Technology Management essay：Knowledge Of Modern Technology Management
12-08, 2014
Technology Management essay：Knowledge Of Modern Technology Management
在現在這個技術驅動型的商業環境中，現代科技知識的管理理念和最佳實踐為有效的工essay績打下了基礎。技術管理在如今的技術集中型企業中，是一種促成有效工作的前沿的管理理念，工具和技術。
新的經營手段和技術在每一家企業的中都扮演著愈發重要的地位，有助于企業創造優質的產品和服務，更快捷和更便宜高質量的商品。實際上，技術對一家企業來說，貫穿了整個階層和所有紀律。因此，管理科技的原則就不僅僅是與傳統的科學社會群體相關了，它也對那些想要有效地處理應用，集成整合和技術轉移的所有企業都適用。
那些必須需要有效的在技術型環境中運作，從而可以有效的管理科技的企業很多，金融機構，政府部門，建筑公司和醫療供應商知識龐大的企業當中的幾個例子而已。510轉基因項目可以幫助我們理解一下幾點特性：
Knowledge of modern technology management concepts and best practices provides the foundation for effective job performance in technology-driven business environments. Management of Technology discusses cutting-edge management concepts, tools, and techniques that effectively work in today's technology-intensive organizations.
New management tools and techniques play an increasingly important role in every organization for creating quality products, services, and content faster, cheaper, and at a higher quality. Technology crosses virtually all levels and all disciplines of an enterprise. Therefore, the principles of managing technology are relevant not only to people in the traditional engineering-scientific community, but also apply to any organization and business that must effectively deal with the application, integration, and transfer of technology.
Financial institutions, government agencies, architectural firms, and healthcare providers are just a few examples of the vast array of organizations that must function effectively in technology-based environments, and therefore be able to manage technology. Specifically, TMGT 510 course helps to understand following features:
Methods for assessing the effectiveness and performance of the organization and its management processes.
Insight into the functioning of contemporary work processes, such as concurrent engineering, design-build, integrated product development, and phase-gate processes.
Special tools and techniques for effectively managing technology-based projects, including dealing with organizational interfaces from R&D to markets.
Managerial Practices and Tools
Technology-intensive projects are managed under a project management (PM) framework that includes a PM Plan, project organization, PM tools and techniques, and performance monitoring, and control. Thamhain (2009) suggested, “Tools such as the Project Maturity Model, the Six Sigma Project Management Process and focus groups, can serve as a framework for analyzing and fine-tuning the team development and management process” (p. 130, para. 1). The tools and techniques can be grouped in the categories based on their application as (1) Product Management, (2) Project Management, (3) General Management, (4) Strategic, (5) Quality Control. Organizational Behavior deals with the management of individuals, groups, organizations, processes and dynamic environments. Human Resources Management deals with the issues such as hiring, career management, management of hierarchical levels, management of competencies and training, remuneration, internal communication and evaluation of staff. HRM and OB have to deal with scientists, researchers, engineers, technicians and other technologists. Thamhain (2005) has stated, “Today’s business culture demands that project teams — in meeting and performing their project responsibilities — engage in multiple activities” (p. 35, para. 2).#p#分頁標題#e#
The work process in the technology-intensive enterprises is team-based, self-directed, and agile which are structured for parallel, concurrent execution of the work. They affect people issues, management style, and organizational culture and management tools such as scheduling, budgeting, and project performance analysis. Technology-intensive enterprises have a unique organizational culture with its own norms, value, and work ethics. These cultures are team-oriented in terms of decision-making, workflow, performance evaluation, and workgroup management.
Project Management
Project is a temporary task undertaken by a project manager and his team to produce a specific output and a product. Contemporary linear work processes and top-down controls are no longer adequate, but are steadily being switched with alternate organizational designs, new management methods and business processes, such as concurrent engineering (CE), design-build, and stage-gate protocols. CE is the consideration of the factors like product functionality, manufacturing, assembly, testing, maintenance, reliability, cost, and quality associated with the life cycle of the product during design phase. Thamhain (2005) explained the benefits of formal project management system so that managers can better respond to specific requirements, schedule management, short product life cycle, work culture differences, and diverse group dynamics (pp. 141-142). There are various practices of the PM and some of the best ones are described as to plan the work by utilizing a project definition document and to create a planning horizon. It is in the best interest to define PM procedures upfront and to look for warning signs ahead of time. Management should ensure that the sponsor approves scope-change requests and guard against the scope creep. It is very important to assess potential risk throughout the project and to work on a risk mitigation plan as necessary.
