Managing Technology-Based Projects: Tools, Techniques, People, and Business Processes -- 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 -- 1.4.1 Characteristics of Technology-Intensive Projects -- 1.5 Evolution and Growth of Project Management and Technology -- 1.5.1 The Onset of Modern Project Management -- 1.5.2 Why Did It Take so Long? -- 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 -- 2.4.1 Program -- 2.4.2 Project -- 2.4.3 Task -- 2.4.4 Committees -- 2.5 The Role of the Project Manager -- 2.6 Classification of Projects -- 2.7 Project Management Standards and Guidelines -- 2.7.1 PMBOK®-Project Management Body of Knowledge® -- 2.7.2 PRINCE2®-PRojects IN Controlled Environments -- 2.7.3 ISO 21500-Guidance on Project Management -- 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 -- 3.2.1 Conventional, Traditional Approach to Measuring Project Performance -- 3.2.2 Contemporary Assessment of Project Performance -- 3.3 Skill Requirements for Managing Technology Projects -- 3.3.1 Technical or Job-Specific Skills -- 3.3.2 Operational and Administrative Skills -- 3.3.3 People Skills and Leadership -- 3.3.4 Strategic/Business Skills -- 3.3.5 The Project Managers Skills Inventory -- 3.4 How Learnable Are These Skills? -- 3.5 Transitioning from Individual Contributor to Project Management -- 3.5.1 Managerial Aptitude Testing -- 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 -- 4.1.1 Definition -- 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 -- 5.3.1 Institutional Framework -- 5.3.2 Functional System -- 5.3.3 Operational Area -- 5.4 Organizational Designs for Project Management -- 5.4.1 Organizational Choices -- 5.4.2 The Functional Organization -- 5.4.3 The Projectized Organization -- 5.4.4 The Matrix Organization.

5.4.5 Real-World Variations and Hybrids -- 5.5 Managerial Perspective -- 5.5.1 Understanding the Working Environment -- 5.5.2 How to Define Organizational Structure and Environment -- 5.6 Building the Project Organization -- 5.6.1 Key Roles and Responsibilities -- 5.6.2 Organizing the Project Team -- 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 -- 6.2.1 What's in the Name of PMO? -- 6.2.2 PMO Definition -- 6.2.3 Level of Project Management Support and Service -- 6.2.4 Target Area of Support and Organizational Reach -- 6.2.5 Services Provided -- 6.3 Reason for Establishing a Project Management Office (PMO) -- 6.3.1 Voices from the Field -- 6.3.2 Four Drivers for Establishing a PMO -- 6.3.3 Management Concerns -- 6.4 Establishing a Project Management Office -- 6.4.1 Charter -- 6.4.2 Implementation Plan -- 6.4.3 Sponsorship and Senior Management Support -- 6.4.4 Functional Development -- 6.4.5 Operating Budget -- 6.4.6 Performance Measures -- 6.4.7 Pilot Operation -- 6.4.8 Continuous Improvement -- 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 -- 7.2.1 Net Present Value (NPV) Comparison -- 7.2.2 Present Worth, PW -- 7.2.3 Net Present Value, NPV.

7.2.4 Return on Investment (ROI) Comparison -- 7.2.5 Cost-Benefit (CB) -- 7.2.6 Payback Period (PBP) Comparison -- 7.2.7 Pacifico and Sobelman Project Ratings -- 7.2.8 Going Beyond Simple Formulas -- 7.3 Qualitative Approaches to Project Evaluation and Selection -- 7.3.1 Collective, Multifunctional Evaluations -- 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 -- 7.9.1 Terms -- 7.9.2 Variables and Abbreviations -- Chapter 8: Setting Up an Effective Planning and Control Cycle -- Project Management for NASA -- 8.1 Planning the Cornerstone to Effective Project Management -- 8.1.1 The Importance of Project Planning -- 8.1.2 The Quandaries of Project Planning -- 8.1.3 Climbing out of the Quandaries -- 8.1.4 Gaining Support and Commitment -- 8.1.5 Concerns and Issues -- 8.2 An Integrated Approach to Project Planning -- 8.2.1 Integrating Project Performance, Schedule, and Cost Variables -- 8.2.2 The Dynamics of 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 -- 9.1.1 Expanding Tools Respond to New Management Challenges -- 9.1.2 One Size Doesn't Fit All -- 9.1.3 Quality and Effectiveness -- 9.2 The Basic Tools and Techniques for Project Management -- 9.2.1 Scope Management Tools -- 9.2.2 Time Management Tools.

9.2.3 Resource Management Tools -- 9.2.4 Tools for Managing People and Organizations -- 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 -- 10.2.1 The Four-Phase Planning Process -- 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 Doneon a Rapid Schedule -- 11.1 Why We Need Budgets -- 11.1.1 The Role of Cost Estimates -- 11.2 Cost Estimating Methods -- 11.2.1 A Variety of Estimating Methods for Different Situations -- 11.3 Where to Begin? -- 11.3.1 Project Budgeting Step-by-Step -- 11.4 Cost Estimating and Budgeting Philosophy -- 11.4.1 Who Should Perform the Estimate? -- 11.4.2 The Role of Computers -- 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 -- 12.1.1 Defining Project Control -- 12.1.2 Why Is Control so Difficult? -- 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.

12.4.1 Popularity and Value of Project Control Techniques.