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Managing Technology-Based Projects: Tools, Techniques, People and Business Processes

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

    1. Cover Page
    2. Title Page
    3. Copyright
    4. Contents
    5. Preface
    6. Chapter 1: Challenges of Managing Projects in a Technology World
      1. APPLE IPHONE 5
      2. 1.1 PROJECT MANAGEMENT IN A CHANGING WORLD: CHALLENGES AND OPPORTUNITIES
      3. 1.2 GLOBAL DIMENSIONS
      4. 1.3 PROJECT DESERVE SPECIAL ATTENTION WITHIN THE ENTERPRISE
      5. 1.4 THE UNIQUE NATURE OF TECHNOLOGY PROJECTS
      6. 1.5 EVOLUTION AND GROWTH OF PROJECT MANAGEMENT AND TECHNOLOGY
      7. 1.6 WHERE ARE WE HEADING?
      8. 1.7 KEY POINTS, LESSONS, AND CONCLUSIONS
      9. 1.8 QUESTIONS FOR DISCUSSION AND EXERCISES
      10. 1.9 PMBOK® REFERENCES AND CONNECTIONS
      11. INTERNET LINKS AND RESOURCES
      12. REFERENCES AND ADDITIONAL READINGS
    7. Chapter 2: Contemporary Project Management: Concepts and Principles
      1. AMAZON
      2. 2.1 THE BIG PICTURE: THE ART OF MANAGING PROJECTS
      3. 2.2 PROJECT MANAGEMENT DEFINED
      4. 2.3 THE PROJECT LIFE CYCLE (PLC)
      5. 2.4 PROGRAMS, PROJECTS, TASKS, AND COMMITTEES
      6. 2.5 THE ROLE OF THE PROJECT MANAGER
      7. 2.6 CLASSIFICATION OF PROJECTS
      8. 2.7 PROJECT MANAGEMENT STANDARDS AND GUIDELINES
      9. 2.8 KEY POINTS, LESSONS, AND CONCLUSIONS
      10. 2.9 QUESTIONS FOR DISCUSSION AND EXERCISES
      11. 2.10 PMBOK® REFERENCES AND CONNECTIONS
      12. INTERNET LINKS AND RESOURCES
      13. REFERENCES AND ADDITIONAL READINGS
    8. Chapter 3: The Effective Project Manager: Skills, Values and Agility
      1. PROJECT MANAGEMENT SKILLS EMPHASIZED IN PMI'S ANNUAL REPORT
      2. 3.1 PROJECT-BASED ORGANIZATIONAL CULTURES AND VALUES
      3. 3.2 MEASURING MANAGERIAL PERFORMANCE
      4. 3.3 SKILL REQUIREMENTS FOR MANAGING TECHNOLOGY PROJECTS
      5. 3.4 HOW LEARNABLE ARE THESE SKILLS?
      6. 3.5 TRANSITIONING FROM INDIVIDUAL CONTRIBUTOR TO PROJECT MANAGEMENT
      7. 3.6 IMPLICATIONS FOR SENIOR MANAGEMENT
      8. 3.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
      9. 3.8 QUESTIONS FOR DISCUSSION
      10. 3.9 PMBOK® REFERENCES AND CONNECTIONS
      11. INTERNET LINKS AND RESOURCES
      12. REFERENCES AND ADDITIONAL READINGS
    9. Chapter 4: Aligning Projects with the Enterprise
      1. SUMMER OLYMPICS, 2016 IN RIO.
      2. 4.1 MAKING THE CASE FOR ENTERPRISE PROJECT MANAGEMENT
      3. 4.2 CONNECTING WITH THE EXISTING STRATEGY FRAMEWORK
      4. 4.3 PROJECT PORTFOLIO MANAGEMENT (PPM)
      5. 4.4 STRATEGIC PROJECT LEADERSHIP
      6. 4.5 WHERE ARE WE HEADING?
