The Critical Step: The Initial Program Management Plan.
Abstract
Starting with the hypothesis that the initial project plan, to a great extent, determines the ultimate outcome of the project in terms of schedules, costs and technical performance, the author discusses the current management environment which prevails today in the military departments and the Secretary of Defense Office. Against this background the discussion continues as it develops a theoretical model for the development of the initial PMP. This model proposes that the two functions, planning and controlling, each consist of three elements; assumptions, planning, programming and scheduling, costing, resource allocations, respectively. The hierarchical dependencies of these elements are discussed in detail. Through the technique of program manager interviews, the author identifies eight factors which tend to de-optimize the process: inside-out approach, preconceived solution, 'My Plan' syndrome, inadequate threat definition, inadequate technical base, inadequate staff support, time pressure, wrong priority. Each factor is discussed in detail. Finally, six actions are recommended: education of the PM on the significance of this document, Headquarters must not issue schedules and budgets prematurely, higher authorities must stop micro managing the program based upon detailed PMPs, PM must insist adequate time, resources and priority are available, the PMP format should be at least three volumes which segregate fiscal data from general technical plans, PM must challenge the threat definition prior to issuing the PMP. (Author)
Document Details
- Document Type
- Technical Report
- Publication Date
- Nov 01, 1976
- Accession Number
- ADA036184
Entities
People
- Ronald J. Penick
Organizations
- Defense Systems Management College