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Managing High-Technology Programs and Projects / Edition 3

Managing High-Technology Programs and Projects / Edition 3

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by Russell D. Archibald

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ISBN-10: 0471265578

ISBN-13: 9780471265573

Pub. Date: 03/13/2003

Publisher: Wiley

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


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 checklists 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 close-out, 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.

This better-than-ever resource has been completely revised and includes entirely new chapters to highlight all the changes that the practice of project management has undergone in recent years, including:

  • The advent of the Internet and the improvement in management capabilities and performance it has brought
  • Linking strategic growth management of the organization with project management through the project portfolio management process
  • All new and improved project management methods and tools and effective ways to implement them
  • The growing importance of the project management function within organizations
  • Recognition that projects must be managed on an integrated life-cycle basis from concept through all their phases to post-completion
  • More powerful project management software applications
  • Wider use of formalized risk analysis and tracking methods

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.

Product Details

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6.14(w) x 9.21(h) x 1.00(d)

Table of Contents

Part IExecutive Guide to Program and Project Management1
1Executive Overview of Project Management3
1.1Importance of Effective Project Management3
1.2Projects: Vehicles for Strategic Growth7
1.3Strategic Project Portfolio Management11
1.4Inventory of Projects: The Project Register16
1.5The Organization's Project Management Process17
1.6Triad of Project Management Concepts19
1.7Challenges Posed by the Internet21
What CEOs Must Demand23
2Programs and Projects25
2.1Programs, Projects, and Tasks25
2.2What Projects Are26
2.3Project Categories34
2.4Classifying Projects within a Category35
2.5Life Cycles for High-Technology Projects38
2.6Project Environment49
CEO Demands: Programs and Projects53
3Improving Project Management Capabilities54
3.1Benefits and Costs of Systematic Project Management54
3.2Formalized Bodies of Knowledge in Project Management60
3.3Project Management Maturity Models62
3.4Recommended Improvement Approach66
3.5Improving the Project Life-Cycle Management System (PLCMS)73
3.6Overcoming the Barriers to Project Management75
CEO Demands: Project Management Improvement81
4Integrative Roles in Project Management82
4.1Key Integrative Roles and Their Purposes82
4.2Responsibilities and Authority of the Integrative Roles84
4.3General Manager86
4.4Project Portfolio Steering Group87
4.5Project Sponsors87
4.6Manager of Project Management89
4.7Project, Program, and Multiproject Managers90
4.8Functional Managers, Functional Project Leaders, and Work Package Leaders92
4.9Alternate Ways of Filling the Project Manager Role95
4.10Characteristics, Sources, and Selection of Project Managers99
4.11Career Development in Project Management103
CEO Demands: Integrative Project Management Roles105
5Integrative and Predictive Project Planning and Control107
5.1Requirement for Integrative Predictive Planning and Control107
5.2Project Management Information Systems109
5.3Computer-Supported Project Management Information Systems (PMIS)111
5.4Selection and Implementation of Project Management Software Applications119
5.5Project Planning and Control and PMIS124
CEO Demands: Integrative and Predictive Project Planning and Control (PP&C)126
6Project Team and Key Human Aspects of Project Management128
6.1The Project Team Concept129
6.2Effective Teamwork129
6.3Conflicts and Their Resolution135
6.4Framework for Project Team Development137
6.5Building Commitment in Project Teams139
CEO Demands: Project Teams144
7Organizing the Project Management Function and Office145
7.1Organizational Alternatives for Project Management146
7.2Reporting Relationships of Project Managers148
7.3Project Management Office149
7.4Staffing Projects: The Project Office and Project Team156
7.5Product and Project Support Services161
7.6Charting Organizational Relationships and Responsibilities165
CEO Demands: Organizing the PMO and the PM Function172
8Managing Project Portfolios, Programs, and Multiple Projects173
8.1Managing Project Portfolios174
8.2Project Selection179
8.3Establishing and Controlling Project Priorities184
8.4Managing Multiproject Programs187
8.5Managing Multiple Projects188
8.6Resource Management for Projects191
8.7Multiproject Operations Planning and Control192
CEO Demands: Project Portfolio, Program, and Multiproject Management198
Part IIManaging Specific Projects199
9Organizing the Individual Project Office and Project Team201
9.1Functions of the Project Office and Project Team201
9.2Project Manager Duties207
9.3Functional Project Leader Duties211
9.4Project Engineer Duties212
9.5Contract Administrator Duties216
9.6Project Controller Duties219
9.7Project Accountant Duties222
9.8Manufacturing Coordinator Duties223
9.9Field Project Manager Duties224
10Planning and Initiating Projects226
10.1Project Manager's Planning and Control Responsibilities226
10.2Project Planning and the Project Life Cycle227
10.3Project Objectives and Scope229
10.4Formal Project Initiation231
10.5Planning and Control Functions and Tools233
10.6Planning during the Conceptual, Proposal, or Pre-Investment Phases233
10.7Defining the Project and Its Specific Tasks: The Project/Work Breakdown Structure240
10.8Definition of Tasks (Work Control Packages)251
10.9Task/Responsibility Matrix253
10.10Interface and Milestone Event Identification255
10.11Project Master Schedule and the Schedule Hierarchy256
10.12The PERT/CPM/PDM Project Level Network Plan259
10.13Project Budget and Resource Plans262
10.14Task Schedules and Budgets266
10.15Integrated, Detailed Task Level PERT/CPM/PDM Project Network Plan and Schedule272
10.16Resource-Constrained Planning, Scheduling, and Control273
10.17Project File279
10.18Summary of Project Planning Steps279
11Project Team Planning and Project Start-Up280
11.1Need for Collaborative Project Team Planning281
11.2Project Start-Up Workshops and the Project Team Planning Process283
11.3Project Start-Up Workshops in the Telecommunications Industry--A Case Study290
11.4Benefits and Limitations of Project Team Planning299
12Authorizing and Controlling the Work, Schedule, and Costs301
12.1Work Authorization and Control302
12.2Baseline Plan, Schedule, and Budget307
12.3Controlling Changes and Project Scope310
12.4Schedule Control313
12.5Cost Control317
12.6Integrated Schedule and Cost Control: The Earned Value Concept320
12.7Technical Performance Measurement325
13Project Interface Management330
13.1Why Project Interface Management330
13.2The Concept: The Project Manager as the Project Interface Manager331
13.3Project Interface Management in Action332
13.4Product and Project Interfaces333
13.5Project Interface Events335
13.6The Five Steps of Project Interface Management336
14Evaluating, Directing, and Closing Out the Project340
14.1Integrated Project Evaluation: Need and Objectives340
14.2Methods and Practices of Project Evaluation341
14.3Design Reviews and Product Planning Reviews350
14.4Project Direction350
14.5Reporting to Management and the Customer352
14.6Project Close-Out or Extension356
AppendixIntegrated Scope, Schedule, Resource, Financial, and Risk Management for Projects361

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Managing High-Technology Programs and Projects 5 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
The rapid development of technologies that enable superior program and project management has been accompanied by quality research on the impact of both the technologies and project management itself. Russ Archibald has successfully integrated the results of this research into a coherent platform for progress. The third edition is loaded with fresh new insights that reflect both the progress that has already been made and the crystal clear thinking we have come to expect from Russ Archibald. It is the most definitive formula available for success in high technology.