Managing Technology-Based Projects E-Book

Hans J. Thamhain

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 895

Veröffentlichungsjahr: 2014

Beschreibung

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.

Leseprobe

Contents

Preface

Chapter 1: Challenges of Managing Projects in a Technology World

Apple iPhone

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 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 Remark

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

20.1 Is the Future Predictable?

20.2 Changes and Trends in the Project Environment

20.3 What Does It Mean for the Future of Project Management?

20.4 Summary of Key Points and Conclusions

20.5 Questions for Discussion and Exercises

Internet Links and Resources

References and Additional Readings

Appendix 1: Policy and Procedure Examples

Appendix 2: Professional Societies, Journals, and Conferences in Project Engineering, and Technology Management

Glossary

Index

End User License Agreement

List of Illustrations

Figure 1.1 Business subsystems unique to technology-intensive project management

Figure 2.1 Quadruple constraint

Figure 2.2 Generalized project life cycle

Figure 2.3 Resource commitment and control over outcome

Figure 2.4 Hierarchy of programs, projects, tasks, and committees

Figure 2.5 The Diamond Model (illustrated for a new car project)

Figure 3.1 Relative importance of project performance measures, short and long term

Figure 3.2 Skill requirements change with project management level and complexity

Figure 4.1 Linkages between strategic and operational subsystem

Figure 5.1 Three principal organizational layers

Figure 5.2 Two organizational axes: projects and functional resources

Figure 5.3 The organizational continuum, hierarchal to fishnet

Figure 5.4

Figure 6.1 Scope of PMO charter

Figure 8.1 Three dimensions and multivariables of integrated project planning system

Figure 8.2 Iterations within the project planning process

Figure 8.3 Project/program management directions linked to WBS, the backbone of project information

Figure 9.1 Work breakdown structure (WBS) for a laptop computer development project

Figure 9.2 Task Authorization Form

Figure 9.3 Bar graph schedule (Gantt chart) for laptop computer development project

Figure 9.4 Network diagram for laptop development project similar to the WBS in Figure 9.1 and the schedule in Figure 9.3

Figure 9.5 Expenditure profile of sample project

Figure 9.6 N-Square chart identifying project interface responsibilities

Figure 9.7 Influence on project performance

Figure 10.1 Project planning an integrated part of the

Process Groups

within the project life cycle

Figure 13.1 Graphical presentation of concurrent execution of project phases

Figure 13.2 Quality function deployment (QFD) matrix, a tool for defining interfaces

Figure 14.1 Dimensions of risk management

Figure 14.2 Model of risk impact on project performance

Figure 14.3 Risk classes, frequency and impact on project performance

Figure 16.1 Influences affecting work group characteristics and performance in Technology-Intensive Organizations

Figure 16.2 The inducement-induction model of motivation

Figure 16.3 The Pygmalion effect, relating strength of motivation to probability of success

Figure 16.4 Common bases of managerial influence

Figure 16.5 Situational effectiveness of environmental factors on motivation and managerial power

Figure 17.1 Sources of conflict perceived by project managers

Figure 17.2 Relative conflict intensity over the project life cycle [c]

Figure 17.3 Most and least important modes of conflict resolution (project managers’ perception)

Figure 19.1 Linkage between knowledge, skills, and competency

List of Tables

Table 1.1 Evolution of Project Management

Table 3.1 Project Management Skills Inventory

Table 3.2 Questionnaire for Project Management Aptitude Testing (for individual self-testing only)

Table 4.1 Comparison of Traditional Project Management and Strategic Project Leadership Approaches

Table 5.1 Characteristics of Functional Organizations

Table 5.2 Characteristics of Projectized Organizations

Table 5.3 Characteristics of Matrix Organizations

Table 5.4 Project Management Positions and Responsibilities

Table 6.1 Typical Services Provided by PMOs

Table 7.1 Description of Four Project Proposals

Table 7.2 Cash Flow of Four Project Options or Proposals

Table 7.3 Advantages and Limitations of Quantitative Project Evaluation

Table 9.1 Popular Project Management Tools Across Application Areas and Project Life Cycle

Table 9.2 WBS Index Based on the Breakdown shown in Figure 9.1

Table 9.3 A Modular Schedule Format

Table 9.4 Summary of PERT Calculations for PERT/CPM Example

Table 9.5 Formulas used in PERT Analysis

Table 9.6 Project Budget Example Summarizing Level-1 of the Laptop Project shown on the WBS of Figure 9.1