Team management
Thamhain (2005) has stated, “Today’s business culture demands that project teams — in meeting and performing their project responsibilities — engage in multiple activities” (p. 35, para. 2). Project teams are time limited and they produce one-time outputs, such as a new product or service. The tasks involved in the project teams are non-repetitive and require knowledge, judgment, and expertise. The project team consists of individuals from different functional unit. At the completion of the project, the individuals return to their respective units or move on to the next project. Not all projects may have the same members; however, they may have some common members. Staffing is also one of the most important elements for the success of the project. The team members of the project should possess just not only the pre-required skills, qualifications, and experience necessary for the job, but they must also possess those traits personality and ethics of work that are easily compatible with the values and the culture of the organization (Markopoulos et al., 2008, p. 366). The team should include people who understand the project thoroughly, who are technical experts, who can provide objectivity in the process and outcome, and suppliers.#p#分頁標題#e#
The knowledge workers of today’s modern world expect autonomy, a continuous level of learning, and innovation to be a vital part of the job. They are comparatively much better and educated as compared to their counterparts in the past. They function better in a self-directed and high performance groups and teams. Teams are an important asset when it comes to completing projects. When experiences teams are assigned tasks they come up with fruitful results for the organization; therefore, the design of the team is a much more important and significant managerial control. It also facilitates the better functioning and performance of self-directed teams and improvises the quality and worth of the member relationships and contentment.
Decision making authorities
The Decision-making authority, accountabilities, and responsibilities of the team members should be defined in a very clear way to eliminate the role of any kind of ambiguity, uncertainty, or interdepartmental Conflicts. Once the project teams have been properly assembled and have settled down, then they should be supervised, coached, and supported at regular intervals to ensure that they are fulfilling their roles as expected (Markopoulos et al., 2008, p. 366). Motivation, empowerment, and mentoring are no doubt powerful and they exert indirect controls over the project in order to gain success by bringing out the best in an individual as well as project team performances. Evaluation of the project team and each individual involved in the team is important for the project manager and the organization. Evaluating team project performance is the key if the team needs to succeed and improve on future projects.
The role of the organization in Project Success
Organizational design also plays a very vital role in controlling and supervising the technology intensive work in any organization. Organizational design contemplations consists of: the nature of the service or the product, the sequential as well as spatial distribution of the locations of the work, in-house in contrast to the outsourcing of the work, the convenience and flexibility given by virtual organizations, simultaneous engineering and incorporated product development, the extent of the use of technology, the availability and accessibility of core competencies and most important of all the strategic objectives of the company (Booth, 2011, pp. 111-113). The contemporary management practices indicate that the project management techniques and tools should be incapable of solving the complex problems, and at the same time, facilitating the effective and efficient control of deliverables of work, and eventually contributing to the continuous improvement.
Tools & Control techniques for Project Management
The tools of project management should not only fulfill their aimed or intended purpose, but they should also be user friendly, easily compatible with the culture of the organization, and in alignment with the processes of the business (Markopoulos et al., 2008, p. 367). The new tools should be pre tested in the environment in which they will be used, and should ask for feedback from the users. Therefore, “fixing” incompatibilities eventually simplifies the introduction of the new tool in the organization or the workplace. PM control techniques are categorized into analytical management, people oriented and press oriented. The following discussions associate widely accepted PM techniques with the ‘monitoring and control’ feature of PMBOK as a source of knowledge (Markopoulos et al., 2008, p. 366). This is not an in-depth source as many other methods and means are present from which the Project Manager can have his pick.#p#分頁標題#e#
Benchmarking
Benchmarking is the comparison of tangible projects with comparable projects to spot the strong points of that project to come up with better ideas and serve as a standard to assess the performance. Institutions to assess their strong points and weak points as compared to the organization, which is considered the best, use benchmarking. It is the basis of controls, which stimulate the process of rectification. Benchmarking is a key method to verify estimates and schedules of a company by itself (Pinheiro, 2010, p. 7). Project Managers use benchmarks to compare and check on factors such as the time to market, major accomplishments, rates of accidents regarding safety, costs of production per unit, and satisfied customers. The selection of benchmarks is very specific and is relevant to the objectives of a company, which show great improvement. In order to choose a benchmark, the knowledge of how and what to benchmark, collection and analysis of data to pick out the ‘best in class’, assessing tactics, operations, and procedures alongside the benchmark, putting up targets of improvement, and rectification measures in case the result is below the benchmark (Pinheiro, 2010, p. 7).
