Managing high-technology programs and projects / Russell D. Archibald.

Format:

Book

Author/Creator:

Archibald, Russell D.

Contributor:

Alumni and Friends Memorial Book Fund.

Language:

English

Subjects (All):

Project management.

High technology.

Physical Description:

xv, 396 pages : illustrations ; 24 cm

Edition:

Third edition.

Place of Publication:

Hoboken, N.J. : John Wiley & Sons, [2003]

Summary:

An invaluable resource for project managers, Managing High-Technology Programs and Projects, Third Edition covers every aspect of project management for today's high-tech business world. It offers proven methodologies and professional guidance for managing any project or program from start to finish. Completely updated, revised, and improved to keep up with the changing world of project management, it covers all the new technologies and methodologies project managers rely on for success. A totally revised and updated new edition of the bestselling project management resource, Managing High-Technology Programs and Projects, Third Edition includes the latest information on the most important issues within the project management field. Seasoned project manager Russell Archibald offers a unified, practical, and proven methodology for organizing and managing all types of complex programs and projects. Archibald covers every aspect of project management -- from basic principles to specific details.

Part I offers a guide to program and project management that informs senior executives and project managers about the overarching principles and practices that directly affect their responsibilities and performance. It discusses different types of programs and projects and how to organize the project management function and the project management office (PMO). In addition, Part I presents comprehensive information on team building and other human aspects of project management and offers strategies for overcoming barriers to success. Part I also includes check-lists that are designed to help senior executives achieve continued improvement and development of their organizations' project management capabilities. Part II covers specific projects, discusses how to organize project offices and teams, and explains every element in the required planning and control system. From start-up to closeout, readers will learn everything they need to know to ensure the on-time, on-budget completion of any project. It also covers all the techniques used to effectively evaluate and direct the project. Managing High-Technology Programs and Projects, Third Edition is the definitive book on managing high-tech initiatives. It presents a comprehensive look at the business of project management and offers special emphasis on those vital projects involving advanced technology.

Contents:

