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Technology Integration Project Planning and Execution

Chapter

Abstract

Technology integration project involves so many players that it requires an effective project management to achieve a successful integration of a technology to business. As a program/project manager, you are aware of the significant impact of your project on the entire corporation even in a proof-of-concept or a pilot project. You want to ensure the success of the project and move forward for further rollout. You would use your past knowledge and experience of project management and in addition, you may refer to helpful references on successful project management. It would be a good idea to take a project management class and obtain a certification of project management professional (PMP) accredited by project management institute (PMI). PMI is “one of the world’s largest professional membership associations, with half a million members and credential holders in more than 180 countries. It is a not-for-profit organization that advances the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research program, and professional development opportunities (http://www.pmi.org).” This would enhance recognition and acknowledgement of your expertise as a program/project manager. The project management planning and execution steps presented in this chapter is primarily based on the project management body of knowledge (PMBOK®) published by PMI, focusing on technology integration project. PMBOK is a collection of processes and knowledge areas generally accepted as best practices within the project management discipline.

Keywords

Team Member Project Manager Project Team Technology Integration Project Schedule 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

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  3. PMBOK® (2008) Project management book of knowledge guide, 4th edn. Project Management InstituteGoogle Scholar
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  5. Wallace L, Keil M (2004) Software project risks and their effect on outcomes. Commun ACM 47(4):68–73CrossRefGoogle Scholar

Copyright information

© Springer-Verlag London 2013

Authors and Affiliations

  1. 1.US Department of Homeland SecurityMcLeanUSA
  2. 2.Manufacturing Systems Research LaboratoryGeneral Motors Research & DevelopmentWarrenUSA

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