Complex IT project management(c) 16 steps to success 

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• 1. Table of Contents

• 2. BackCover

• 3. Complex IT Project Management-16 Steps to Success

• 4. Preface

• 5. Chapter 1: A Project is More Than its Technical Deliverables

  1.1 Provisioning ISDN

• 6. 1.2 How did We Do?

  1.2 How did We Do?

• 7. 1.3 The Project in Context

  1.3 The Project in Context 1.3.1 Assumptions 1.3.2 Disconnects 1.3.3 Issues 1.3.4 Obstacles 1.3.5 Agendas and Personalities

• 8. 1.4 The Big Thirteen

  1.4 The Big Thirteen 1.4.1 What Is to Be Done? 1.4.2 What Are the Benefits? 1.4.3 Who Benefits? 1.4.4 Who Is the Customer? 1.4.5 Who Is the Sponsor? 1.4.6 How Will the Deliverables Fit in the Legacy Environment? 1.4.7 How Much Will This Cost? 1.4.8 What Is the Timeline? 1.4.9 What Are the Key Dependencies? 1.4.10 What Is the Risk? 1.4.11 What Are the Success Metrics? 1.4.12 How Will We Support This? 1.4.13 What Is the Shelf Life?

• 9. 1.5 Discovery Techniques

  1.5 Discovery Techniques

• 10. 1.6 Interviewing Techniques

  1.6 Interviewing Techniques

• 11. 1.7 Conclusion

  1.7 Conclusion

• 12. Notes

  Notes

• 13. Chapter 2: Learning Requirements is Our First Priority

  2.1 The Trouble with Requirements

• 14. 2.2 ISDN Case Study Requirements

  2.2 ISDN Case Study Requirements 2.2.1 What These Requirements Show 2.2.2 What These Requirements Do Not Show

• 15. 2.3 How Requirements are Derived

  2.3 How Requirements are Derived

• 16. 2.4 An Airport is Born

  2.4 An Airport is Born

• 17. 2.5 Applying the Big Thirteen

  2.5 Applying the Big Thirteen

• 18. 2.6 Develop an Issues List

  2.6 Develop an Issues List

• 19. 2.7 Eliminate as Many Issues as Possible

  2.7 Eliminate as Many Issues as Possible

• 20. 2.8 Assign Real Issues to the Right Party

  2.8 Assign Real Issues to the Right Party

• 21. 2.9 Why You Assign Issues

  2.9 Why You Assign Issues

• 22. 2.10 Turning Issues into Assumptions

  2.10 Turning Issues into Assumptions

• 23. 2.11 Socialize Your Assumptions

  2.11 Socialize Your Assumptions

• 24. 2.12 Analyze and Incorporate Feedback

  2.12 Analyze and Incorporate Feedback

• 25. 2.13 Get Universal Sign-Off on Requirements

  2.13 Get Universal Sign-Off on Requirements

• 26. 2.14 Address the Feasibility of Implementing Requirements

  2.14 Address the Feasibility of Implementing Requirements

• 27. 2.15 Turning Requirements into Specifications

  2.15 Turning Requirements into Specifications

• 28. 2.16 Mapping Requirements to the Project Plan

  2.16 Mapping Requirements to the Project Plan

• 29. 2.17 Workflow Analysis

  2.17 Workflow Analysis

• 30. 2.18 Conclusion

  2.18 Conclusion

• 31. Notes

  Notes

• 32. Chapter 3: Using Technologies to Meet Requirements

  3.1 Why Technologies Should be Used

• 33. 3.2 How Technologies Really Get Used

  3.2 How Technologies Really Get Used

• 34. 3.3 How Technologies Fail

  3.3 How Technologies Fail 3.3.1 What Do You Mean by Fail? 3.3.2 What Do You Mean by Technologies? 3.3.3 Don t You Mean Why Do Projects Fail?

• 35. 3.4 How to Determine If it is Going to Work

  3.4 How to Determine If it is Going to Work 3.4.1 Listing Target State Elements

• 36. 3.5 Understand Your Technologies

  3.5 Understand Your Technologies

• 37. 3.6 Review Validation Plan

  3.6 Review Validation Plan

• 38. 3.7 Review Risk

  3.7 Review Risk

• 39. 3.8 Review Potential Integration Issues

  3.8 Review Potential Integration Issues

• 40. 3.9 Review with Customer and Beneficiaries

  3.9 Review with Customer and Beneficiaries

• 41. 3.10 Submit to Technology Review Board If Required

  3.10 Submit to Technology Review Board If Required

• 42. 3.11 Commence Validation Processes and Adjust as Required

  3.11 Commence Validation Processes and Adjust as Required

• 43. 3.12 Proceed with Rollout, Invoking Your Plan Bs as Required

  3.12 Proceed with Rollout Invoking Your Plan Bs as Required

• 44. Notes

  Notes

• 45. Chapter 4: Devising an Implementation Strategy Precedes Scheduling

  4.1 What is an Implementation Strategy?

• 46. 4.2 That was an Implementation Strategy

  4.2 That was an Implementation Strategy

• 47. 4.3 Why do I Need an Implementation Strategy?

  4.3 Why do I Need an Implementation Strategy?

• 48. 4.4 How do I Use this Implementation Strategy?

  4.4 How do I Use this Implementation Strategy?

• 49. 4.5 Building Your Implementation Strategy

  4.5 Building Your Implementation Strategy

• 50. 4.6 Finding Gaps with the Implementation Strategy

  4.6 Finding Gaps with the Implementation Strategy

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