MGSC 419v1: Information Technology Project Management Report a Broken Link

Project management is one of the most important skills for managers in organizations today. Project management, and project management in Information Technology (ITPM), is growing in importance. Understanding ITPM is critical for IT and non-IT workers alike. e-Commerce brings new and interesting challenges to ITPM. This course will introduce you to traditional project management tools and techniques as well as alternative approaches that are emerging to handle the special requirements of less traditional information systems projects such as e-commerce and e-business.

Lesson 5


Required Readings
PMForum. (2000). Is the WBS War About to Break Out Again? Read this interesting perspective on the question of whether to use organization, noun, or verb approaches in building the WBS. This article argues for a combined approach.
Supplementary Readings
Wideman, M. R. Wideman Comparative Glossary of Project Management Terms v3.1

Lesson 6


Required Readings
TechTarget. (2007). Definition for the term Gantt chart.
Title: Phillips, R. R. (January 23, 2007). Making a Gantt chart with Excel.
Supplementary Readings
Trietsch, D. (2005). Why a critical path by any other name would smell less sweet: Towards a holistic approach to PERT/CPM. Project Management Journal, 36(1), 27-36. This is a well-balanced critique of CCPM. Trietsch does not suggest that we throw out the whole concept, but that we must approach use of CCPM thoughtfully and with care. He points out some particular areas of concern.

Lesson 10


Required Readings
Title: Melymuka, K. (2002). Taking projects to the extreme. Computerworld, 36(30), 38-39. This article introduces four tools (sliders, scope planning, stakeholder agreement, and quality agreement) that can be used within extreme project management to obtain and clarify client expectations.
DeCarlo, D. (2004). Leading and managing extreme projects. Leader to Leader, 34, 51-58. This article introduces extreme projects. DeCarlo argues that extreme project management is necessary because today's projects are complex, involve high stakes, require extreme speed, depend on new technology, and demand extreme effort.