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Go to cartISBN: 9789387486959
Bind: Paperback
Year: 2018
Pages: 316
Size: 8.5 x 11 Inch
Publisher: Project Management Institute
Published in India by: Viva Books
Exclusive Distributors: Viva Books
Sales Territory: India, Pakistan, Bangladesh, Sri Lanka
In today's enterprise, technology isn't about software or hardware. It's about knowledge and competence. And it's the key to creating a sustained competitive advantage for your organization.
Dr. Robert McGrath's new book not only redefines technology but reshapes how to approach the age-old challenges of fostering innovation, growing entrepreneurship and creating value.
Described as a combination of "a master class taught by your most thought-provoking professor" and "a troubleshooting session with your most trusted mentor", this groundbreaking work uses classic economic theory from luminaries such as Adam Smith and Joseph Schumpeter to force a new perspective on the art and science of strategy and project management.
Written with practicing executives and project managers in mind, readers will discover the following:
While the material is, by its nature, complex, Dr. McGrath uses his decades of teaching experience to make the subject matter surprisingly accessible by distilling the content down into clearly called-out "remember points" and illustrating its key concepts with more than 50 figures, tables and exhibits.
Target Audience:
Practicing executives and project managers.
Contents:
List of Figures • List of Tables and Exhibits • List of Abbreviations and Acronyms • Acknowledgements • Introduction
PART I —Technological Innovation and Evolutionary Theories • Overview
Chapter 1—Entrepreneurship and Technological Innovation • Introduction • Joseph Schumpeter • Entrepreneurship • Technology and Competence • The Locus of Innovation • Schumpeter and Project Management • Summary • Chapter 1 Takeaways • Questions for Discussion • Chapter 1 Appendix Entrepreneurship in Bureaucratic Settings
Chapter 2—Technology Life Cycles • Introduction • Technology S-Curves • Technological Discontinuities • Technology Cycles • Summary • Chapter 2 Takeaways • Questions for Discussion
Chapter 3—Product Life Cycles • Introduction • A Marketing View of Technological Innovation • Performance/Price Ratios • The Product Life Cycle (PLC) • New Product Development • The Introduction Phase • Market Adoption and Diffusion • Relative Advantage of the Product • Compatibility With Existing Experiences and Values • Complexity of the Technology • Divisibility • Communicability • The Growth Phase • Key Marketing Factors • Production Issues During the PLC • Forecasting • Facility Capacity and Location • Process Selection • Facility Layout • The Transition to Maturity and the Maturity Phase • The Decline Phase • Summary • Chapter 3 Takeaways • Questions for Discussion • Chapter 3 Appendix Technology-Driven Production Cost Structures
Chapter 4—Industry Life Cycles • Introduction • Industry Life Cycle • Introduction Phase • Growth Phase • Standards and Dominant Designs, Revisited • Transition to Maturity and Industry Maturity • Industry Decline • Disruptive Innovation and Industry Rejuvenation • A Holistic View of Technology, Product, and Industry • Technology Emergence • Appropriability Regime • Era of Ferment: Dominant Designs Re-revisited • Collateral Assets • Regulation and Government Intervention • Communication Among Consumers and Producer • Era of Incremental Change • Summary • Chapter 4 Takeaways • Questions for Discussion • Chapter 4 Appendix Information-Dense Products and Network Externalities
Part II—Strategic Management and Technology • Overview
Chapter 5—Sustainable Competitive Advantage • Introduction • Strategic Management Theory and Technology • The Prevailing Executive View • Business strategy • Vision and Mission • Terms of Value • Value • Value-Added • Value Chains • Supply Chains • Monopoly and Market Power • Summary • Chapter 5 Takeaways • Questions for Discussion • Chapter 5 Appendix Competitive Advantage
