• Like
Dean.david
Upcoming SlideShare
Loading in...5
×
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
13,088
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
6
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Tailoring Program Management forTechnology Development David Dean Julia Gibbons Long Beach California Feb 2011 This document is confidential and is intended solely for the use and information of the client to whom it is addressed. Used with permission
  • 2. Agenda Introduction What is Technology Development What is Program Management What are the Constants How to use Standards effectively 1
  • 3. Introduction  Purpose of today’s presentation is to present the applicability of conducting disciplined program management for technology development efforts  It is a balancing of two competing perspectives – You can’t schedule innovation, and I’ll know it when I see it – Adherence to requirements of NPRs and other directives and/or standards Disciplined Program Management Agility and Innovation 2
  • 4. What is Technology Development and Why is itImportant?  Phase of acquisition that is accomplished prior to purchasing a system.  Research & Development of technology  Applicability: Software, Information Technology, Materials, Healthcare, Energy, Electronics…  Purpose: – Reduce technology risk – Determine appropriate set of technologies to be incorporated into systems – Identify and further define technical system requirements – Identify technology drivers – Develop the technology roadmap-at what point will innovations be inserted – Identify alternatives  There is a need to define and manage the work conducted during technology development – Requires resources and a means to measure progress • May need to meet a specific need at a defined time (Safety, Threat reduction) 3
  • 5. What is Program and Project Management?  Classical Definition from PMBOK, 4th ed. – Program: A group of related projects • Program Management: Centralized coordinated management of a program to achieve the program’s strategic objective and benefits • Managing projects in a coordinated way to obtain benefits and control NOT available from managing them individually • Programs may include elements of related work outside of the scope of the discreet projects in the program • Do the right projects  Project: A project is a temporary endeavor with a beginning and an end and creates a unique product, service or results – Project Management: The application of knowledge, skills, tools and techniques to project activities in order to meet project requirements – Do the right project 4
  • 6. Why You Do Not Need it Program Management  ..”You can’t plan and schedule innovation” Project Management  …“I’ll know it when I see it”  …“I don’t need all that extra work”  …”Technology development is different than a regular program or project, we don’t need the same type of schedule and certainly not risk management”  …”Processes are cumbersome”  …”We are high risk, why do we need risk management?” 5
  • 7. What are the Constants? • What is being produced or provided • Need to be able to measure the product or service There is a monetary value (Cost and Budget are NOT the same) • The product or service needs to be •There is some degree of delivered in a certain amount of time risk • The activities required to deliver the •Managing the risk is product or service have a defined essential for success relationship 6
  • 8. Numerous Standards, Directives and Guidance  NPR 7120.5  NPR 7120.7  NPR 7123.1  DoD 5000.2  PMBOK Guide Monitor Plan  INCOSE SE Guide Respond Identify  Transplanting processes vs. Tailoring processes Assess – Cut and paste from one or more of the standards 1 2 3 – Strict implementation Step 1 – Process vs. project /program focus Step 2 Step 3 7
  • 9. Using Standards to Effectively Manage Technology Development  “Programmatics” should be as transparent as possible – True value of the program – “Management” should support the product or service  Stick to the basics – Document the “value” of the program/project – At the end of this program we will have ___________. – What are the measures that indicate this has been done? – What has to be done to provide the “value”? – Need to describe the activities – Quantify the resources (skills, material, facilities, budget, etc) – Develop a top level flow of how everything should be put together – Sequencing of related activities – Identify risks associated with accomplishing activities 8
  • 10. Using Standards Effectively cont’d  Determine the processes needed to support program success – What processes from the standards really need to be implemented to ensure program success – What tailoring should be done based on the program characteristics? • $150,000 or $1.5 mil budget? • Is the program tied to a follow on acquisition or a stand alone delivery? • Pure technology research or technology maturation? – Ensure the tailored processes are communicated and understood  Implement the processes – Determine measures and metrics – Conduct training/familiarization – Adjust as necessary  Focus on what is important to deliver the product and/or service 9
  • 11. Managing Technology Development Efforts in a DisciplinedEnvironment Does Not Have to be an unsolved Puzzle Performance Cost Technology Development Schedule Risk 10