      7. 4.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
      8. 4.7 QUESTIONS FOR DISCUSSION
      9. 4.8 PMBOK® REFERENCES AND CONNECTIONS
      10. INTERNET LINKS AND RESOURCES
      11. REFERENCES AND ADDITIONAL READINGS
    10. Chapter 5: Understanding Project Organizations
      1. GENERAL MOTORS, SHANGHAI
      2. 5.1 TODAY'S BUSINESS PROCESSES REQUIRE FLEXIBILITY, SPEED, AND EFFICIENCY
      3. 5.2 WHY DO WE NEED TO ORGANIZE DIFFERENTLY TO MANAGE PROJECTS?
      4. 5.3 ORGANIZATIONAL LAYERS AND SUBSYSTEMS
      5. 5.4 ORGANIZATIONAL DESIGNS FOR PROJECT MANAGEMENT
      6. 5.5 MANAGERIAL PERSPECTIVE
      7. 5.6 BUILDING THE PROJECT ORGANIZATION
      8. 5.7 WORKING EFFECTIVELY IN RESOURCE-SHARED ENVIRONMENTS
      9. 5.8 SUMMARY OF KEY POINTS AND CONCLUSIONS
      10. 5.9 QUESTIONS FOR DISCUSSIONS AND EXERCISES
      11. 5.10 PMBOK® REFERENCES AND CONNECTIONS
      12. INTERNET LINKS AND RESOURCES
      13. REFERENCES AND ADDITIONAL READINGS
    11. Chapter 6: The Project Management Office
      1. IBM WINS PMO OF THE YEAR AWARD
      2. 6.1 MANAGEMENT PERSPECTIVE
      3. 6.2 PMO CONCEPT AND FUNCTIONALITY
      4. 6.3 REASON FOR ESTABLISHING A PROJECT MANAGEMENT OFFICE (PMO)
      5. 6.4 ESTABLISHING A PROJECT MANAGEMENT OFFICE
      6. 6.5 A FINAL NOTE
      7. 6.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
      8. 6.7 QUESTIONS FOR DISCUSSION
      9. 6.8 PMBOK® REFERENCES AND CONNECTIONS
      10. INTERNET LINKS AND RESOURCES
      11. REFERENCES AND ADDITIONAL READINGS
    12. Chapter 7: Project Evaluation and Selection
      1. MULTIPLE PROJECT SELECTION AT DIRECTV
      2. 7.1 MANAGEMENT PERSPECTIVE
      3. 7.2 QUANTITATIVE APPROACHES TO PROJECT EVALUATION AND SELECTION
      4. 7.3 QUALITATIVE APPROACHES TO PROJECT EVALUATION AND SELECTION
      5. 7.4 RECOMMENDATIONS FOR EFFECTIVE PROJECT EVALUATION AND SELECTION
      6. 7.5 CONCLUDING REMARKS
      7. 7.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
      8. 7.7 QUESTIONS FOR DISCUSSION AND EXERCISES
      9. 7.8 PMBOK® REFERENCES AND CONNECTIONS
      10. INTERNET LINKS AND RESOURCES
      11. REFERENCES
      12. 7.9 APPENDIX: SUMMARY DESCRIPTION OF TERMS, VARIABLES, AND ABBREVIATIONS USED IN THIS CHAPTER
    13. Chapter 8: Setting Up an Effective Planning and Control Cycle
      1. PROJECT MANAGEMENT FOR NASA
      2. 8.1 PLANNING THE CORNERSTONE TO EFFECTIVE PROJECT MANAGEMENT
      3. 8.2 AN INTEGRATED APPROACH TO PROJECT PLANNING
      4. 8.3 MANAGING THE PLANNING PROCESS
      5. 8.4 SUMMARY OF KEY POINTS AND CONCLUSIONS
      6. 8.5 QUESTIONS FOR DISCUSSION AND EXERCISES
      7. 8.6 PMBOK® REFERENCES AND CONNECTIONS
      8. INTERNET LINKS AND RESOURCES
      9. REFERENCES AND ADDITIONAL READINGS
    14. Chapter 9: The Tools for Integrated Project Planning and Control
      1. 2012 LONDON SUMMER OLYMPICS
      2. 9.1 MANAGEMENT PERSPECTIVE
      3. 9.2 THE BASIC TOOLS AND TECHNIQUES FOR PROJECT MANAGEMENT
      4. 9.3 USING PROJECT MANAGEMENT TOOLS PROPERTY
      5. 9.4 A MODEL FOR PROJECT PERFORMANCE
      6. 9.5 SUMMARY OF KEY POINTS AND CONCLUSIONS
