Book description
A GUIDE TO EFFECTIVE PROJECT MANAGEMENT IN TECHNOLOGY-BASED FIRMS
Used effectively, project management can increase a firm's market share, product quality, and customer satisfaction. Though technology-based companies place themselves at a competitive disadvantage if they neglect this strategic tool, many overlook project management's benefits because they see themselves as continuously adapting organizations. In reality, this role makes project management even more vital.
Managing Technology-Based Projects imparts the latest approaches and tools essential to lead a successful technology-based project. It outlines the practical integration of project management with four key areas: strategic alignment of projects within the enterprise, the project management process and its organizational support system, invaluable tools and techniques, and the individual and group leadership within a project's organization. Complete with examples of industrial applications, the book includes:
Methods for defining key performance indicators and assessing project management process effectiveness
Suggestions for fine-tuning and continuous improvement
Practical case scenarios, discussion topics, end-of-chapter reviews, and exercises
Attention to project management as it applies to a globalized business
No one in a managerial role should be without Thamhain's expert advice. This guidebook is your road map to successfully incorporating enterprise project management into technology-based work.
Table of contents
- Cover Page
- Title Page
- Copyright
- Contents
- Preface
-
Chapter 1: Challenges of Managing Projects in a Technology World
- APPLE IPHONE 5
- 1.1 PROJECT MANAGEMENT IN A CHANGING WORLD: CHALLENGES AND OPPORTUNITIES
- 1.2 GLOBAL DIMENSIONS
- 1.3 PROJECT DESERVE SPECIAL ATTENTION WITHIN THE ENTERPRISE
- 1.4 THE UNIQUE NATURE OF TECHNOLOGY PROJECTS
- 1.5 EVOLUTION AND GROWTH OF PROJECT MANAGEMENT AND TECHNOLOGY
- 1.6 WHERE ARE WE HEADING?
- 1.7 KEY POINTS, LESSONS, AND CONCLUSIONS
- 1.8 QUESTIONS FOR DISCUSSION AND EXERCISES
- 1.9 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 2: Contemporary Project Management: Concepts and Principles
- AMAZON
- 2.1 THE BIG PICTURE: THE ART OF MANAGING PROJECTS
- 2.2 PROJECT MANAGEMENT DEFINED
- 2.3 THE PROJECT LIFE CYCLE (PLC)
- 2.4 PROGRAMS, PROJECTS, TASKS, AND COMMITTEES
- 2.5 THE ROLE OF THE PROJECT MANAGER
- 2.6 CLASSIFICATION OF PROJECTS
- 2.7 PROJECT MANAGEMENT STANDARDS AND GUIDELINES
- 2.8 KEY POINTS, LESSONS, AND CONCLUSIONS
- 2.9 QUESTIONS FOR DISCUSSION AND EXERCISES
- 2.10 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 3: The Effective Project Manager: Skills, Values and Agility
- PROJECT MANAGEMENT SKILLS EMPHASIZED IN PMI'S ANNUAL REPORT
- 3.1 PROJECT-BASED ORGANIZATIONAL CULTURES AND VALUES
- 3.2 MEASURING MANAGERIAL PERFORMANCE
- 3.3 SKILL REQUIREMENTS FOR MANAGING TECHNOLOGY PROJECTS
- 3.4 HOW LEARNABLE ARE THESE SKILLS?
- 3.5 TRANSITIONING FROM INDIVIDUAL CONTRIBUTOR TO PROJECT MANAGEMENT
- 3.6 IMPLICATIONS FOR SENIOR MANAGEMENT
- 3.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 3.8 QUESTIONS FOR DISCUSSION
- 3.9 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 4: Aligning Projects with the Enterprise
- SUMMER OLYMPICS, 2016 IN RIO.
- 4.1 MAKING THE CASE FOR ENTERPRISE PROJECT MANAGEMENT
- 4.2 CONNECTING WITH THE EXISTING STRATEGY FRAMEWORK
- 4.3 PROJECT PORTFOLIO MANAGEMENT (PPM)
- 4.4 STRATEGIC PROJECT LEADERSHIP
- 4.5 WHERE ARE WE HEADING?
