program management:
planning-leadership-management of product development

Leading intense, directed communication we work creatively with the product development team and other corporate players to define, plan, risk manage, schedule, motivate, monitor and guide Product Developments.

Program Management:
Planning-Leading-Managing Product Development

...is our core competence - applying communication-driven leadership skills to planning, leading and managing product developments, backed by extensive experience in IC, DSP, HW, Firmware, Software product developments for IC, Telecom, PC, RF Markets.

What is a Program Manager ?

Three words define Program Manager: "Responsibility" and "Cross-Functional".
"Responsibility:" Program Managers are responsible for delivering everything needed for a product to be successful, throughout the product lifecycle. They might take an outline brief from the CEO and drive it through the product creation process into development into production, through evolution to maturity and withdrawal. Included along the way might be market research, technology research, manufacturing process development, IP acquisition and other functions specific to the particular program.
"Cross-Functional": Program Managers work with every functional area in the business and with outside IP sources, drawing upon their expertise and resources as required, in order to deliver the product.
Program Managers work in matrix-organized businesses, meaning that functional expertise development is a vertical responsibility, delivering product to market a horizontal responsibility. This type of structure is rapidly supplanting the historically dominant 'Command and Control' vertical 'pipe' structure coordinated by passing demands for horizontal needs up and down the 'pipes'. Program Managers can be responsible for more than products: Design and Manufacturing Process development; IT structure development can, for example, be horizontally managed.
Product Management: Usually a Product Manager is responsible for the performance of the product in the market place, defining marketing programs, advertising, pricing, distribution etc. In some matrixes there is a tight relationship between a product manager and a program manager during the product definition phase, particularly when extensive market research is undertaken; the product manager then assumes a watching brief until the product gets close to market launch, when the product manager initiates the steps needed for introduction to the market place. Similarly production and materials management people become involved as the product gets close to production startup.

Slideshow:
'Communication in Program Leadership-Management'

A summary of the key communication and team management factors we use in planning-leading-managing product developments is provided in the Powerpoint slide presentation that can be accessed via the link below. The presentation concentrates on two key areas that often determine success or failure in a product development:
(i) Communication and (ii) Project Start-up.
Summary of Slide Contents:
Slide show - opens in a new window:
Communication in Program Leadership-Management
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The presentation is © Copyright Pateo Consulting - Andrew Herrington 2004

Contact:

To explore finding a solution to a current issue or discuss something mentioned here call Andrew Herrington - Canada (519) 635-5308/ UK - Mobile: 077 36717312;

Pateo Consulting

UK - Mobile: 077 36717312;
Canada - Cell: (519) 635-5308;
email: pateo@pateo.com.
76 York Street,
Kitchener,
Ontario N2G 1T7,
Canada.