Change Management
Change management is the process of shifting of technology, organization, person, processes, or political balance from current state to the next state. According to Newman (2012), “a strong sense of imagination, creativity and patience is required if one is to persevere through the process” (p. 68). Change management can be either on the part of organization or on the part of an individual, it is about transforming and modifying in order to maintain or improve effectiveness. People resist and act conservative while undergoing a change. From organizational perspective, changes include mission/vision changes, strategic changes, operational changes, technological changes, and behavioral changes. According to Raineri (2011), “change management practices include a variety of organizational interventions that, when executed properly and in consistency with internal and external organizational events, facilitate the enactment of organizational change processes” (p. 266). Change affects entire organization both outside and inside the organization. Both the organization and the employees get under pressure while undergoing a change. Management requires some basic skills for managing changes that include:
Skills to identify the problem.
Skills to formulate techniques and strategies to solve those problems.
Skills of implementing the processes leading towards change.
Problem Diagnosis
Problem diagnosis is the investigation to find out the root cause of any problem. Proper resource allocation is required to help diagnose forces and factors and resolve the problem. Technology facilitates rapid detection, diagnosis, and diffusion of problem by insuring systematic, detailed, clear, and reliable methods and techniques like rapid detection of problem, continuous monitoring, and correction from deviation ant it may include following steps:#p#分頁標題#e#
Is the problem recoverable?
Does it need to be resolved?
Are adequate resources available?
How long will it take?
Is this the appropriate time?
Mentoring
A mentor is generally defined as a person with experience in an organization that has gained a certain rank or achievement and can support the professional development of people with less experience in that organization
Informal or traditional mentoring emphasize mainly on the protégé. Mentor and protégé work mutually to develop a plan that caters protégé’s career goals as well as private goals. The mentor and protégé pair together by their own internal forces that create the relationship. Generally, traditional mentoring lasts from several years to lifetime. This sort of mentoring usually takes place by spending time together and it flourish because both sides have a legitimate desire for each mutual interest (Kram, 1985, p. 22).
Formal mentoring is based on a contract between a mentor and a protégé, a defined structure for mentoring and possibly a program of support. In a formal mentoring relation, there is expression of expectations, objectives, procedure going to be used the frequency, period of agreement and conditions are set first.
Management of Technology
Technology Management is the set of management guidelines that enables an organization to maintain its technological essentials build a competitive advantage. The role of the Technology Management factor in an organization is to gasp the worth of certain technology for the firm. Steady technology development is valuable with the expectation that there is a value for the client and subsequently the Technology Management Function in an organization might as well have the ability to argue when to invest in technology infrastructure and when not to (Sabeel, Gopal and Rajashekhar, 2012, p. 2). Technology has empowered people to realize extraordinary change in the way they work by creating, advancing, utilizing and by progressing, upgrading technology
Management confronts some running problems in Technology Management. The biggest around them is when the perfect time to finance technology. Most business fear to invest at present stage as they think that technology is adapting so quick that speculation made today will come to be basic soon and the investment may not ready to apprehend the sum cost brought about in it besides when and how to move to the next stage. Separated from running ahead with putting resources into technology outside of the norm, the firm needs to graph a point-by-point move toward how it will eliminate the present technology level to move to next level.