- 4.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 4.7 QUESTIONS FOR DISCUSSION
- 4.8 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 5: Understanding Project Organizations
- GENERAL MOTORS, SHANGHAI
- 5.1 TODAY'S BUSINESS PROCESSES REQUIRE FLEXIBILITY, SPEED, AND EFFICIENCY
- 5.2 WHY DO WE NEED TO ORGANIZE DIFFERENTLY TO MANAGE PROJECTS?
- 5.3 ORGANIZATIONAL LAYERS AND SUBSYSTEMS
- 5.4 ORGANIZATIONAL DESIGNS FOR PROJECT MANAGEMENT
- 5.5 MANAGERIAL PERSPECTIVE
- 5.6 BUILDING THE PROJECT ORGANIZATION
- 5.7 WORKING EFFECTIVELY IN RESOURCE-SHARED ENVIRONMENTS
- 5.8 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 5.9 QUESTIONS FOR DISCUSSIONS AND EXERCISES
- 5.10 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 6: The Project Management Office
- IBM WINS PMO OF THE YEAR AWARD
- 6.1 MANAGEMENT PERSPECTIVE
- 6.2 PMO CONCEPT AND FUNCTIONALITY
- 6.3 REASON FOR ESTABLISHING A PROJECT MANAGEMENT OFFICE (PMO)
- 6.4 ESTABLISHING A PROJECT MANAGEMENT OFFICE
- 6.5 A FINAL NOTE
- 6.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 6.7 QUESTIONS FOR DISCUSSION
- 6.8 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 7: Project Evaluation and Selection
- MULTIPLE PROJECT SELECTION AT DIRECTV
- 7.1 MANAGEMENT PERSPECTIVE
- 7.2 QUANTITATIVE APPROACHES TO PROJECT EVALUATION AND SELECTION
- 7.3 QUALITATIVE APPROACHES TO PROJECT EVALUATION AND SELECTION
- 7.4 RECOMMENDATIONS FOR EFFECTIVE PROJECT EVALUATION AND SELECTION
- 7.5 CONCLUDING REMARKS
- 7.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 7.7 QUESTIONS FOR DISCUSSION AND EXERCISES
- 7.8 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES
- 7.9 APPENDIX: SUMMARY DESCRIPTION OF TERMS, VARIABLES, AND ABBREVIATIONS USED IN THIS CHAPTER
-
Chapter 8: Setting Up an Effective Planning and Control Cycle
- PROJECT MANAGEMENT FOR NASA
- 8.1 PLANNING THE CORNERSTONE TO EFFECTIVE PROJECT MANAGEMENT
- 8.2 AN INTEGRATED APPROACH TO PROJECT PLANNING
- 8.3 MANAGING THE PLANNING PROCESS
- 8.4 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 8.5 QUESTIONS FOR DISCUSSION AND EXERCISES
- 8.6 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 9: The Tools for Integrated Project Planning and Control
- 2012 LONDON SUMMER OLYMPICS
- 9.1 MANAGEMENT PERSPECTIVE
- 9.2 THE BASIC TOOLS AND TECHNIQUES FOR PROJECT MANAGEMENT
- 9.3 USING PROJECT MANAGEMENT TOOLS PROPERTY
- 9.4 A MODEL FOR PROJECT PERFORMANCE
- 9.5 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 9.6 QUESTIONS FOR DISCUSSION
- 9.7 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 10: Defining the Project
- CHEVROLET VOLT ELECTRIC CARS DEVELOPMENT
- 10.1 THE NEED FOR A CLEAR PLAN
- 10.2 BUILDING THE PROJECT PLAN
- 10.3 A LIFE CYCLE APPROACH TO PROJECT PLANNING
- 10.4 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 10.5 QUESTIONS FOR DISCUSSION AND EXERCISES
- 10.6 PMBOK® GUIDE REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 11: Resource Estimating and Budgeting
- AT GOOGLE, TECHNOLOGY PROJECTS ARE DONE ON A RAPID SCHEDULE.
