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COVER
STORY
Financing
Innovation
-- Voruganti Srikanth
Financial
constraints to the development of innovation are often considered
one of the main impediments for high-technology firms seeking
to expand and grow. This paper discusses the problems experienced
by small businesses in gaining access to finance. Traditional
financial sources are inadequate to finance innovative projects.
Firms are involved in maintaining control over their activities
and are willing to issue outside equity only if the new investors
also provide non-financial competencies.
© 2004 IUP. All Rights Reserved.
COVER
STORY
Project
Finance and Credit Rationing
-- Bhupatiraju Sowjanya
This
paper discusses two issues of project managementproject finance
and credit rationing. It tries to gain a better understanding
of project finance and explains it in terms of a risk strategy
that reconciles the potentially conflicting objectives of
borrowers and lenders. This is done through discussion of
the concept of the community of interests that exist in the
commercial and industrial linkages between the various parties
involved in a project.
© 2004 IUP. All Rights Reserved.
COVER
STORY
Project
financing options in India
-- Y Chandrasekhar
Traditionally,
there were limited options available for project financing.
However, with economic liberalization and stock market reforms
in India, the options have significantly increased. Earlier,
banks were not involved inlong-term financing but now they
are looking at project financing as one of the most profitable
avenues. The article provides a primer on various options
available for project financing.
© 2004 IUP. All Rights Reserved.
NEW
DEVELOPMENTS
Enterprise
program management
-- G Suraj Kumar
Companies
today face many conflicting priorities in being competitive
while staying flexible and adaptable to economic and market
shifts. A facilities manager may be faced with consolidating
facilities owing to a merger or restructuring. Consolidation
presents several challenges that must be met. this article
discusses the issues confronting the manager in such situations.
A major change effort such as consolidation requires a centralized
facilities management structure that is tied directly to the
strategy of the company.
© 2004 IUP. All Rights Reserved.
SOFTWARE
PROJECTS
Managing
Complex Systems - Challenges for PDM and SCM*
-- Annita Persson Dahlqvist, Ivica Crnkovicand Magnus Larsson
The
integration of development processes faces many problems partially
because of the different nature of the processes and the different
approaches. This paper gives a brief overview of common characteristics
of Software Configuration Management (SCM) and Product Data
Management (PDM) and presents an analysis of a possible integration.
It also presents an initiative by the Swedish industry to
provide better understanding of SCM and PDM integration problems
and to give directions for the possible integrations.
© Annita Persson Dahlqvist, Ivica Crnkovic and Magnus Larsson.
Reprinted with permission.
PROJECT
INTEGRATION
Optimizing
Success by matching Management Style to Project Type
-- Aaron J Shenhar and R Max Wideman
To
attain the highest potential on large complex projects, one
single style may not be appropriate. The failure to match
an appropriate style to project circumstances can reduce the
stakeholders' motivation and lead to unsatisfactory project
results. This paper is helpful to the management to design
appropriate organizational structures for complex projects
to match the style to circumstances.
© 2002 AEW Services, Vancouver, BC. Reprinted with permission.
PROJECT
FINANCE
Prioritizing
Projectsto MaximizeReturn on Investment
-- Bonnie Wald and Ann Marsden
Organizations,
which are systematically approaching projects, are generating
good returns on investment and gaining competitive advantage.
To manage the emerging challenges, some organizations have
already started implementing good process for Return on Investment
(ROI), as a part of the principal strategy for survival. This
paper describes a flexible framework to develop and implement
ROI analyses for a company's projects.
© 2003 CC Pace Systems (www.ccpace.com). Reprinted with permission.
PROJECT
MANAGEMENT
Project
Management Unplugged
-- Lee R Lambert
During
the past several years, process automation has become the
king of its project management followers. The professionals
in this fast-growing community can now get endless varieties
and huge quantities of management information faster than
could have ever been imagined. Unfortunately, the result is
often: Bad information fasterBad decisions faster. Through
this article, learn how to control the "beast" while accomplishing
your most important objectivedeliver a successful project!
© Lee R Lambert. Reprinted with permission.
PROJECT
RISK MANAGEMENT
Know
Your Enemy:Software Risk Management1
-- Karl E Wiegers
When
planning software projects, software engineers often assume
that everything will go exactly as planned. Or, they take
the other extreme position. the creative nature of software
development means it can't be predicted what will happen,
so what's the point of making detailed plans? Both of these
perspectives can lead to software surprises, when unexpected
things happen that throw the project off track. Therefore,
project managers need to manage these surprises effectively
and keep the project always on the track.
© 1998 CMP Media LLC. Reprinted with permission.
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