Slow transformation over the period keeps the crux in managing technology both on the shop floor and in its financial accounts. Technology is not just modifying standard of how to work but it likewise taking it to the next level where most industry player should not just check out technology actually to cut expenses but in addition to drive technological enhancements and efficiencies (Dolinsek and Strukelj, 2012, p. 30).#p#分頁標題#e#
在現在這個技術驅動型的商業環境中，現代科技知識的管理理念和最佳實踐為有效的工essay績打下了基礎。技術管理在如今的技術集中型企業中，是一種促成有效工作的前沿的管理理念，工具和技術。
新的經營手段和技術在每一家企業的中都扮演著愈發重要的地位，有助于企業創造優質的產品和服務，更快捷和更便宜高質量的商品。實際上，技術對一家企業來說，貫穿了整個階層和所有紀律。因此，管理科技的原則就不僅僅是與傳統的科學社會群體相關了，它也對那些想要有效地處理應用，集成整合和技術轉移的所有企業都適用。
那些必須需要有效的在技術型環境中運作，從而可以有效的管理科技的企業很多，金融機構，政府部門，建筑公司和醫療供應商知識龐大的企業當中的幾個例子而已。510轉基因項目可以幫助我們理解一下幾點特性：
Knowledge of modern technology management concepts and best practices provides the foundation for effective job performance in technology-driven business environments. Management of Technology discusses cutting-edge management concepts, tools, and techniques that effectively work in today's technology-intensive organizations.
New management tools and techniques play an increasingly important role in every organization for creating quality products, services, and content faster, cheaper, and at a higher quality. Technology crosses virtually all levels and all disciplines of an enterprise. Therefore, the principles of managing technology are relevant not only to people in the traditional engineering-scientific community, but also apply to any organization and business that must effectively deal with the application, integration, and transfer of technology.
Financial institutions, government agencies, architectural firms, and healthcare providers are just a few examples of the vast array of organizations that must function effectively in technology-based environments, and therefore be able to manage technology. Specifically, TMGT 510 course helps to understand following features:
Methods for assessing the effectiveness and performance of the organization and its management processes.
Insight into the functioning of contemporary work processes, such as concurrent engineering, design-build, integrated product development, and phase-gate processes.
Special tools and techniques for effectively managing technology-based projects, including dealing with organizational interfaces from R&D to markets.
Managerial Practices and Tools
Technology-intensive projects are managed under a project management (PM) framework that includes a PM Plan, project organization, PM tools and techniques, and performance monitoring, and control. Thamhain (2009) suggested, “Tools such as the Project Maturity Model, the Six Sigma Project Management Process and focus groups, can serve as a framework for analyzing and fine-tuning the team development and management process” (p. 130, para. 1). The tools and techniques can be grouped in the categories based on their application as (1) Product Management, (2) Project Management, (3) General Management, (4) Strategic, (5) Quality Control. Organizational Behavior deals with the management of individuals, groups, organizations, processes and dynamic environments. Human Resources Management deals with the issues such as hiring, career management, management of hierarchical levels, management of competencies and training, remuneration, internal communication and evaluation of staff. HRM and OB have to deal with scientists, researchers, engineers, technicians and other technologists. Thamhain (2005) has stated, “Today’s business culture demands that project teams — in meeting and performing their project responsibilities — engage in multiple activities” (p. 35, para. 2).#p#分頁標題#e#
The work process in the technology-intensive enterprises is team-based, self-directed, and agile which are structured for parallel, concurrent execution of the work. They affect people issues, management style, and organizational culture and management tools such as scheduling, budgeting, and project performance analysis. Technology-intensive enterprises have a unique organizational culture with its own norms, value, and work ethics. These cultures are team-oriented in terms of decision-making, workflow, performance evaluation, and workgroup management.
Project Management
Project is a temporary task undertaken by a project manager and his team to produce a specific output and a product. Contemporary linear work processes and top-down controls are no longer adequate, but are steadily being switched with alternate organizational designs, new management methods and business processes, such as concurrent engineering (CE), design-build, and stage-gate protocols. CE is the consideration of the factors like product functionality, manufacturing, assembly, testing, maintenance, reliability, cost, and quality associated with the life cycle of the product during design phase. Thamhain (2005) explained the benefits of formal project management system so that managers can better respond to specific requirements, schedule management, short product life cycle, work culture differences, and diverse group dynamics (pp. 141-142). There are various practices of the PM and some of the best ones are described as to plan the work by utilizing a project definition document and to create a planning horizon. It is in the best interest to define PM procedures upfront and to look for warning signs ahead of time. Management should ensure that the sponsor approves scope-change requests and guard against the scope creep. It is very important to assess potential risk throughout the project and to work on a risk mitigation plan as necessary.
