Program Management: what it really means to manage multiple projects
Abstracts of the Program Management Series
By: Russ Martinelli and Jim Waddell
Introduction
We define program management as “the coordinated management of interdependent projects over a finite period of time in order to achieve a set of business objectives”. In the high-technology, aerospace and automotive industries, program management is a critical business function that provides the means by which new products are conceived, developed and brought to market in order to achieve a major share in the profit. Outside of these core industries however, program management is not well understood. In fact, there is much confusion between the disciplines of program and project management.
We present a series of program management articles that goes beyond the definition of program management. We explain what it really means to manage multiple interdependent projects, put forth the key elements of program management, and demonstrate how the elements are implemented within the companies we work for – Intel Corporation and Tektronix Incorporated – where program management is a critical business function. It should be noted that this series of articles is written from the practitioner’s point of view. We work in the high-technology industry, our experiences are first hand and real world, and the viewpoints we present reflect this perspective. Finally, we welcome your comments and feedback on the articles.
The Program Strike Zone: Beyond the Bounding Box
A challenge historically plaguing business management has been the ability to convert comprehensive strategic objectives into effective execution and tangible results. It is all too common for programs to complete “on target” with respect to time, cost and quality, but fail to achieve the business results anticipated. This article introduces a powerful tool called the Program Strike Zone which is used to identify the critical success factors of a program, help the organization track progress toward achievement of key business results desired, and set the boundaries within which a program team can operate without direct management involvement. The value of the Program Strike Zone to both executive and program managers is explained, as well as how it is used by Intel and Tektronix.
Read the full text of The Program Strike Zone.
Program and Project Management: Understanding the Differences
It is not uncommon for the terms “program” and “project” management to be used interchangeably. Unfortunately, this leads to confusion between the two disciplines as well as a misunderstanding of the true distinctions between them. Volumes have been written about project management, but little has been written about program management besides an occasional reference to program management as the “management of multiple projects”. This article will describe the distinction between program and project management, demonstrate what it really means to manage multiple projects, and provide examples of how both program and project management are utilized to deliver high impact products in the high technology industry.
Read the full text of Program and Project Management: Understanding the Differences
Achieving Common Leadership and Infrastructure through the Program Management Office
The Program Management Office (PMO) is an innovative approach for providing leadership and infrastructure for managing and controlling multiple product development programs in order to improve time-to-market and profitability results. Understanding and characterizing the operation of the PMO provides the ability to utilize a systematized approach for managing diverse teams and programs, standardizing tools and processes, centralizing coordination and control, and providing for ease of access of program-related information. Achieving Common Leadership and Infrastructure through the Program Management Office will describe the key elements of the PMO and how they are effectively integrated into a manageable system. Considerations for managing simultaneous product development efforts up to and including a worldwide, distributed team environment will also be discussed.
Read the full text of Achieving Common Leadership through the Program Management Office.
Managing Program Risk
Developing high technology products is risky business by nature – technology risk alone is a constant. Failure to properly manage risk can lead to substantial loss, including the possibility that a product will fail to achieve the business results intended (such as increased market share or increased revenue). A product development program manager must mange risk across multiple projects. This requires a different perspective and techniques than managing risk on a single project. Managing Program Risk will describe the difference between managingg program risk and project risk, describe how risk is managed across multiple projects on a product development program, and provide practical tips on managing risk at the program level.
Read the full text of Managing Program Risk
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.
Read the full text of Program Manager Roles, Responsibilities and Core Competencies
Aligning Program Management to Business Strategy
Program management is designed to be used strategically by business management. Although all projects and programs deliver the tactical and operational deliverables, the real power of program management is its ability to link similarly aligned projects, creating programs that are chartered to achieve specific strategic objectives and business results. Linking Program Management to Business Strategy will describe how program management is utilized as a strategic business process in the high technology product development industry. A simple model will be used to demonstrate how strategic objectives, the program strategy, multiple project plans and resulting outputs are tightly integrated to focus a product development organization toward achieving desired business results.
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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