The Management Of Technology And Innovation A Strategic Approach 2nd Edition Margaret A. White, Garry D. Bruton - Solutions

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1. What does ~ mean to take a systems view of a project? How does taking a systems view of a project apply to project management?
10. What term is used to describe when an organization acquires goods and/or sources from an outside source in another country?a . globalizationb. offshoring o. exporting d . global sourcing
9. The nature of information technology projects is different from projects in many other iooustries because they are very ~~_.a. expensiveb. technicalc. diversed. challenging
8. Another name for a phase exit is a ~_ point.a. reviewb. stage o. meeting d . kill
7. What is the term used to describe a framework of the phases involved in developing information systems?a. systems development life cycleb. rapid application developmentc. predictive IWe cycled. extreme programming
6. Which of the following is not a phase of the tradit ional project me cycle?a. systems analysisb. concept o. development d . illl'lementation
5. A ___ is a product or service, sucI1 as a tecl1nical report, a training session, or hardware, produced or provided as part of a project.a . deliverableb. product , work packaged. tangible goal
4. Project work is most successful in an organizational culture where ali of the following characteristics are high except ___ .a. member ident~yb. group emphasisc. risk toleranced. control
3. Personnel in a ___ organizational structure often report to two or more bosses.a. functionalb. projectc. matrixd. hybrid
2. Which of the four frames of organizations addresses how meetings are run, employee dress codes, and expected work hours?a. structuralb. human resourcesc. politicald. symbolic
1. Which of the following is not part of the three-sphere model for systems management?a. businessb. informationc. technology d_ orQ8.nization
6.Describe recent trends affecting IT projed management, including glebal!zarion, outsourcing, and virtual teams
5. Discuss the lrIique aUrbutes and diverse nature of Information technology projects
4. Understand the concept of a project phase and til;:! project ~fe cycle and distin[pJish between project developmenl and product development
3. Explain why stakeholder management arK! top management corrrnilmenl are critical for a project's success
2. Understand organizarions, including the four frames, organizational struc·tures, and organizational culture
1. Describe the systems view of project nmagemenl and how ~ ap)lies to infonnation technology projects
6 . Research information about PMP and related certifications. Skim through Appendix B for information and find at least two articles on this topic. 1Nhat are benefits of cert~ication in general? Do you think it is worthwhile for most project managers to get certified? Is ~ something you would
S. Skim through Appendix A on Microsoft Project 2007. Review information about Project 2007 from Microsoffs Web site (www.microsoft.comfproject)and information about VPMi Express from www_vcsonline.com. Also, visit The Project Management Center(www.infogoaJ.comfpmc) andTopTen Reviews
4. Find any example of a real project with a real project manager. Feel free to use projects in the media (the Olympics, television shows, movies, etc. ) or a project from your work, il applicable.Wr~e a two-page paper describing the project in terms of its scope, time, and cost goals. Discuss what
3. Search the Internet for the terms pro;ect management. pro;ect management careers. project portfolio management. and information technology project management. Write down the numberol hits that you received for each of these phrases. Find at least three Web sites that provide interesting
2. Find someone who works as a project manager or someone who works on projects, such as a worl
1. Vis~ the Standish Group's Web site at www.standishgroup.com. Read one of the CHAOS articles. and also read at least one report or article that questions the findings 0/ the CHAOS studies. See the Suggested Readings by Robert L Glass on the companion Web site for references. Wr~e a two-page
7. What functions can you perform with project management softwarn? What are some popular names of low-end, midrange, and high-end project management tools?
6. Briefly describe some key events in the history of project management. What role does the Project Management Inst~ute and other professional societies play in helping the profession?
5. What is the role of the project manager? What am suggested skills for all project managers and for information techl"lOlogy project managers? Why is leadership so ilJl)ortant for project managers? How is the job market for information techl"lOlogy project managers?
4. What is a program? What is a project portfolio? Discuss the rnlationship between projects, programs, and portfolio management and the contributions they each make to enterprise success.
3. What is project management? Briefly describe the project management frameworK, providing examples of stakeholders, knowledge arnas, tools and techniques, and project success factors.
