1. Tailoring Program Management for
Technology 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
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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
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4. What is Technology Development and Why is it
Important?
 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)
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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
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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?”
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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
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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
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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
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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
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11. Managing Technology Development Efforts in a Disciplined
Environment Does Not Have to be an unsolved Puzzle
Performance Cost
Technology
Development
Schedule Risk
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