- 11.1 WHY WE NEED BUDGETS
- 11.2 COST ESTIMATING METHODS
- 11.3 WHERE TO BEGIN?
- 11.4 COST ESTIMATING AND BUDGETING PHILOSOPHY
- 11.5 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 11.6 QUESTIONS FOR DISCUSSION AND EXERCISES
- 11.7 PMBOK® GUIDE REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 12: Monitoring and Controlling Technology-Intensive Projects
- PRAIRIE WATERS PROJECT WINS PMI'S PROJECT OF THE YEAR AWARD
- 12.1 THE CHALLENGES OF MANAGERIAL CONTROL
- 12.2 WHAT WE KNOW ABOUT MANAGERIAL CONTROL OF COMPLEX PROJECTS
- 12.3 WHAT DO WE WANT TO CONTROL?
- 12.4 AVAILABLE TOOLS AND TECHNIQUES
- 12.5 RECOMMENDATIONS FOR USING PROJECT CONTROLS EFFECTIVELY
- 12.6 CONCLUSION
- 12.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 12.8 QUESTIONS FOR DISCUSSION
- 12.9 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
- 12.10 APPENDIX: MANAGEMENT TECHNIQUES FOR PROJECT CONTROL
-
Chapter 13: Concurrent Engineering and Other Project Management Systems
- THE PENTAGON RECONSTRUCTION PROJECT
- 13.1 THE NEED FOR EFFECTIVE PROJECT MANAGEMENT PROCESSES
- 13.2 A SPECTRUM OF CONTEMPORARY MANAGEMENT SYSTEMS
- 13.3 CRITERIA FOR SUCCESS
- 13.4 DEFINING THE MANAGEMENT PROCESS—A TEAM-BASED EFFORT
- 13.5 UNDERSTANDING THE CHALLENGES
- 13.6 UNDERSTANDING ORGANIZATIONAL LINKAGES AND BENEFITS
- 13.7 RECOMMENDATIONS FOR SETTING UP AND MANAGING CONTEMPORARY SYSTEMS
- 13.8 CONCLUSION
- 13.9 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 13.10 QUESTIONS FOR DISCUSSION
- 13.11 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 14: Managing Risk and Uncertainty
- RISK-TAKING IN NEW PRODUCT DEVELOPMENTS IS PART OF STAYING COMPETITIVE AT INTEL
- 14.1 THE ROLE OF UNCERTAINTY IN MANAGING PROJECTS
- 14.2 WHAT WE KNOW ABOUT RISK MANAGEMENT
- 14.3 KEY VARIABLES AFFECTING RISK MANAGEMENT
- 14.4 A SIMPLE RISK-IMPACT MODEL
- 14.5 HOW DO RISKS AFFECT PROJECT PERFORMANCE?
- 14.6 MANAGING RISKS IN PROJECTS: LESSONS FROM THE FIELD
- 14.7 CRITERIA FOR EFFECTIVE RISK MANAGEMENT
- 14.8 A FINAL NOTE
- 14.9 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 14.10 QUESTIONS FOR DISCUSSION
- 14.11 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 15: Managing by Commitment and Collaboration
- WIND ENERGY RESEARCH
- 15.1 THE CRITICAL ROLE OF COMMITMENT AND COLLABORATION
- 15.2 WHAT DO WE KNOW ABOUT COLLABORATION AND COMMITMENT?
