Revolutionizing IT

About the Authors.
Preface.
Acknowledgments.
Introduction.
Chapter 1: The Nature of Projects.
The Race.
Terminology.
Principles and Methodologies.
The Improvement of Business Processes.
The Classic View of Project Management Theory.
Classic Theory Limitations.
The Methodology Evolution.
Summary.
Chapter 2: In the Beginning.
How Projects Are Typically Initiated.
The Virus That Causes Scope Growth.
Resource Limitations.
Management Misunderstanding.
Did Lewis and Clark Succeed or Fail?
Summary: Early Stage Problems.
Chapter 3: The Anatomy of a Project.
Mega-Multi Manufacturing.
Drowning under the Waterfall.
A Second Look at Mega-Multi.
The Evils of Scope Creep.
Why Has the Waterfall Lasted This Long?
Summary: Why So Many Projects Fail.
Chapter 4: The Elements of Success.
Common Characteristics.
Why the Largest IT Project Ever Undertaken Succeeded.
A Seemingly Simple Success Story: Bass Pro.
Emergency Behavior.
Case History: Fort Knox Fails, but Silverlake Shines.
Summary.
Chapter 5:How to View Projects.
What Is Success?
Why Good Plans Are So Hard to Create.
The Patton/Lombardi Effect.
Building a Mental Picture.
More Realistic Assumptions.
Following Mother Nature.
A Different View of Projects.
Better Measures of Success.
What Project Teams Need to Do.
Summary.
Chapter 6: Deciding What to Do.
Defining Specific Project Goals.
Organizing Task Forces.
Practical Advice.
Mega-Multi Manufacturing Revisited.
Summary.
Chapter 7: Controlling Project Scope.
Let Time Determine Scope.
Control the Use of Resources.
Limit the Size of the Design Team.
Gauge Your Ability to Absorb Change.
Imitate, Don't Invent.
Create a Single Point of Accountability.
Management's Role in Scope Control.
Bite-Sized Pieces.
Case History: The Birth of the PC.
Summary.
Chapter 8: Who Is Accountable?
Who Should Be Accountable?
IT Accountability.
Rewarding Project Teams.
Summary.
Chapter 9: Using Packaged Software.
The Role of Packaged