Project-driven technology strategy : knowledge--technology

It is important to define important terms that will become central to the arguments presented in this book. The worst way to start would be to assume that the expression Product-Driven Technology Strategy is self-explanatory. Many people have an implicit understanding of these words and other terms that may need some un-learning, which can be difficult. This book was written with practicing executives and project managers foremost in mind. A conundrum is that since strategies are oriented toward long-term results, it can take years for practical, empirically based theories to become reliable. For that reason alone, hot new theories that have yet to prove themselves are not always used in this book, in deference to theories that have proved robust. Most theories presented and discussed are classic, regardless of their age one way or the other. In the author’s view, a classic only deserves the label if it has maintained its relevance to modern practice. 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:- How everyone can learn the art of entrepreneurship- How to make innovation processes routine- How to create, manage and measure sustainable competitive advantage- How to ensure that project management is a capability, not a rigidity- Why a PKMO (Project Knowledge Management Office) may be a key success factorWhile 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 Content: Pt. 1. Technological innovation and evolutionary theories -- Entrepreneurship and technological innovation -- Technology life cycles -- Product life cycles -- Industry life cycles -- pt. 2. Strategic management and technology -- Sustainable competitive advantage -- Strategic analysis -- Supply chain organization -- pt. 3. Business strategy and project strategy -- Capitalism and capital appreciation -- Capitalizing projects -- Project management knowledge areas 1 -- Project management knowledge areas 2 -- Project strategies for generic competitive advantage -- pt. 4. Managing multiple projects -- Dynamic innovation capability -- Corporate renewal -- The global context -- Summary and conclusion -- Appendix : study of electric vehicles 1993-1995. Examines the various problems of alarm systems, and provides precise guidance on how they come about and how to effectively correct them. This second edition is filled with examples and explanations of procedures, with practical lists and tips on how one should proceed. It is based on hundreds of successful projects. Presents advice for project managers on the selection of technology and business strategies using project management techniques