      7. 9.6 QUESTIONS FOR DISCUSSION
      8. 9.7 PMBOK® REFERENCES AND CONNECTIONS
      9. INTERNET LINKS AND RESOURCES
      10. REFERENCES AND ADDITIONAL READINGS
    15. Chapter 10: Defining the Project
      1. CHEVROLET VOLT ELECTRIC CARS DEVELOPMENT
      2. 10.1 THE NEED FOR A CLEAR PLAN
      3. 10.2 BUILDING THE PROJECT PLAN
      4. 10.3 A LIFE CYCLE APPROACH TO PROJECT PLANNING
      5. 10.4 SUMMARY OF KEY POINTS AND CONCLUSIONS
      6. 10.5 QUESTIONS FOR DISCUSSION AND EXERCISES
      7. 10.6 PMBOK® GUIDE REFERENCES AND CONNECTIONS
      8. INTERNET LINKS AND RESOURCES
      9. REFERENCES AND ADDITIONAL READINGS
    16. Chapter 11: Resource Estimating and Budgeting
      1. AT GOOGLE, TECHNOLOGY PROJECTS ARE DONE ON A RAPID SCHEDULE.
      2. 11.1 WHY WE NEED BUDGETS
      3. 11.2 COST ESTIMATING METHODS
      4. 11.3 WHERE TO BEGIN?
      5. 11.4 COST ESTIMATING AND BUDGETING PHILOSOPHY
      6. 11.5 SUMMARY OF KEY POINTS AND CONCLUSIONS
      7. 11.6 QUESTIONS FOR DISCUSSION AND EXERCISES
      8. 11.7 PMBOK® GUIDE REFERENCES AND CONNECTIONS
      9. INTERNET LINKS AND RESOURCES
      10. REFERENCES AND ADDITIONAL READINGS
    17. Chapter 12: Monitoring and Controlling Technology-Intensive Projects
      1. PRAIRIE WATERS PROJECT WINS PMI'S PROJECT OF THE YEAR AWARD
      2. 12.1 THE CHALLENGES OF MANAGERIAL CONTROL
      3. 12.2 WHAT WE KNOW ABOUT MANAGERIAL CONTROL OF COMPLEX PROJECTS
      4. 12.3 WHAT DO WE WANT TO CONTROL?
      5. 12.4 AVAILABLE TOOLS AND TECHNIQUES
      6. 12.5 RECOMMENDATIONS FOR USING PROJECT CONTROLS EFFECTIVELY
      7. 12.6 CONCLUSION
      8. 12.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
      9. 12.8 QUESTIONS FOR DISCUSSION
      10. 12.9 PMBOK® REFERENCES AND CONNECTIONS
      11. INTERNET LINKS AND RESOURCES
      12. REFERENCES AND ADDITIONAL READINGS
      13. 12.10 APPENDIX: MANAGEMENT TECHNIQUES FOR PROJECT CONTROL
    18. Chapter 13: Concurrent Engineering and Other Project Management Systems
      1. THE PENTAGON RECONSTRUCTION PROJECT
      2. 13.1 THE NEED FOR EFFECTIVE PROJECT MANAGEMENT PROCESSES
      3. 13.2 A SPECTRUM OF CONTEMPORARY MANAGEMENT SYSTEMS
      4. 13.3 CRITERIA FOR SUCCESS
      5. 13.4 DEFINING THE MANAGEMENT PROCESS—A TEAM-BASED EFFORT
      6. 13.5 UNDERSTANDING THE CHALLENGES
      7. 13.6 UNDERSTANDING ORGANIZATIONAL LINKAGES AND BENEFITS
      8. 13.7 RECOMMENDATIONS FOR SETTING UP AND MANAGING CONTEMPORARY SYSTEMS
      9. 13.8 CONCLUSION
      10. 13.9 SUMMARY OF KEY POINTS AND CONCLUSIONS
      11. 13.10 QUESTIONS FOR DISCUSSION
      12. 13.11 PMBOK® REFERENCES AND CONNECTIONS
      13. INTERNET LINKS AND RESOURCES
      14. REFERENCES AND ADDITIONAL READINGS
    19. Chapter 14: Managing Risk and Uncertainty
      1. RISK-TAKING IN NEW PRODUCT DEVELOPMENTS IS PART OF STAYING COMPETITIVE AT INTEL
      2. 14.1 THE ROLE OF UNCERTAINTY IN MANAGING PROJECTS
      3. 14.2 WHAT WE KNOW ABOUT RISK MANAGEMENT
      4. 14.3 KEY VARIABLES AFFECTING RISK MANAGEMENT
      5. 14.4 A SIMPLE RISK-IMPACT MODEL
      6. 14.5 HOW DO RISKS AFFECT PROJECT PERFORMANCE?
