IT Best Practices : Management, Teams, Quality, Performance, and Projects

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.

Preface

Chapter 1 : Introduction
Chapter 2 : Management Best Practices
Chapter 3 : Five Disciplines of System Thinking
Chapter 4 : The Effects of Management on Subordinates
Chapter 5 : Management Types
Chapter 6 : Crisis Management
Chapter 7 : Jack Welch and Management
Chapter 8 : Robert Greenleaf and Servant Leadership
Chapter 9 : Management Wrap-Up
Chapter 10 : Business Model
Chapter 11 : High-Performance Teams
Chapter 12 : Quality
Chapter 13 : W. Edward Deming, Father of Quality
Chapter 14 : Process Engineering
Chapter 15 : Lean Management
Chapter 16 : Six Sigma
Chapter 17 : Workplace Efficiencies and Distraction
Chapter 18 : Technology
Chapter 19 : Contractors
Chapter 20 : Knowledge Acquired So Far
Chapter 21 : Project Selection Criteria
Chapter 22 : Project Characteristics
Chapter 23 : Effects of Project Failure
Chapter 24 : Controlling Failure
Chapter 25 : Project Methodology
Chapter 26 : Project Phases
Chapter 27 : Factors That Affect Projects
Chapter 28 : Project Methodology
Chapter 29 : Project Management Improvement

Conclusion
Index