1.1: Program Manager
Assign a Single Dedicated, Knowledgeable and Authoritative Program Manager from Start to Finish. Other Information:
A single person should be assigned to manage the program from “end to end.” For major programs, it is crucial that the individual
be dedicated and assigned to that program alone. Recognizing that each agency has a different model for resourcing and implementing
IT programs, if the program manager comes from the IT organization, it is critical that the individual understand the mission,
function and domain of the program supported. Conversely, if the manager is from the program/mission side, he or she must
have a strong technical background with a working knowledge of the IT technologies that could be implemented for the mission
requirements. Finally, the program manager must be at a senior enough level within the organization to assign resources and
make timely decisions. The qualifications for these leaders would include but go beyond formal certifications, encompassing
the ability to: * Clearly define and articulate vision and mission requirements * Align mission needs and desired business
results with program requirements * Inspire diverse stakeholders around a common vision * Institute a program strategy that
identifies and secures the resources necessary to meet program requirements (budget, schedule, mission need, staffing) * Organize
subject matter experts, technical experts, users and contractor personnel into an effective team and manage interfaces across
these groups * Lead a governance process to deal with potential problems, issues and disputes; manage negotiations on issues
where necessary * Understand the technologies applicable to the project * Engage with customers, industry and end users early
and often throughout the lifecycle to understand possible solutions and constraints * Exercise discipline on requirements
“creep” * Communicate and engage to sustain “buy-in” of program direction * Set realistic expectations * Have the courage
to make difficult decisions The effectiveness of even the most capable program manager can be reduced by heavy process burdens.
Streamlining process requirements wherever possible is an important aspect of maximizing the mission/business results that
the Government can receive from a professional IT program management capability. One specific action to take in this regard
is to unify the compliance functions for a program into a single compliance board. This action is also discussed in paragraph
2.3.2 as part of our recommendation to strengthen risk management.
Indicator(s):
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