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Program Management:

A Framework for
Collaboration

Russ Martinelli
Intel Corporation

UTD Project Management Symposium


August 2007

Content Contributor: Jim Waddell


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© 2007 Program Management Academy

Introduction
Why is collaboration so important to our future?

“The
 The best Right
companies are the best COLLABORATORS.
Development Model In the
flat world, more and more business will be done through
collaborations
 The Right with and between companies
Organization and Team for Structures
a very simple
reason:
 TheThe next layers
Right of value creation,
Leadership whether
Skills in technology,
and Competencies
marketing, biomedicine or manufacturing are becoming so
COMPLEX that no single firm or department is going to be
able to master them alone”
(Thomas L. Friedman, The World Is Flat, 2006)

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Complexity
 Complexity: “Something that is made up of many
interrelated parts” (Webster)

 Today’s product, service and infrastructure


development efforts contain multiple vectors of
complexity
 Technical complexity
 Process complexity
 Human complexity
 Business complexity

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Complexity

 Management of complex development efforts is


not new
 What is new: Increasing complexity is common in
all industries where technology development is
key to competitive advantage
 The key:
 The right development model
 The right structures
 The right skills, competency, and experience

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The Right Development Model

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Systems Engineering
 Systems engineering is used to architect complex
solutions
 System = a combination of parts that function as an
integrated whole (Stevens)
System

A B C

Inputs Output
D E F
Interdependent Subsystems

 A system is disaggregated into smaller, more


manageable parts – subsystems – to
manage the complexity

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Systems and Program Management
 Integration of the subsystems requires a horizontal
management model that facilitates collaboration

Program

Project Project Project


A B C

Inputs Output
• People Project Project Project (Integrated Product)
D E F
• Money
• Time Interdependent Projects

 Program Management is the management corollary


to systems engineering used to reintegrate the parts

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Framework for Collaboration


The Integrated ‘Whole’ Product

Circuit Board Enclosure Software Manufacturing System Test


Deliverables Deliverables Deliverables Deliverables Deliverables

Program Management Define Plan Implement Launch Sustain


Project Management

Project Management

Project Management

Project Management

Project Management

Circuit Board Enclosure Software Manufacturing Memory

Source: Program Management for Improved Business Results

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Program Management Described
Program Management Project Management
Achieving a set of business goals The application of knowledge, skills,
through the coordinated tools and techniques to project
management of interdependent activities in order to meet project
projects over a finite period of time requirements (PMBoK)
(Milosevic, Martinelli, Waddell)

 Strategic in nature, with focus on  Tactical in nature, with focus on


business success execution success
 Responsible for successful  Responsible for the successful
delivery of the whole product to delivery of individual product
the market elements to the program
 Horizontal management across  Vertical management within a
all the functional projects single functional project within the
involved in the program to program to produce a single
integrate the project outputs element of the solution

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“The Master Integrator”

Motherboard
Memory

Business
Results

Enclosure

Software

Manufacturing

Project Management Program Management


Responsible for delivery of individual Responsible for integrating the
elements of the product to the program whole product to achieve business
results

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The Right Structures

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Organizational Structure Considerations


The following should be considered when optimizing
the organizational structure to support program
management:
 The organizational structure must minimize the influence
of the functional silos
 The matrix structure is effective
 The program manager drives cross-department
collaboration through a horizontal management model
 A redistribution of empowerment within the organization is
necessary to match the program manager’s expanded
responsibility with their level of authority

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The Matrix Structure

General
Manager

PMO Engineering Marketing Manuf Finance Test


Director Director Director Director Director Director

Program Engineering Marketing Manuf Finance Test


Project Mgr Project Mgr Project Mgr Project Mgr
Manager and Team and Team and Team
Representative
and Team

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Collaborative Program Teams


Organizing for collaboration means:
 Employing a team structure that facilitates cross-discipline
collaboration
 Ensuring all disciplines required for developing the whole
solution are involved
 Empowering the program manager to lead the team with
appropriate decision rights
The Integrated Program Team

HW SW
.
Ma od
rke Pr est
tin T
g

Program Enclosure
Validation Manager

Fin
t. an
ce
us rt
C po
up
S QA Mfg.