Chapter 6—Strategic Analysis • Introduction • Five Economic Forces that Structure Industry Profitability • Rivalry • Bargaining Power of Buyers • Bargaining Power of Suppliers • Threat of Entry • Threat of Substitution • Recap • The Resource-Based View • Into the Black Box • Competence and Core Competence • Capabilities and Routines • Core Rigidities and Dynamic Capabilities • RBV Analysis • Summary • Chapter 6 Takeaways • Questions for Discussion • Chapter 6 Appendix Adding Value Throughout a Supply Chain
Chapter 7—Supply Chain Organization • Introduction • Costs of Organizing • Vertical Integration • Opportunism and Agency • Asset specificity • Adverse selection • Moral hazard • Supply Chain Competition: Firm-Level Appropriation • Supply Chain Collaboration: Supply Chain Appropriability • Rationales for Contractual Choices • Summary • Chapter 7 Takeaways • Questions for Discussion • Chapter 7 Appendix Competing Supply Chains
Part III —Business Strategy and Project Strategy • Overview
Chapter 8—Capitalism and Capital Appreciation • Introduction • Economic Philosophy and Technology • Capital Projects and Return on Investment • Economic Value Added • Summary • Chapter 8 Takeaways • Questions for Discussion
Chapter 9—Capitalizing Projects • Introduction • Determining the Need for Project Management • Business Plan vs. Business Case • Capital Structure • Capital Asset Pricing Model and the Project Hurdle Rate • Payback vs. ROI • Appraising Projects in Progress • The Venture Capital Model • Phase Gates • Projects as Options • Project Funnels • Summary • Chapter 9 Takeaways • Questions for Discussion • Chapter 9 Appendix Business Case Format (Heerkens, 2006)
Chapter 10—Project Management Knowledge Areas I • Introduction • Project Management and Technology Strategy • Project Integration Management • Project Charter • Statement of Work (SOW) • Project Management Plan • Change Control • Project Scope Management • Project Scope Statement • Work Breakdown Structure • Project Time Management: Schedule and Critical Path • Project Cost Management: Budget and Earned Value • Summary • Chapter 10 Takeaways • Questions for Discussion • Chapter 10 Appendix Project Management Institute/PMBOK • Guide • Terms and Definitions
Chapter 11—Project Management Knowledge Areas II • Introduction • Project Quality Management • Project Human Resources Management • Bureaucracy • The Functional Organization • Pure Project Organization • Matrix Organizations • The Project RAM • Project Communication Management • Codified and Tacit Knowledge • Project Risk Management • Reliability as a Management Principle • Risk Strategies • Project Procurement Management • Summary • Chapter 11 Takeaways • Questions for Discussion • Chapter 11 Appendix Large Capital Projects
Chapter 12—Project Strategies for Generic Competitive Advantage • Introduction • Generic Advantage of Projects • Differentiation • Low Cost • Best Cost • Focus as Moderator • Summary • Chapter 12 Takeaways • Questions for Discussion • Chapter 12 Appendix Deliberate vs. Emergent Strategy
Part IV—Managing Multiple Projects • Introduction
Chapter 13—Dynamic Innovation Capability • Introduction • Organization Theory and Project Management Practice • The PMI View • The Strong Matrix • The Weak Matrix • The Project Management Office • The PMO as a Dynamic Capability • The Project Knowledge Management Organization (Project KMO) • Project Management Maturity • Summary • Chapter 13 Takeaways • Questions for Discussion • Chapter 13 Appendix Demystifying Synergy
Chapter 14—Corporate Renewal • Introduction • The Corporate View • Stakeholders, Stockholders, and the Board of Directors • De-Maturing • Internal Corporate Venturing • Summary • Chapter 14 Takeaways • Discussion Questions
Chapter 15—The Global Context • Introduction • Globalization Forces • Unlimited Globalization • Limited Globalization • Common Critiques • Advantage in a Knowledge-Driven World • Stages of Development • Productivity • Finding Competitive Advantage in Comparative Advantage • Strategies • Challenges for Project Management • Summary • Chapter 16 Tak aways • Questions for Discussion • Chapter 15 Appendix Hypothetical Supply Chain
Chapter 16—Summary and Conclusion
Appendix—Study of Electric Vehicles 1993-1995 • Bibliography • Index