November - December 2004 Featured Papers
Program Manager Roles, Responsibilities and Core Competencies
Program managers serve in many high-technology companies as the catalyst for converting business strategy into new products for the market by successfully managing product development execution. This responsibility requires that they be experienced and capable in a wide spectrum of skills and competencies. However skills and competencies are not enough, business managers must also be aware of and leverage several important enablers that insure the successful development of the organization's program managers. This article will aid the reader in understanding these important skills, competencies and enablers for achieving success as a program manager. It will also serve as a useful supplement for selecting, hiring, and setting objectives and expectations for individual program managers within the organization.
About the Authors:
Russ
Martinelli, Manager of Program Management Methods at Intel, has many years
of experience in System Engineering, General Management, and Project and
Program Management in the high-technology and aerospace industries. Russ
is the chairman of Intel's Program Management Community of Practice, and
an Adjunct Professor for IT Business Systems at the University of Phoenix
in Portland, Oregon.
russell.martinelli@intel.com
Jim
Waddell, independent consultant and former Director of Program Management
for Tektronix, Inc. Jim has held a wide spectrum of managerial and operational
roles ranging across engineering, marketing, systems and manufacturing in
the high tech, energy and construction industries. Jim has taught classes
at various universities, and has been a speaker at numerous conferences
nationwide.
james.w.waddell@exgate.tek.com
KNOWLEDGE "TRAPS" in IT PROJECTS
Professor Blaize Horner Reich
Associate Professor, Faculty of Business Administration
Simon Fraser University
British Columbia, Canada
In this article, a knowledge approach to projects is proposed. Ten places in a project where knowledge can be lost, misused, or never created are identified as "knowledge traps". Five "knowledge guidelines" for project managers wishing to create an innovative, self organizing project team are proposed.
There is evidence that managing knowledge and expertise during an IT project can add to the probability that the result is innovative and project targets are attained. Through a thoughtful application of these knowledge management principles, the project manager can develop a very resilient team - one that is aware of its progress and problems and that has the ability to mobilize the best available talent for each task. This will lead to fewer mistakes, omissions, and rework and increased project success. What is not well developed is how to create a knowledge-rich environment within a project team. Through this model and guidelines, we hope to begin a discussion throughout the research and practitioner community. When successful, this journey will add to our understanding of project management and to the techniques and processes that project managers can employ.
Read the full text of "Knowledge Traps in IT Projects"
About the Author
Dr.
Reich is a member of the Faculty of Business Administration, Simon Fraser
University, Canada and a visiting Associate at Templeton College, Oxford.
She is active in the community, as a Board member and director of national
business, academic and professional associations.
Dr. Reich's early research explored the strategic use of information technology and the linkage between business and information technology objectives. She is currently investigating the use of knowledge management in projects and the development of organizational competency in project management.
Email is
breich@sfu.ca
Web site http://www.bus.sfu.ca/