Technology Management versus Project Management
In 2002, we also tried to recognize the difference between technical (technology) management and project management as follows:
"For purposes of this paper, we see a distinction between technical management and project management. Technical management is the business of managing the technology of the project whereas project management is the business of managing the entire endeavor through its project life cycle process. While we draw this distinction, in the real world the two must be fully integrated."
This should come as no surprise because, as we quoted in Part 1, the PMBOK Guide makes a genuine attempt to make the same distinction by explicitly stating so, thus:
"The project processes are performed by the project team with stakeholder interaction and generally fall into one of two major categories:
- Project management processes. These processes ensure the effective flow of the project throughout its life cycle. These processes encompass the tools and techniques involved in applying the skills and capabilities described in the Knowledge Areas (Sections 4 through 13).
- Product-oriented processes. These processes specify and create the project's product. Product-oriented processes are typically defined by the project life cycle (as discussed in Section 2.4) and vary by application area as well as the phase of the product lifecycle. The scope of the project cannot be defined without some basic understanding of how to create the specified product. For example, various construction techniques and tools need to be considered when determining the overall complexity of the house to be built.
The PMBOK® Guide describes only the project management processes. Although product-oriented processes are outside the scope of this document, they should not be ignored by the project manager and project team. Project management processes and product-oriented processes overlap and interact throughout the life of a project."
So, with these thoughts in mind and with great enthusiasm, we leapt upon the list of eighteen references that Peter sent us. Regrettably, but without going into detail, almost all of the references focus on aspects or levels above and beyond what we have been looking for. That is not to say that none had any value. On the contrary, we found them most instructive especially as none had come to our attention previously.
25. PMBOK® Guide Fifth Edition, Project Management
Institute, Philadelphia, USA, 2013, Section 3, pp47-48