powered by FreeFind

 


Volume IX - Issue III - March 2007

 

Featured Papers

 

 

 

The Program Management Maturity Model (TM): 
A Framework for Change
(Part 3 of a Series)

By Russ Martinelli and Jim Waddell

 

Vice President of Research and Development for Technology Solutions, came to the realization that his organization had to transform itself in order to get beyond some of the business problems limiting them today.  He was convinced that adopting a systems approach and program management business model for developing Technology Solution’s products was the way to move forward.  In his words, “With a strong program management function, products are closer to what customers want and the development team spends less time iterating to meet the customer’s needs.”

But how does one implement a program management function within their organization?  In this paper, we introduce the Program Management Maturity Model TM (PMMM) as a framework for introducing and maturing program management within an enterprise.

 

Read complete paper in English

 

Read earlier papers in the series.

Program Management: It's About the Business! (Part 1 in the series)

Conquering Complexity with Program Management (Part 2 in the series)

 

 

About the Authors:


Russ Martinelli

Russ Martinelli is the Manager of Program Management Methods within the Corporate Platform Office at Intel Corporation, where he focuses on the definition and implementation of program management practices across Intel.  Additionally, Russ is the chairman of Intel’s global Program Management Community of Practice, an adjunct professor at the University of Phoenix, and co-founder of the Program Management Academy.  Russ has held a variety of positions at Intel and Lockheed Martin in the areas of systems engineering, general management, operations management, and project and program management. Contact Russ at:  mailto:russ.martinelli@programmanagement-academy.com



Jim Waddell

Jim Waddell is an independent consultant specializing in program management and mergers and acquisitions.  He is the former Director of Program Management for Tektronix Inc. where he established and led Tektronix’s first worldwide Program Management Office.  Additionally, Jim is an adjunct professor at the Oregon Graduate Institute, a founding member of the Program Management Forum in Portland, and the co-founder of the Program Management Academy.  Jim has held a wide range of managerial and operational roles ranging across engineering, marketing, systems and manufacturing in the high tech and energy industries. Contact Jim at:  mailto:jim.waddell@programmanagement-academy.com

 

 

 

Top of Page

 

Churchill the Agile Project Manager (Part 9)
Aftermath of Dunkirk

By Mark Kozak-Holland

 

Most people are very familiar with Winston Churchill but may not be familiar with his “agile” approach to project management, and his management skills as a PM in May 1940. Part 8 looked at how the British Expeditionary Force (BEF) faced with destruction left Churchill with no option but to evacuate, straining the Allied relationship to a breaking point. This article looks at how Churchill’s position as PM was at considerable risk, and how he turned things around through communications and the most significant speech of his career.

On June the 4th the Dunkirk evacuation ended. Although the British had evacuated a greater number of exhausted troops, most of its heavy fighting equipment, enough for ten divisions and over 200 ships, was lost (Part 8). Dunkirk was a complete disaster in terms of equipment loss. In retrospect the BEF faced complete elimination and for Churchill there was no other choice but to evacuate.

 

Read complete paper in English
Read the previous paper in this series. Churchill the Project Manager (Part 8)
View the entire series at: http://www.pmforum.org/library/papers/index.htm

 

About the Author:


Mark Kozak-Holland

Mark Kozak-Holland’s latest book in the Lessons-From-History series is titled “Project Lessons from the Great Escape (Luft III)” http://www.mmpubs.com/catalog/lessons-from-history-c-4.html. It draws parallels from this event in World War II to today's business challenges. His previous books include “Churchill’s Adaptive Enterprise: Lessons for Business Today”, “Titanic Lessons for IT Projects”, and “Avoiding Titanic Disasters: Project Lessons for IT Executives”.  Mark is a Senior Business Architect with HP Services and regularly writes and speaks (presentations and workshops) on the subject of emerging technologies and lessons that can be learned from historical projects. He can be contacted via his Web site at www.lessons-from-history.com or via email to mark.kozak-holl@sympatico.ca.

 

 

Top of Page

 

 

 

 

 

 

PM World Today™ is a trademark of pmforum.org, Inc.
PMWT™ is a trademark of pmforum.org, Inc.

The information on this web site was checked for accuracy and authenticity when last updated. If there is any accidental infringement of copyright, the publisher of this site apologize for their actions, and would like to be notified. In addition, the publisher of this site cannot bear responsibility for the actions or the results of action of individuals or companies arising from use of information and advice contained within it.

PM World Today Privacy Policy Terms and Conditions.

© Copyright 2007 PM World Today