- 15.3 DRIVERS AND BARRIERS TO COLLABORATION AND COMMITMENT
- 15.4 MANAGING BY COMMITMENT
- 15.5 CONCLUSION
- 15.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 15.7 CRITICAL THINKING: QUESTIONS FOR DISCUSSION
- 15.8 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
- 15.9 APPENDIX: FIELD RESEARCH SUMMARY ON COMMITMENT
-
Chapter 16: Managing People and Interfaces
- AT GE, MANAGEMENT PHILOSOPHY FOCUSES ON PEOPLE
- 16.1 CHANGING ROLES AND CHALLENGES OF MANAGERIAL LEADERSHIP
- 16.2 WHAT DRIVES PERFORMANCE IN TECHNOLOGY-BASED TEAMS
- 16.3 HOW TO MOTIVATE AND INSPIRE
- 16.4 THE POWER PROFILE OF PROJECT MANAGERS
- 16.5 CRITERIA AND RECOMMENDATIONS FOR WORKING EFFECTIVELY WITH PEOPLE ON PROJECTS
- 16.6 CONCLUDING REMARKS
- 16.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 16.8 QUESTIONS FOR DISCUSSION
- 16.9 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 17: Managing Conflict in Project Organizations
- SUN TZU—THE ANCIENT ART OF LEADERSHIP: MAKING CONFLICT UNNECESSARY
- 17.1 CONFLICT—GOOD, BAD, AND INEVITABLE
- 17.2 CATEGORIZING CONFLICT IN ORGANIZATIONS
- 17.3 HOW TO ANTICIPATE ISSUES
- 17.4 CONFLICT IN THE PROJECT LIFE CYCLE
- 17.5 HOW TO DEAL WITH CONFLICT
- 17.6 CRITERIA FOR MANAGING CONFLICT IN PROJECTS EFFECTIVELY
- 17.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 17.8 QUESTIONS FOR DISCUSSION AND EXERCISES
- 17.9 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 18: Leading Technology Teams
- BOEING 787 DREAMLINER
- 18.1 TEAM LEADERSHIP—CRITICAL TO PROJECT SUCCESS
- 18.2 MEASURING TEAM PERFORMANCE
- 18.3 FOSTERING CONDITIONS FOR COLLABORATION, COMMITMENT, AND SELF-CONTROL
- 18.4 BUILDING HIGH-PERFORMANCE TEAMS
- 18.5 TEAM LEADERSHIP LESSONS
- 18.6 GUIDELINES FOR EFFECTIVE TEAM MANAGEMENT
- 18.7 HOW TO MAKE IT WORK
- 18.8 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 18.9 QUESTIONS FOR DISCUSSION AND EXERCISES
- 18.10 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
-
Chapter 19: Professional Development: Training and Education
- DEVELOPING MANAGEMENT TALENT AT GE
- 19.1 PROJECT MANAGERS HAVE SPECIAL NEEDS FOR PROFESSIONAL DEVELOPMENT
- 19.2 LINKING KNOWLEDGE, SKILLS, AND COMPETENCY
- 19.3 BUILDING KNOWLEDGE, SKILLS, AND COMPETENCY
- 19.4 DEVELOPING PROJECT MANAGERS
- 19.5 PROFESSIONAL EDUCATION
- 19.6 PROFESSIONAL CERTIFICATION AND ACCREDITATION
- 19.7 CAREER OPPORTUNITIES IN PROJECT MANAGEMENT
- 19.8 SUMMARY OF KEY POINTS AND CONCLUSIONS
- 19.9 QUESTIONS FOR DISCUSSION AND EXERCISES
- 19.10 PMBOK® REFERENCES AND CONNECTIONS
- INTERNET LINKS AND RESOURCES
- REFERENCES AND ADDITIONAL READINGS
- Chapter 20: The Future of Project Management
- Appendix 1: Policy and Procedure Examples
- Appendix 2: Professional Societies, Journals, and Conferences in Project Engineering, and Technology Management
- Glossary
- Index
Product information
- Title: Managing Technology-Based Projects: Tools, Techniques, People and Business Processes
- Author(s):
- Release date: March 2014
- Publisher(s): Wiley
- ISBN: 9780470402542
You might also like
book
A guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK Guide)
To support the broadening spectrum of project delivery approaches, PMI is offering A Guide to the …
book
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition and The Standard for Project Management (ENGLISH)
PMBOK® Guide is the go-to resource for project management practitioners. The project management profession has significantly …
book
Product Management Essentials: Tools and Techniques for Becoming an Effective Technical Product Manager
Gain all of the techniques, teachings, tools, and methodologies required to be an effective first-time product …
book
Project Management for IT-Related Projects, 3rd Edition
Ideal for IT practitioners with project management responsibility, this book explains the principles of IT-related project …