Project and Program Turnaround

The U.S. economy thrives on the development of new products, new systems, and new processes. Usually, these advances start as a flash of inspiration by highly creative individuals. It is complex and difficult to go from initial inspiration to a final product, process, or system. So it is not surprising that approximately one out of every four development programs fails. A development program or project in trouble is distinct from a program encountering typical development difficulties. Such a program or project can appear to be in free fall.This book identifies the essential fundamentals for executing a program or project turnaround effectively. These fundamentals include:Clearly identifying the next critical accomplishment needed for successAssigning responsibility for each program task to one personCapitalizing on colocation and face-to-face communicationRecruiting problem solversWining commitment from team membersUsing team accomplishments to propel high team morale The guidance provided in this book is applicable to all program or project genres, including manufacturing, nonprofit work, education, medicine, investment management, and municipal management.Software has become a great part of both providing product functionality and assisting with managing product development. A special chapter devoted to software development dispels common misconceptions and provides guidance for turning around this special type of project or program. This book is a highly valuable source of insight for a wide range of readers, including management professionals, business students, and executive managers. Every member of a product or project development team will find its recommendations to be of high value.

Great Program! But What’s Wrong? Who Leads the Turnaround? First! "Point A" and "Point B". Find the Cavities. Change Gears Now. It’s a Campaign, Not a Program! High-Value Elements. Metrics—A Crystal Ball. Contract Success. Expectations. Ethics Are Essential. Effective Leadership and Basic Planning. Motivate Continuous Improvement. Honest Tracking. I Thought I Understood Software! Early Success—"Team Food". Maintaining Traction. Shackle the Configuration. Document and Follow. Everyone Must Be Paranoid! Team Dedication and Mentoring. Benefits for the Enterprise. Index.

Thomas Pavelko worked for 37 years for Lockheed Aircraft and Lockheed Martin. He started as an engineer organizing and leading teams to develop embedded computer systems that performed critical flight control and data reduction functions. Eventually, he was promoted to the level of Program Director. He reported to a wide variety of divisions, including Satellites, Missiles, R&D, Electronics, Propulsion, Advanced Astronautics, Commercial Space, Human Spaceflight, and the Skunk Works. During the latter part of his career, he was assigned to assist large commercial and government programs in trouble. For some of these, he became the new Program Manager. All the programs he led were successful.