Team management
Thamhain (2005) has stated, “Today’s business culture demands that project teams — in meeting and performing their project responsibilities — engage in multiple activities” (p. 35, para. 2). Project teams are time limited and they produce one-time outputs, such as a new product or service. The tasks involved in the project teams are non-repetitive and require knowledge, judgment, and expertise. The project team consists of individuals from different functional unit. At the completion of the project, the individuals return to their respective units or move on to the next project. Not all projects may have the same members; however, they may have some common members. Staffing is also one of the most important elements for the success of the project. The team members of the project should possess just not only the pre-required skills, qualifications, and experience necessary for the job, but they must also possess those traits personality and ethics of work that are easily compatible with the values and the culture of the organization (Markopoulos et al., 2008, p. 366). The team should include people who understand the project thoroughly, who are technical experts, who can provide objectivity in the process and outcome, and suppliers.#p#分頁標題#e#
The knowledge workers of today’s modern world expect autonomy, a continuous level of learning, and innovation to be a vital part of the job. They are comparatively much better and educated as compared to their counterparts in the past. They function better in a self-directed and high performance groups and teams. Teams are an important asset when it comes to completing projects. When experiences teams are assigned tasks they come up with fruitful results for the organization; therefore, the design of the team is a much more important and significant managerial control. It also facilitates the better functioning and performance of self-directed teams and improvises the quality and worth of the member relationships and contentment.
Decision making authorities
The Decision-making authority, accountabilities, and responsibilities of the team members should be defined in a very clear way to eliminate the role of any kind of ambiguity, uncertainty, or interdepartmental Conflicts. Once the project teams have been properly assembled and have settled down, then they should be supervised, coached, and supported at regular intervals to ensure that they are fulfilling their roles as expected (Markopoulos et al., 2008, p. 366). Motivation, empowerment, and mentoring are no doubt powerful and they exert indirect controls over the project in order to gain success by bringing out the best in an individual as well as project team performances. Evaluation of the project team and each individual involved in the team is important for the project manager and the organization. Evaluating team project performance is the key if the team needs to succeed and improve on future projects.
The role of the organization in Project Success
Organizational design also plays a very vital role in controlling and supervising the technology intensive work in any organization. Organizational design contemplations consists of: the nature of the service or the product, the sequential as well as spatial distribution of the locations of the work, in-house in contrast to the outsourcing of the work, the convenience and flexibility given by virtual organizations, simultaneous engineering and incorporated product development, the extent of the use of technology, the availability and accessibility of core competencies and most important of all the strategic objectives of the company (Booth, 2011, pp. 111-113). The contemporary management practices indicate that the project management techniques and tools should be incapable of solving the complex problems, and at the same time, facilitating the effective and efficient control of deliverables of work, and eventually contributing to the continuous improvement.
Tools & Control techniques for Project Management
The tools of project management should not only fulfill their aimed or intended purpose, but they should also be user friendly, easily compatible with the culture of the organization, and in alignment with the processes of the business (Markopoulos et al., 2008, p. 367). The new tools should be pre tested in the environment in which they will be used, and should ask for feedback from the users. Therefore, “fixing” incompatibilities eventually simplifies the introduction of the new tool in the organization or the workplace. PM control techniques are categorized into analytical management, people oriented and press oriented. The following discussions associate widely accepted PM techniques with the ‘monitoring and control’ feature of PMBOK as a source of knowledge (Markopoulos et al., 2008, p. 366). This is not an in-depth source as many other methods and means are present from which the Project Manager can have his pick.#p#分頁標題#e#
Benchmarking
Benchmarking is the comparison of tangible projects with comparable projects to spot the strong points of that project to come up with better ideas and serve as a standard to assess the performance. Institutions to assess their strong points and weak points as compared to the organization, which is considered the best, use benchmarking. It is the basis of controls, which stimulate the process of rectification. Benchmarking is a key method to verify estimates and schedules of a company by itself (Pinheiro, 2010, p. 7). Project Managers use benchmarks to compare and check on factors such as the time to market, major accomplishments, rates of accidents regarding safety, costs of production per unit, and satisfied customers. The selection of benchmarks is very specific and is relevant to the objectives of a company, which show great improvement. In order to choose a benchmark, the knowledge of how and what to benchmark, collection and analysis of data to pick out the ‘best in class’, assessing tactics, operations, and procedures alongside the benchmark, putting up targets of improvement, and rectification measures in case the result is below the benchmark (Pinheiro, 2010, p. 7).