      7. 14.6 MANAGING RISKS IN PROJECTS: LESSONS FROM THE FIELD
      8. 14.7 CRITERIA FOR EFFECTIVE RISK MANAGEMENT
      9. 14.8 A FINAL NOTE
      10. 14.9 SUMMARY OF KEY POINTS AND CONCLUSIONS
      11. 14.10 QUESTIONS FOR DISCUSSION
      12. 14.11 PMBOK® REFERENCES AND CONNECTIONS
      13. INTERNET LINKS AND RESOURCES
      14. REFERENCES AND ADDITIONAL READINGS
    20. Chapter 15: Managing by Commitment and Collaboration
      1. WIND ENERGY RESEARCH
      2. 15.1 THE CRITICAL ROLE OF COMMITMENT AND COLLABORATION
      3. 15.2 WHAT DO WE KNOW ABOUT COLLABORATION AND COMMITMENT?
      4. 15.3 DRIVERS AND BARRIERS TO COLLABORATION AND COMMITMENT
      5. 15.4 MANAGING BY COMMITMENT
      6. 15.5 CONCLUSION
      7. 15.6 SUMMARY OF KEY POINTS AND CONCLUSIONS
      8. 15.7 CRITICAL THINKING: QUESTIONS FOR DISCUSSION
      9. 15.8 PMBOK® REFERENCES AND CONNECTIONS
      10. INTERNET LINKS AND RESOURCES
      11. REFERENCES AND ADDITIONAL READINGS
      12. 15.9 APPENDIX: FIELD RESEARCH SUMMARY ON COMMITMENT
    21. Chapter 16: Managing People and Interfaces
      1. AT GE, MANAGEMENT PHILOSOPHY FOCUSES ON PEOPLE
      2. 16.1 CHANGING ROLES AND CHALLENGES OF MANAGERIAL LEADERSHIP
      3. 16.2 WHAT DRIVES PERFORMANCE IN TECHNOLOGY-BASED TEAMS
      4. 16.3 HOW TO MOTIVATE AND INSPIRE
      5. 16.4 THE POWER PROFILE OF PROJECT MANAGERS
      6. 16.5 CRITERIA AND RECOMMENDATIONS FOR WORKING EFFECTIVELY WITH PEOPLE ON PROJECTS
      7. 16.6 CONCLUDING REMARKS
      8. 16.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
      9. 16.8 QUESTIONS FOR DISCUSSION
      10. 16.9 PMBOK® REFERENCES AND CONNECTIONS
      11. INTERNET LINKS AND RESOURCES
      12. REFERENCES AND ADDITIONAL READINGS
    22. Chapter 17: Managing Conflict in Project Organizations
      1. SUN TZU—THE ANCIENT ART OF LEADERSHIP: MAKING CONFLICT UNNECESSARY
      2. 17.1 CONFLICT—GOOD, BAD, AND INEVITABLE
      3. 17.2 CATEGORIZING CONFLICT IN ORGANIZATIONS
      4. 17.3 HOW TO ANTICIPATE ISSUES
      5. 17.4 CONFLICT IN THE PROJECT LIFE CYCLE
      6. 17.5 HOW TO DEAL WITH CONFLICT
      7. 17.6 CRITERIA FOR MANAGING CONFLICT IN PROJECTS EFFECTIVELY
      8. 17.7 SUMMARY OF KEY POINTS AND CONCLUSIONS
      9. 17.8 QUESTIONS FOR DISCUSSION AND EXERCISES
      10. 17.9 PMBOK® REFERENCES AND CONNECTIONS
      11. INTERNET LINKS AND RESOURCES
      12. REFERENCES AND ADDITIONAL READINGS
    23. Chapter 18: Leading Technology Teams