2. What is a project, and what are ~s main attributes? How is a project differnnt from what most people do in their day-to-clay jobs? What is the triple constraint?
1. Why is there a new or renewed internst inthe field of project management?
10. What is the certification program called that tile Project Management Inst~ute provides?a. Certified Project Manager (CPM)b. Project Management Professional (PMP)c. Project Management Expert (PME)d. Project Management Mentor (PMM)
9. Which of the following is not one of the top ten skills or competencies of an effective project manager?a. people skillsb. leadershipc. integr~yd. technical skills
8. Several application development projects done for the same functional group might best be managed as part of a ___ "a. portfoliob. programc. investmentd. collaborative
7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • .a. strategic, tacticalb. tactical, strategicc. internal, externald. external, internal
6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.a. Project managementb. Program managementc. Project portfolio managementd. Requirements management
5. Which of the following is not part of the triple constraint of project management?a. meeting scope goalsb. meeting time goalsc. meeting corrmunications goalsd. meeting cost goals
4. Which of the following is not an attribute of a project?a. projects are uniqueb. projects are developed using progressive elaborationc. projects have a primary customer or sponsord. projects involve little uncertainty
3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result.a . program b processc. project d . portfolio
2. Which of the following is a I'IOt a potential advantage of using good project management?a. Shorter development timesb. Higher worker moralec. Lower cost of cap~ald. Higher profit margins
1. Approximately what percentage of the wortd's gross domestic product is spent on projects?a. 10 percentb. 25 percentc. 50 percentd. 75 percent
6. Describe the project management profession. including Its hitrory, the role cI professk>nal organizations Hke!he Project Management InstlhAe (PMI), the importance of certification and ethics. ard the advancement of projeCt management software
5. Understand !he role 01 the prqact manager by descritJng what project managers do, what sk~1s they need, and what the career field is like lor inlormation technology prqact managers
4. Discuss the relationship betWMn project. program, Mel porttolio manage.mef1 and !he contrbutia'lS they each make 10 enterprise success
3. Describe project management and discuss key elements of the project management fTamewolk. induding project Slakel1olders. !he projeCt man·agement kno'NIedge areas. common tools and tecmi~es. and project success
2. Explain what a project is, provide examples of information technobgy pr0-jects. "st various attrbutes of prqects. and descrbe the triple constraint at project malagemerf
1. Understand the growng need tor bener project management. especially lor information techl'lOlogy projects
3. What environmental changes will we see in technology, social-cultural issues, politicallegal activities, and in the global economy?
2. What effect do you think this wave will have on organization structure and processes?
1. How would you describe the drivers of the next wave of technological change?
2. How should managers determine the time frame to examine? How does the time frame influence the questions being asked?
1. To develop a judgment-based tool for forecasting, it is imperative that there be an understanding of the context in which the forecast is going to be used. When we discussed the environment of the firm(Chapter 2), we indicated that there were four key areas: economic, political-legal,
2. How will knowledge management in Google have to evolve as the firm evolves?
1. From the Google case, what elements of information management and learning were present?
6. What is the role of a knowledgemanagement system in innovation efforts? In obtaining technology from external sources?
5. Compare and contrast data, information, learning, knowledge, and knowledge management. How important are these distinctions to everyday management practice?
4. If you were charged with developing the specifications for a knowledge-management system in your organization, what key information would you need and how would you go about gathering and organizing it?
3. Discuss the interaction between information gathering and knowledge management.
2. How do culture and learning interact?
1. From the chapter, it is clear that knowledge management is critical. What steps would encourage knowledge management?
2. What other uses could the system have for professors and students besides the dissemination of documents within the repository? How can these uses be fostered and developed?
1. What were the key ingredients to the successful development and implementation of this knowledge system? What type of learning had to take place? What type of knowledge was shared?
3. Find an article or website that provides guidelines for developing a knowledgemanagement system. What do you think of the advice? Compare the advice you find to the advice your classmates find.
