Preface to the second edition

Since the first edition of Software Project Management, the perception of the importance of project management and consequently its development as a discipline has continued to grow. In the UK, for example, we have seen the publication of the British Standards Institution guidelines on project management (BS 6079) and a revised and improved version of the PRINCE standard. The British Computer Society professional examinations now include a paper on project management. The Association for Project Management has continued to develop its Body of Knowledge and its system of qualifications, while the Project Management Institute in the United States, through its seminal Body of Knowledge document, is making its influence felt world-wide. In a European context, Euromethod has been published. This initiative attempts, admittedly with mixed success, to address top-level project management issues. We have also been made aware of the impressive set of national vocational competence standards on project management that have been developed in Australia.

Our contacts with industry suggest that part of this growing interest in project management is because organizations have become 'leaner' and 'delayered', so that the burden of keeping businesses running has been put on the shoulders of a smaller and more hard-pressed work force. Staff who might regard themselves as primarily technical people often find that 'empowerment' means that they now have to plan and manage work where previously this would have been done for them. The removal of layers of management also means that organizational changes often require a project approach where previously they could have been implemented as part of normal day-to-day organizational management.

We have found some who have claimed that the managers of IT projects do not need to have any specific expertise in IT matters: that essentially there is no need for software project management. As the title of this book indicates, we are not of this view. As Darryl Ince of the Open University has noted, software disasters since 1995 have not abated and if anything have increased, especially where client-server software has been the subject of development. It seems clear that project managers need to be aware of the issues and problems of IT development and IT developers need to have project management skills.

The target audience for this book remains students of disciplines such as information technology, information systems and computer science where project management is part of their course; and also practitioners, typically IT developers who have just or are about to assume project management responsibilities.

The new edition has benefited from the help of a wide range of people. Among our colleagues, Liz Guy and Lyn Pemberton helped to update our knowledge on recent developments in co-operative working, while David Coutinho and Garth Glynn were of great assistance in the development of the new chapter on contract management. Paul Radford and Robyn Lawrie of Charismatek Software Metrics, Melbourne, kindly allowed us to borrow heavily from their material on payment methods and Davids Herron and Garmus gave us permission to reproduce a sample payment schedule from their book, Measuring the software process, published by Prentice-Hall. We would like to thank David Purves, of the PRINCE User Group, and David Wynne, of the CCTA, for reviewing the Appendix on PRINCE 2 and Dick Searles of Ericsson for reviewing the one on BS 6079. John Pyman kindly reviewed the material on the Association for Project Management and Jim Watson the material on NVQs and S VQs for us. Mary Shepherd of IEEE, Sunita Chalani of the Center For Software Engineering, University of Southern California and Mrs P. Danvers of BSI have also been very helpful to us. However, any mistakes or errors in the text can only be put down to the authors (although we would really like to pass the buck on this to David Hatter for not spotting them as he has spotted so many already).

We are also grateful for the helpful reviews of the original proposals for a second edition which involved David Wilson of the University of Technology, Sydney, New South Wales; David Farthing of the University of Glamorgan, Old South Wales; Charlie Svahnberg of the University of Karlskrona, Sweden, Henk Koppelaar of the Technical University, Delft, David Howe from De Montfort University and Martin Campbell-Kelly of Warwick University.

One thing that remains is to thank our editor, firstly at International Thomson Press and then at McGraw-Hill, David Hatter. His enthusiasm, good humour and good sense have been greatly appreciated.

Lastly, we would like to direct you to our website at

where you will find support material for the book. The set of material will grow with the passage of time, so keep going back to it. We will welcome your suggestions for further material and you will find our email addresses on the website.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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