Download Managing e-business Projects: 99 Key Success Factors by Thomas Stoehr PDF
By Thomas Stoehr
The booklet offers an exceptional framework for dealing with e-business tasks. With the elevated acclaim for net applied sciences, more and more individuals are now turning into fascinated about e-business. The ebook is essentially meant for present and potential e-business undertaking managers who desire to proportion principles, stories, and most sensible practices. contemporary marketplace surveys of GartnerGroup, Forrester, and StandishGroup point out that many e-business initiatives fail because of an absence of operational excellence in undertaking administration. a few undertaking administration options confirmed in conventional IT tasks for many years might be additionally utilized to e-business tasks, yet now not all. This publication indicates which confirmed suggestions are nonetheless legitimate and offers new ideas for occasions which are precise to or have a unique importance in e-business initiatives. according to real-world adventure, ninety nine concise key luck components are mentioned getting ready the reader to control e-business initiatives on time, on price range and to the pride of clients.
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Additional info for Managing e-business Projects: 99 Key Success Factors
Sample text
It starts by identifying and subdividing the work required to produce a deliverable into smaller, more manageable well-defined work items until a sufficient level of detail is achieved that allows identification of which single work steps are necessary to produce an element of a deliverable. This activity is repeated for all defined project deliverables. Afterwards you have to verify that all work that is required to be performed in the project is listed in the WBS. Work items not in the WBS are outside the scope of the project from a contractor's point of view.
Normally, a client sources potential contractors and selects one of the candidates to perform the project work. In the best case the selected contractor is the one who has already been embroiled in the project by supporting the client in planning and defining the project scope. But this is not a matter of course. Sometimes economic, technical, or political reasons prevent a client from choosing the contractor company that is already involved. In the following it is assumed that the embroiled contractor is the one who is selected by the client to conduct the project.
A chapter starts with an overview on the management domain, giving a brief motivation for the need for the domain and explaining which processes are required to cover the topic. Each identified process is described in terms of input, activities, techniques, and output. The input section lists the elements that are required as input for performing the activities. Attention is given to where the input comes from, for which activity it is needed, and how it is used. The activity section looks at the single activities that must be performed within a process.