Part I Executive Guide to Program and Project Management 1

1.1 Importance of Effective Project Management 3

1.2 Projects: Vehicles for Strategic Growth 7

1.3 Strategic Project Portfolio Management 11

1.4 Inventory of Projects: The Project Register 16

1.5 The Organization's Project Management Process 17

1.6 Triad of Project Management Concepts 19

1.7 Challenges Posed by the Internet 21

What CEOs Must Demand 23

2.1 Programs, Projects, and Tasks 25

2.3 Project Categories 34

2.4 Classifying Projects within a Category 35

2.5 Life Cycles for High-Technology Projects 38

2.6 Project Environment 49

3 Improving Project Management Capabilities 54

3.1 Benefits and Costs of Systematic Project Management 54

3.2 Formalized Bodies of Knowledge in Project Management 60

3.3 Project Management Maturity Models 62

3.4 Recommended Improvement Approach 66

3.5 Improving the Project Life-Cycle Management System (PLCMS) 73

3.6 Overcoming the Barriers to Project Management 75

4 Integrative Roles in Project Management 82

4.2 Responsibilities and Authority of the Integrative Roles 84

4.3 General Manager 86

4.4 Project Portfolio Steering Group 87

4.5 Project Sponsors 87

4.6 Manager of Project Management 89

4.7 Project, Program, and Multiproject Managers 90

4.8 Functional Managers, Functional Project Leaders, and Work Package Leaders 92

4.9 Alternate Ways of Filling the Project Manager Role 95

4.10 Characteristics, Sources, and Selection of Project Managers 99

4.11 Career Development in Project Management 103

5 Integrative and Predictive Project Planning and Control 107

5.2 Project Management Information Systems 109

5.3 Computer-Supported Project Management Information Systems (PMIS) 111

5.4 Selection and Implementation of Project Management Software Applications 119

5.5 Project Planning and Control and PMIS 124

6 Project Team and Key Human Aspects of Project Management 128

6.2 Effective Teamwork 129

6.3 Conflicts and Their Resolution 135

6.4 Framework for Project Team Development 137

6.5 Building Commitment in Project Teams 139

7 Organizing the Project Management Function and Office 145

7.1 Organizational Alternatives for Project Management 146

7.2 Reporting Relationships of Project Managers 148

7.3 Project Management Office 149

7.4 Staffing Projects: The Project Office and Project Team 156

7.5 Product and Project Support Services 161

7.6 Charting Organizational Relationships and Responsibilities 165

CEO Demands: Organizing the PMO and the PM Function 172

8 Managing Project Portfolios, Programs, and Multiple Projects 173

8.2 Project Selection 179

8.3 Establishing and Controlling Project Priorities 184

8.4 Managing Multiproject Programs 187

8.5 Managing Multiple Projects 188

8.6 Resource Management for Projects 191

8.7 Multiproject Operations Planning and Control 192

Part II Managing Specific Projects 199

9 Organizing the Individual Project Office and Project Team 201

9.2 Project Manager Duties 207

9.3 Functional Project Leader Duties 211

9.4 Project Engineer Duties 212

9.5 Contract Administrator Duties 216

9.6 Project Controller Duties 219

9.7 Project Accountant Duties 222

9.8 Manufacturing Coordinator Duties 223

9.9 Field Project Manager Duties 224

10 Planning and Initiating Projects 226

10.1 Project Manager's Planning and Control Responsibilities 226

10.2 Project Planning and the Project Life Cycle 227

10.3 Project Objectives and Scope 229

10.4 Formal Project Initiation 231

10.5 Planning and Control Functions and Tools 233

10.6 Planning during the Conceptual, Proposal, or Pre-Investment Phases 233

10.7 Defining the Project and Its Specific Tasks: The Project/Work Breakdown Structure 240

10.8 Definition of Tasks (Work Control Packages) 251

10.9 Task/Responsibility Matrix 253

10.10 Interface and Milestone Event Identification 255

10.11 Project Master Schedule and the Schedule Hierarchy 256

10.12 The PERT/CPM/PDM Project Level Network Plan 259

10.13 Project Budget and Resource Plans 262

10.14 Task Schedules and Budgets 266

10.15 Integrated, Detailed Task Level PERT/CPM/PDM Project Network Plan and Schedule 272

10.16 Resource-Constrained Planning, Scheduling, and Control 273

10.17 Project File 279

10.18 Summary of Project Planning Steps 279

11 Project Team Planning and Project Start-Up 280

11.1 Need for Collaborative Project Team Planning 281

11.2 Project Start-Up Workshops and the Project Team Planning Process 283

11.3 Project Start-Up Workshops in the Telecommunications Industry

A Case Study 290

11.4 Benefits and Limitations of Project Team Planning 299

12 Authorizing and Controlling the Work, Schedule, and Costs 301

12.1 Work Authorization and Control 302

12.2 Baseline Plan, Schedule, and Budget 307

12.3 Controlling Changes and Project Scope 310

12.4 Schedule Control 313

12.5 Cost Control 317

12.6 Integrated Schedule and Cost Control: The Earned Value Concept 320

12.7 Technical Performance Measurement 325

13 Project Interface Management 330

13.1 Why Project Interface Management 330

13.2 The Concept: The Project Manager as the Project Interface Manager 331

13.3 Project Interface Management in Action 332

13.4 Product and Project Interfaces 333

13.5 Project Interface Events 335

13.6 The Five Steps of Project Interface Management 336

14 Evaluating, Directing, and Closing Out the Project 340

14.1 Integrated Project Evaluation: Need and Objectives 340

14.2 Methods and Practices of Project Evaluation 341

14.3 Design Reviews and Product Planning Reviews 350

14.4 Project Direction 350

14.5 Reporting to Management and the Customer 352

14.6 Project Close-Out or Extension 356

Appendix Integrated Scope, Schedule, Resource, Financial, and Risk Management for Projects 361.

Notes:

Includes bibliographical references (pages 378-386) and index.

Local Notes:

Acquired for the Penn Libraries with assistance from the Alumni and Friends Memorial Book Fund.

ISBN:

0471265578

OCLC:

51242184

Online:

Publisher description