Managing High Technology Programs and Projects [Hardcover]

Russell D. Archibald (Author)

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Managing High Technology Programs and Projects
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Product details

Hardcover: 400 pages
Publisher: John Wiley & Sons; 2nd Edition edition (7 May 1992)
Language English
ISBN-10: 047151327X
ISBN-13: 978-0471513278
Product Dimensions: 23.6 x 15.2 x 3.3 cm
Amazon Bestsellers Rank: 1,312,926 in Books (See Top 100 in Books)

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Product Description

From the Inside Flap

From new project design and development to aerospace system development to communication, hospital, chemical, and government facility design and construction, there are as many types of programs and projects as there are theories on how to carry them out. Unifying them all is the fact that they are complex, unique efforts that cut across organizational lines and are bound by budget and time. Yet, until now, there has never been a single book to provide an approach that can be applied to all of them. Filling the long–standing need for a unified, practical, proven methodology for organizing and managing all types of complex programs and projects, Managing High–Technology Programs and Projects, Second Edition covers every aspect of its subject—from basic principles to specific details. It is concise yet comprehensive. Part I presents an Executive Guide to Project Management. Coverage includes project management in industry and government; different types of programs and projects; organizing the project management function; the integrative roles in project management; the project team and key human aspects of project management; building commitment in project teams; a strategy for overcoming barriers to effective project management; and multi–project management. Part II, Managing 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, to ensure the on–time, on–budget completion of any project. It also covers the techniques used to effectively evaluate and direct the project. Updated to include the latest methods, Managing High–Technology Programs and Projects, Second Edition is packed with forms and illustrations, as well as detailed checklists for key phases of a project. It is an invaluable reference for anyone involved in any aspect of project management.

About the Author

About the author RUSSELL D. ARCHIBALD is a principal with Integrated Project Systems, a consulting firm headquartered in Belmont, California, that specializes in process and system implementation and training in project management for high–technology corporations and agencies. From 1982 to 1991 he was President of Archibald Associates, a project and systems management consulting firm, with clients in the U.S., Canada, South America, the Far East, Europe, and Asia. An internationally recognized authority on project management with over forty years of management, engineering, consulting, and operations experience, he was also formerly Vice President of International Planning at the Bendix Corporation and worked at the World Headquarters of ITT, where he conducted special staff assignments throughout Europe and South America. Mr. Archibald is the author, with Richard L. Villoria, of Network–Based Management Systems (PERT/CPM) (Wiley). He received an MS in mechanical engineering from the University of Texas, and is an Honored Fellow of the Project Management Institute.

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First Sentence
Programs and projects are of great importance to many industrial and governmental organizations. Read the first page

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Amazon.com: 1.0 out of 5 stars (1 customer review)

7 of 8 people found the following review helpful:

1.0 out of 5 stars Pricey, promises & platitudes, 27 Dec 2003

By Reb16 "Purdue" - Published on Amazon.com

This review is from: Managing High Technology Programs and Projects (Hardcover)

For $170 with the sub-title "a complete, practical, and proven approach to managing large-scale projects with emphasis on those involving advanced technology" one should expect some significant detail regarding the salient points related to "leading edge" technology projects and some substantive "how to" advice. Sadly, the author extends this to more numerous promises in the preface but fails to deliver in the body of the work.

Part I entitled Executive Guide ... runs for an exhausting 198 pages during which the reader is advised on page 112 that "determing how much detail is needed and practical [with respect to project planning and control] has always been a fundamental problem in achieving effective project management. Chapters 5, 8, 10, and 13 discuss these topics in more detail." After reading and reading; searching and searching for the promised discussion one finds the following on page 243: "this level-by-level breakdown continues,reducing the scope, complexity and cost of each element until the proper practical level of end-item identification is reached". Wow!

The author allocates less than 6 pages to Project Selection. A topic many would deem essential in the area of high technology programs and projects. Most of the material provided within these few pages is extracted from work by Cooper, Edgett, and Kleinschmidt in Portfolio Management for New Products, 2001 and from Dye and Pennypacker in Project Portfolio Management - Selecting and Prioritizing Projects for Competitive Advantage, 1999.

Part II focuses on Managing Specific Projects from page 199 - 377; all the while devoting less than 3 pages to Theory of Constraints or Critical Chain scheduling. While there is much to be said both for and against Critical Chain, it is unclear how a book promising "a complete, practical, and proven approach ..." could handle this topic in such a cursory manner.

In short, there really is nothing new here ... at least not anywhere near $170 worth. For someone looking for a detailed review and yet basic book on project management, Kerzner's 7th edition (not the trimmed down 8th)or PMI's Guide to the Project Management Body of Knowledge, 2000 (the 2004 version may be downloaded for free in the "exposure draft" form) should be more than adequate. More senior managers will find Davdison Frame's book, Managing Projects in Organizations, 2003 more concise and cogent. Those seeking practical, business based advice regarding high technology projects will be well served by Michael McGrath's "Product Strategy for High-Technology Companies". And finally those managing projects in information technology will find IEEE's Software Engineering Body of Knowledge of substantive value.

PS ... I returned my copy of "Managing High-Technology ..." for a refund.

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