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Assigning new product projects to multiple-project managers: What [An article from: Journal of High Technology Management Research]
Book Details
Author(s)
P. Patanakul, D. Milosevic
Publisher
Elsevier
ISBN / ASIN
B000P6O3PW
ISBN-13
978B000P6O3P3
Availability
Available for download now
Sales Rank
#12,939,297
Marketplace
United States 🇺🇸
Description
This digital document is a journal article from Journal of High Technology Management Research, published by Elsevier in 2006. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
One of the most important questions in project management is how to assign new projects to project managers. This question is especially challenging when a project manager already leads multiple, concurrent projects, e.g., a multiple-project manager of new product development projects in typical high-tech industries. To address this question, we explored the project assignment process of six market-leader companies in these industries. We found that in effective project assigning, management assigns projects first by prioritizing projects based on their contribution to the organization's strategic elements such as organizational mission and goals; second, by matching projects to multiple-project managers by using project requirements and the competencies of multiple-project managers; and third, by recognizing any organizational or personal limitations. Such effective project assignments likely lead to better performance of the project and of the organization.
Description:
One of the most important questions in project management is how to assign new projects to project managers. This question is especially challenging when a project manager already leads multiple, concurrent projects, e.g., a multiple-project manager of new product development projects in typical high-tech industries. To address this question, we explored the project assignment process of six market-leader companies in these industries. We found that in effective project assigning, management assigns projects first by prioritizing projects based on their contribution to the organization's strategic elements such as organizational mission and goals; second, by matching projects to multiple-project managers by using project requirements and the competencies of multiple-project managers; and third, by recognizing any organizational or personal limitations. Such effective project assignments likely lead to better performance of the project and of the organization.
