Program Management:

A Framework for
Collaboration

Russ Martinelli
Intel Corporation

UTD Project Management Symposium

August 2007

Content Contributor: Jim Waddell

1

© 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)

© 2007 Program Management Academy 2

1
 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

© 2007 Program Management Academy 3

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

© 2007 Program Management Academy 4

2
 The Right Development Model

© 2007 Program Management Academy 5

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

© 2007 Program Management Academy 6

3
 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

© 2007 Program Management Academy 7

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

© 2007 Program Management Academy 8

4
 Program Management Described
Program Management
Achieving a set of business goals
through the coordinated
management of interdependent
projects over a finite period of time
(Milosevic, Martinelli, Waddell)
 Strategic in nature, with focus on
business success
 Responsible for successful
delivery of the whole product to
the market
 Horizontal management across
all the functional projects
involved in the program to
integrate the project outputs
© 2007 Program Management Academy
“The Master Integrator”
Motherboard
Memory
Enclosure
Software
Manufacturing
Project Management
Responsible for delivery of individual
elements of the product to the program
© 2007 Program Management Academy
Project Management
The application of knowledge, skills,
tools and techniques to project
activities in order to meet project
requirements (PMBoK)
 Tactical in nature, with focus on
execution success
 Responsible for the successful
delivery of individual product
elements to the program
 Vertical management within a
single functional project within the
program to produce a single
element of the solution
9
Business
Results
Program Management
Responsible for integrating the
whole product to achieve business
results
10
5
 The Right Structures

© 2007 Program Management Academy 11

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

© 2007 Program Management Academy 12

6
 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

© 2007 Program Management Academy 13

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.

© 2007 Program Management Academy 14

7
 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)

© 2007 Program Management Academy 15

Program Management Competency Model

Competency = knowledge + skills + personal qualities + experience

Customer & Market

Leadership Program Process & Project

Manager Management

Business & Financial

© 2007 Program Management Academy 16

8
 Leadership Skills

Setting Vision
Team Building Skills

Leadership COLLABORATION SKILLS

Influencing/Delegating
Decision Making
Priority Setting

© 2007 Program Management Academy 17

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

© 2007 Program Management Academy 18

9
 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

© 2007 Program Management Academy 19

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

© 2007 Program Management Academy 20

10
 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

© 2007 Program Management Academy 21

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!

© 2007 Program Management Academy 22

11
 Primary Source

© 2007 Program Management Academy 23

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

© 2007 Program Management Academy 24

12
 Back-up

© 2007 Program Management Academy 25

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

© 2007 Program Management Academy 26

13
 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

© 2007 Program Management Academy 27

14