      1. BOEING 787 DREAMLINER
      2. 18.1 TEAM LEADERSHIP—CRITICAL TO PROJECT SUCCESS
      3. 18.2 MEASURING TEAM PERFORMANCE
      4. 18.3 FOSTERING CONDITIONS FOR COLLABORATION, COMMITMENT, AND SELF-CONTROL
      5. 18.4 BUILDING HIGH-PERFORMANCE TEAMS
      6. 18.5 TEAM LEADERSHIP LESSONS
      7. 18.6 GUIDELINES FOR EFFECTIVE TEAM MANAGEMENT
      8. 18.7 HOW TO MAKE IT WORK
      9. 18.8 SUMMARY OF KEY POINTS AND CONCLUSIONS
      10. 18.9 QUESTIONS FOR DISCUSSION AND EXERCISES
      11. 18.10 PMBOK® REFERENCES AND CONNECTIONS
      12. INTERNET LINKS AND RESOURCES
      13. REFERENCES AND ADDITIONAL READINGS
    24. Chapter 19: Professional Development: Training and Education
      1. DEVELOPING MANAGEMENT TALENT AT GE
      2. 19.1 PROJECT MANAGERS HAVE SPECIAL NEEDS FOR PROFESSIONAL DEVELOPMENT
      3. 19.2 LINKING KNOWLEDGE, SKILLS, AND COMPETENCY
      4. 19.3 BUILDING KNOWLEDGE, SKILLS, AND COMPETENCY
      5. 19.4 DEVELOPING PROJECT MANAGERS
      6. 19.5 PROFESSIONAL EDUCATION
      7. 19.6 PROFESSIONAL CERTIFICATION AND ACCREDITATION
      8. 19.7 CAREER OPPORTUNITIES IN PROJECT MANAGEMENT
      9. 19.8 SUMMARY OF KEY POINTS AND CONCLUSIONS
      10. 19.9 QUESTIONS FOR DISCUSSION AND EXERCISES
      11. 19.10 PMBOK® REFERENCES AND CONNECTIONS
      12. INTERNET LINKS AND RESOURCES
      13. REFERENCES AND ADDITIONAL READINGS
    25. Chapter 20: The Future of Project Management
      1. 20.1 IS THE FUTURE PREDICTABLE?
      2. 20.2 CHANGES AND TRENDS IN THE PROJECT ENVIRONMENT
      3. 20.3 WHAT DOES IT MEAN FOR THE FUTURE OF PROJECT MANAGEMENT?
      4. 20.4 SUMMARY OF KEY POINTS AND CONCLUSIONS
      5. 20.5 QUESTIONS FOR DISCUSSION AND EXERCISES
      6. INTERNET LINKS AND RESOURCES
      7. REFERENCES AND ADDITIONAL READINGS
    26. Appendix 1: Policy and Procedure Examples
      1. EXAMPLE 1: CHARTER OF PROGRAM OR PROJECT MANAGER (MATRIX ORGANIZATION)
      2. EXAMPLE 2: CHARTER OF FUNCTIONAL/RESOURCE MANAGER (MATRIX ORGANIZATION)
      3. EXAMPLE 3: POLICY FOR PROJECT MANAGEMENT (MATRIX ORGANIZATION)
      4. EXAMPLE 4: JOB DESCRIPTION FOR R&D PROJECT MANAGER
    27. Appendix 2: Professional Societies, Journals, and Conferences in Project Engineering, and Technology Management
      1. PROFESSIONAL SOCIETIES
      2. PROFESSIONAL JOURNALS
      3. PROFESSIONAL CONFERENCES
      4. CENTERS OF TECHNOLOGY MANAGEMENT AND OTHER RESOURCES
    28. Glossary
    29. Index