Change Management
Change management is the process of shifting of technology, organization, person, processes, or political balance from current state to the next state. According to Newman (2012), “a strong sense of imagination, creativity and patience is required if one is to persevere through the process” (p. 68). Change management can be either on the part of organization or on the part of an individual, it is about transforming and modifying in order to maintain or improve effectiveness. People resist and act conservative while undergoing a change. From organizational perspective, changes include mission/vision changes, strategic changes, operational changes, technological changes, and behavioral changes. According to Raineri (2011), “change management practices include a variety of organizational interventions that, when executed properly and in consistency with internal and external organizational events, facilitate the enactment of organizational change processes” (p. 266). Change affects entire organization both outside and inside the organization. Both the organization and the employees get under pressure while undergoing a change. Management requires some basic skills for managing changes that include:
Skills to identify the problem.
Skills to formulate techniques and strategies to solve those problems.
Skills of implementing the processes leading towards change.
Problem Diagnosis
Problem diagnosis is the investigation to find out the root cause of any problem. Proper resource allocation is required to help diagnose forces and factors and resolve the problem. Technology facilitates rapid detection, diagnosis, and diffusion of problem by insuring systematic, detailed, clear, and reliable methods and techniques like rapid detection of problem, continuous monitoring, and correction from deviation ant it may include following steps:#p#分頁標題#e#
Is the problem recoverable?
Does it need to be resolved?
Are adequate resources available?
How long will it take?
Is this the appropriate time?
Mentoring
A mentor is generally defined as a person with experience in an organization that has gained a certain rank or achievement and can support the professional development of people with less experience in that organization
Informal or traditional mentoring emphasize mainly on the protégé. Mentor and protégé work mutually to develop a plan that caters protégé’s career goals as well as private goals. The mentor and protégé pair together by their own internal forces that create the relationship. Generally, traditional mentoring lasts from several years to lifetime. This sort of mentoring usually takes place by spending time together and it flourish because both sides have a legitimate desire for each mutual interest (Kram, 1985, p. 22).
Formal mentoring is based on a contract between a mentor and a protégé, a defined structure for mentoring and possibly a program of support. In a formal mentoring relation, there is expression of expectations, objectives, procedure going to be used the frequency, period of agreement and conditions are set first.
Management of Technology
Technology Management is the set of management guidelines that enables an organization to maintain its technological essentials build a competitive advantage. The role of the Technology Management factor in an organization is to gasp the worth of certain technology for the firm. Steady technology development is valuable with the expectation that there is a value for the client and subsequently the Technology Management Function in an organization might as well have the ability to argue when to invest in technology infrastructure and when not to (Sabeel, Gopal and Rajashekhar, 2012, p. 2). Technology has empowered people to realize extraordinary change in the way they work by creating, advancing, utilizing and by progressing, upgrading technology
Management confronts some running problems in Technology Management. The biggest around them is when the perfect time to finance technology. Most business fear to invest at present stage as they think that technology is adapting so quick that speculation made today will come to be basic soon and the investment may not ready to apprehend the sum cost brought about in it besides when and how to move to the next stage. Separated from running ahead with putting resources into technology outside of the norm, the firm needs to graph a point-by-point move toward how it will eliminate the present technology level to move to next level.
Slow transformation over the period keeps the crux in managing technology both on the shop floor and in its financial accounts. Technology is not just modifying standard of how to work but it likewise taking it to the next level where most industry player should not just check out technology actually to cut expenses but in addition to drive technological enhancements and efficiencies (Dolinsek and Strukelj, 2012, p. 30).#p#分頁標題#e#
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