Table 9.7 Summary Data for Earned Value Calculations

Table 9.8 EVM Variables Defined

Table 9.9 Segment of Task Matrix Based on Work Breakdown Structure (WBS, Figure 1)

Table 9.10 Task Roster (Based on Laptop Example)

Table 10.1 Scope of Preliminary Project Analysis: Objectives and Results

Table 10.2 Components of the Project Plan

Table 11.1 Classification of Cost-Estimating Methods

Table 12.1 Primary Reasons for Poor Project Performance or Failure

Table 12.2 Management Techniques: Popularity, Skill Level, and Value

Table 15.1 Drivers toward Commitment

Table 15.2 Descriptive Statistics and Correlation of Project-Related Variables and Commitment

Table 15.3 Descriptive Statistics and Correlation of Team-Related Variables and Commitment

Table 15.4 Descriptive Statistics and Correlation of Team-Leader-Related Variables and Commitment

Table 15.5 Descriptive Statistics and Correlation of Leadership Style Variables and Commitment

Table 15.6 Descriptive Statistics and Correlation of Team Benefit-Related Variables and Commitment

Table 17.1 Five General Modes for Handling Conflict

Pages

iii

iv

xiii

xiv

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

54

55

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

71

72

73

74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

91

92

93

94

95

96

97

98

99

100

101

102

103

104

105

106

107

108

109

110

111

112

113

114

115

116

117

118

119

120

121

122

123

124

125

126

127

128

129

130

131

132

133

134

135

136

137

138

139

140

141

142

143

144

145

146

147

148

149

150

151

152

153

154

155

156

157

158

159

160

161

162

163

164

165

166

167

168

169

170

171

172

173

174

175

176

177

178

179

180

181

182

183

184

185

186

187

188

189

190

191

192

193

194

195

196

197

198

199

200

201

202

203

204

205

206

207

208

209

210

211

212

213

214

215

216

217

218

219

220

221

222

223

224

225

226

227

228

229

230

231

232

233

234

235

236

237

238

239

240

241

242

243

244

245

246

247

248

249

250

251

252

253

254

255

256

257

258

259

260

261

262

263

264

265

266

267

268

269

270

271

272

273

274

275

276

277

278

279

280

281

282

283

284

285

286

287

288

289

290

291

292

293

294

295

296

297

298

299

300

301

302

303

304

305

306

307

308

309

310

311

312

313

314

315

316

317

318

319

320

321

322

323

324

325

326

327

328

329

330

331

332

333

334

335

336

337

338

339

340

341

342

343

344

345

346

347

348

349

350

351

352

353

354

355

356

357

358

359

360

361

362

363

364

365

366

367

368

369

370

371

372

373

374

375

376

377

378

379

380

381

382

383

384

385

386

387

388

389

390

391

392

393

394

395

396

397

398

399

400

401

402

403

404

405

406

407

408

409

410

411

412

413

414

415

416

417

418

419

420

421

422

423

424

425

426

427

428

429

430

431

432

433

434

435

436

437

438

439

440

441

442

443

444

445

446

447

448

449

450

451

452

453

454

455

456

457

458

459

460

461

462

463

464

465

466

467

468

469

470

471

472

473

474

475

476

477

478

479

480

481

482

483

484

485

486

487

488

489

490

491

492

493

494

495

496

497

498

499

500

501

502

503

504

505

506

507

508

509

510

511

512

513

514

Guide

Cover

Table of Contents

Begin Reading

MANAGING TECHNOLOGY-BASED PROJECTS

Tools, Techniques, People, and Business Processes

Hans J. Thamhain

Cover image: Wind Farm © iStockphoto/Estate of Stephen Laurence Strathdee

Display Charts © iStockphoto/Nikada

Computer Chip © iStockphoto/alengoGlobe World Map © iStockphoto/ziggymaj

Cover design: David Riedy

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.

For general information about our other products and services, please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication data is available up on request.

ISBN 978-0-470-40254-2

Preface

Project management has evolved into a powerful system, used by virtually every enterprise to advance its business and to gain competitive advantage. Although project management has been practiced for thousands of years, only during the past few decades have we begun to understand what drives project performance and what can be done to link the project management system with the enterprise and its business strategy. Yet, on the operational side, many organizations have reached a maturity level that facilitates predictable execution of highly complex projects. Success is no longer random. It is driven by carefully designed and continuously improved project management systems and skill sets that pay attention to both the work process and the human side of project management.