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A Framework for
Collaboration
Russ Martinelli
Intel Corporation
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)
1
Complexity
Complexity: “Something that is made up of many
interrelated parts” (Webster)
Complexity
2
The Right Development Model
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
3
Systems and Program Management
Integration of the subsystems requires a horizontal
management model that facilitates collaboration
Program
Inputs Output
• People Project Project Project (Integrated Product)
D E F
• Money
• Time Interdependent Projects
Project Management
Project Management
Project Management
Project Management
4
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)
Motherboard
Memory
Business
Results
Enclosure
Software
Manufacturing
5
The Right Structures
6
The Matrix Structure
General
Manager
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.
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)
8
Leadership Skills
Setting Vision
Team Building Skills
Communication Skills
A complex and dynamic set of process
steps for exchanging “MEANING” in a cross-cultural
environment
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
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
Summary
11
Primary Source
Questions?
Contact Information
Russ Martinelli, Intel Corporation
russ.martinelli@programmanagement-academy.com
12
Back-up
13
Program Management and the IMS
Define strategic business goals
Strategic Management
and strategies
Cross-project management
Program Management and delivery of whole product
14