2. Organizational learning has been discussed a great deal in the management literature. Find a website that discusses the process of managing organizational learning and knowledge systems. Does this process seem doable? If so, why do organizations struggle with such development? If not, what
1. Identify a knowledge-system design process used by a company or organization. What were the goals of the system? What problems did the company encounter? What were the goals and benefits of developing the knowledge system? Did it help the organization s performance? How?
3. What advice would you give a manager who is charged with developing a knowledgemanagement system? What do you believe are the key ingredients of such a system?What approach would you use? Why?
2. We discussed a firm developing wisdom.What do you think are the key steps to such development? Are there certain cultural aspects of a firm that would encourage the development of wisdom? If you were a manager, what would you try to do to encourage the development of organizational wisdom?
1. This chapter discusses how organizations need to promote organizational learning and knowledge management. One of the points emphasized was that organizational learning and knowledge management are based on individual organizational members sharing what they know with others. Using the following
12. How flexible is your knowledge-management system?
11. What are the keys to developing a knowledgemanagement system that will add value to your work and to the organization?
10. How can we develop a knowledgemanagement system that you would use?
9. What do you like about the knowledge systems that you have been exposed to?What do you dislike about them?
8. What information/knowledge systems are available to you?
7. What information do you have or regularly get that seems irrelevant to your work?
6. What information do you feel would make your work easier if you had it?
5. What would make it easier?
4. When you are seeking this information or data, where do you look? How easy is it to find the information or data you need?
3. What information or data do you need to accomplish your work?
2. Where did you get the knowledge on how to do these things?
1. To accomplish your work, what do you have to know?
5. Assuming that knowledge management will occur because it is important is another common mistake. Organizations do not accomplish goals without someone taking charge. Knowledge management requires change-management skills, and change needs a champion. Knowledge, like learning, does not
4. Building a great database is not knowledge management, but many firms seem to think it is. For a firm to be truly successful in leveraging its knowledge resources, it must build communities of practice among those who regularly work together or who have common tasks or goals. Having a great
3. Not changing the reward structures and culture of the firm to recognize excellence in teamwork is another common failure. If you want information and learning shared, then you must reward it. The traditional reward systems are based on individual accomplishments exclusively. In knowledge
2. Starting too small is another common failure.When implementing a knowledge-management system, the initial project needs to be significant. If it is not, then the value of the system is not recognized. Furthermore, the capabilities of the knowledge processes are not well developed. If an
1. Failure to coordinate efforts among information systems, technical processes and procedures, and human resources is a key potential mistake. Knowledge management is an integration between technology and people. Too often, the technical core begins the process of building a knowledgemanagement
7. What knowledge is required?
6. What are the risks of implementing a new way of managing knowledge and of not implementing it?
5. What are the fuzzy boundaries? How adjustable is the new KM system once it is put into place?
4. Can we test the new system of managing knowledge? There is more trepidation if there have not been smaller trials?
3. How complex is the change? Can it be broken into manageable parts?
2. What is the relative disadvantage? What will we lose? Any time you implement a new way of managing knowledge, there are some in the organization who will lose power because their knowledge will become diffused or less useful.
1. What is the relative advantage of undertaking the new approach? What will we gain?
2. How can this evaluation system inform future development of the KM systems, structures, and processes at Accenture?
1. What other benefits could Accenture garner from this knowledgeevaluation system?
2. How is the acquisition and divestment of business affecting Ericsson s knowledge base? Should they worry about losing knowledge?
1. What kind of learning do you believe Sprint and Ericsson employees have to employ if this arrangement is to be successful? Be explicit.
2. What strategic concerns would you have for Google in the future? What are its biggest threats? Opportunities?
1. How has Google used its capabilities in technology and strategic management to be successful?
6. What would be some of the strategic issues that a firm like Google would need to focus on as it seeks to improve its strategic capabilities in the management of technology and innovation?
5. Compare and contrast competitive advantage with sustainable competitive advantage.What does sustainability mean to the firm for future strategic planning?
4. What are the major decisions that impact the strategic management of technology and innovation?

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The Management Of Technology And Innovation A Strategic Approach 2nd Edition Margaret A. White, Garry D. Bruton - Solutions

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