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The Right Skills
and Competencies
“When observing the differences between poorly-run product
development efforts and well-run efforts, I noticed the
difference was that the well-run programs had a true program
manager in charge. These people had a broad skill base that is
needed – good people skills, strong business acumen, and good
system integration skills. Unfortunately, not a lot of people
have these broad skills.”
(Gary Rosen, V.P. of Engineering, Varian Semiconductor Equipment)

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Program Management Competency Model

Competency = knowledge + skills + personal qualities + experience

Customer & Market

Leadership Program Process & Project


Manager Management

Business & Financial

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Leadership Skills

Setting Vision
Team Building Skills

Leadership COLLABORATION SKILLS


Influencing/Delegating
Decision Making
Priority Setting

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Key Collaboration Skills


 Synthesizing Skills
Ability to put together the pieces

 Emotional Intelligence Skills


Individual and social competencies critical
to leadership in the global environment

 Communication Skills
A complex and dynamic set of process
steps for exchanging “MEANING” in a cross-cultural
environment

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Synthesizing Skills
Effective synthesizing skills enable program managers:
 To work across the various disciplines involved on a
program
 Cross-discipline knowledge
 To obtain balance and synergy between the project
teams and the functional organizations
 Program and functional alignment
 To see the big picture while reintegrating the
elements of the program output

“Seeing the Big Picture is fast becoming a killer aptitude in


business. More and more employers are looking for people
who possess this capability”.
Daniel Pink, A Whole New Mind, 2006

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Emotional Intelligence Skills


“Emotional Intelligence” is a set of five individual and
social competencies (Goleman):

 Self Awareness:
 Recognizing and understanding moods, emotions from
themselves and others.
Self Regulation
 Developing trustworthiness, integrity and comfort with
ambiguity and change.
Motivation
 Maintaining a high level of persistence in pursuing goals
Empathy
 Ability to appropriately understand and react to the
emotional needs of others
Social Skills
 Establishing a proficiency for managing human
relationships, building rapport, and creating an effective
human network

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Communication Skills
The program manager is the primary voice for a
program, there needs to be proficient in communicating
 The Basics
 Writing, casual speaking and elocution technical skills)
 Active Listening
 Taking full responsibility for the communication result between
two people
 Paraphrasing and feedback of the message
 Non-verbal communication
 Voice intonation
 Facial expression
 Behavior and physical movement

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Summary

 Development complexity continues to


increase
 A high level of cross-organization
collaboration is now required
 Conventional management approaches have
become inadequate
 Program management was a relevant
solution 50 years ago, continues to be
relevant today, and is critically important for
the future!

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Primary Source

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Questions?
Contact Information
Russ Martinelli, Intel Corporation
russ.martinelli@programmanagement-academy.com

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Back-up

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Brief History - Program Management


 Developed by U.S. DoD in late 1950’s as a
management model to develop complex underwater
ballistic missile systems
 The Special Program Office (SPO) formed in 1957 to
oversee the development management practices
 July 1, 1971 the DSMC opened – offering a twenty-
week program management course
 During 1980’s, companies that developed both
military and commercial products migrated program
management to their commercial sector
 Program management practices began moving to
other industries during the downsizing of defense and
aerospace
 Today: a lot of talk, little walk

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Program Management and the IMS
Define strategic business goals
Strategic Management
and strategies

Prioritize, select & resource Strategy


Portfolio Management programs to achieve goals

Cross-project management
Program Management and delivery of whole product

Plan and execute delivery of


Project Management individual elements of the product Execution

Develop the components and


Team Execution technologies of individual elements

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