Technological Content
Type A — Low-tech (Established Technology). These projects
rely on existing and well-established base technologies to which all industry
players have equal access. They can be very large in scale, but essentially no
new technology is employed at any stage.
Examples - standard building construction, utility projects.
Type B — Medium-tech (Mostly Established Technology). These
are similar to Type A, but involve some new technology or feature. While the
majority of the work has relatively low uncertainty, the new feature provides
market advantage but also a higher degree of uncertainty.
Examples — new models in established product lines (autos, appliances),
concrete construction using advanced carbon fiber reinforcement.
Type C — High-tech (Advanced Technology). These are projects which
contain technologies that have been developed prior to project initiation, but
which are used together for the first time.
Examples - most defense industry projects, new computer family.
Type D — Super High-tech (Highly Advanced Technology). These are
projects that call for the incorporation of technologies which are not entirely
existing, are emerging or even require unknown solutions at the time of project
initiation. Such projects incorporate exploratory development and non-existing
technology development during project execution.
Examples — Moon landing, star wars.
Program/Project Management Scope and Complexity
Level 1 — Assembly (Simple Project). This project relates to a
collection of components and modules combined into a single unit.
Example - a computer's display.
Level 2 — System (Complex Project). This is one which consists
of a complex collection of interactive elements and subsystems within a single
product, but which jointly perform a range of independent functions to meet a
specific operational need.
Examples - a computer work station, a radar system.
Level 3 — Array (Program). Rather than a single project, this is
a series of related projects designed to accomplish broad goals and to which
the individual projects contribute.
Examples - a national communication network, a city.
As Figure 3 indicates, progression along the
Technological Uncertainty dimension leads to the need for increased intensity
in technology management. Progression up the Program/Project Management Scope
axis increases the project management complexity and leads to increased intensity
and use of project management tools. When both are combined together, there is
a compounding effect resulting in the need for both added technology management
techniques as well as more comprehensive project management techniques.
In this view of project typology, the relationship with the primary success
categories discussed earlier is shown in Table 2.
 |
A
Established Technology
(Classic-Tech)
|
B
Mostly
Established
(Medium-Tech)
|
C
Advanced
(Hi-Tech)
|
D
Highly Advanced
or Exploratory
(Super Hi-Tech)
|
|
Project Efficiency
(Pre-completion)
|
Critical
|
Important
|
Overruns acceptable
|
Overruns most likely
|
|
Impact on Customer
(Short term)
|
Standard product
|
Functional product with added value
|
Significantly improved capabilities
|
Quantum
leap in effectiveness
|
|
Direct
Contribution
(Medium term)
|
Reasonable profit
|
Profit.
Return on investment
|
High profits.
Market share
|
High, but may
come much later.
Market leader
|
|
Future
Opportunity
(Long term)
|
Almost none
|
Gain additional
capabilities
|
New product line.
New markets
|
Leadership in
core and future technologies
|
Table 2: Success Categories and Characteristics of Various Project Types
|
The
Nature of Projects Generally
