the Organization Communication Meetings for Informational Purposes Meetings to Sell an Idea or Get Approval Meetings to Gather Information Improving Management Best Practice Disciplines Bad Management Practices Summary Five Disciplines of System Thinking The Effects of Management on Subordinates Management Types Manager of Maintenance Work Technical Manager Project Manager System Resource Manager Crisis Management Jack Welch and Management Robert Greenleaf and Servant Leadership Management Wrap-Up Business Model High-Performance Teams Defining High-Performance Teams HPT Member Classification HPT Characteristics High-Performance Team Life Cycle Quality Introduction to Definition of Quality Generalist versus Specialist Tasks Grouping and Quality Reporting Quality and Performance Measuring Quality and Performance W. Edward Deming, Father of Quality Continuous Quality Improvement Theory of Constraints Process Engineering Lean Management Six Sigma Workplace Efficiencies and Distraction E-mail Internet Instant Messaging Controlling Workplace Inefficiencies Getting Started for the Workday Technology Contractors Contractor Behavior Contractors for Knowledge Contractors for Filling a Resource Void Using Contractors Successfully Overseas Contractors Defects Effects of Defects Causes of Defects Knowledge Acquired So Far Project Selection Criteria Project Characteristics Project Success versus Failure Successful Challenged Failed Law of Cause and Effect Identifying the Cause Effects of Project Failure Controlling Failure Project Methodology Project Phases Documentation Phases Initiate Analyzing (Solution Scoping) Design Development Testing Summary of Testing Steps Implementation Postimplementation Factors That Affect Projects Project Estimates and Staffing Project Methodology Spiral Project Methodology Scrum Extreme Programming (XP) Dynamic Systems Development Method (DSDM) Study Functional Modeling Design and Build Implementation Feature-Driven Development Method (FDD) Develop Overall Model Build Feature List Plan by Feature Design by Feature Build by Feature Cowboy Development Method Learning about Spiral Linear Project Management Linear Waterfall-Crashing the Timeline Law of 20-80 Linear versus Spiral Spiral Strengths Spiral Weaknesses Linear Strengths Linear Weaknesses Working Environment Project Management Improvement Knowledge Areas of a Project Scope and Integration Time Communication Human Resource Allotment Quality Risk Leadership Communication Negotiating Problem Solving Influencing the Organization Decision Making Project Sizes and the Amount of Form and Art Needed Small Project Characteristics Resources Areas Affected Documentation Simple Design and Development GOOD: Project manager leads the project BEST: Technical manager or leader leads the project Medium Project Characteristics Resources Areas Affected Documentation Design and Development BAD: Technical manager or leader leads the project GOOD: Project manager is assigned without a technical lead or technical manager BEST: Project manager leads with a technical lead assigned Large Project Characteristics Resources Areas affected Documentation Complex and Difficult Design and Development BAD: Project manager leads the project with a technical lead assigned Summary Never Assume, Always Validate Conclusion Index
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- ID: 9781439868546
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