by David A. Daileda, FAIA

Excerpted from The Architect’s Handbook of Professional Practice Update 2006.

What do a major metropolitan airport planning a $2 billion expansion, a school district in need of modernizing 27 schools, and a retail chain planning to roll out new stores in multiple malls nationwide have in common? The airport authority, school district, and retail chain all need someone who can interpret the varied and often competing needs of those who use, plan, design, build, finance, regulate, and operate these facilities; mold these needs together into an integrated facility program; and develop implementation plans that meet project time frames in an affordable fashion. In short, they need a “program manager.”

Achieving success in program management requires properly understanding the role of the program manager and the program manager’s relationship with the client. The program manager and the program management team are typically an extension of the owner’s staff, and thus they must view and understand the effort from the client’s perspective. Success also depends on how well the program management team understands the client’s expectations. Depending on the client’s priorities, in some instances success may hinge more on financial and service considerations and, in others, aesthetic excellence or technological advancement may be more important. Understanding and accepting how the client values and prioritizes program factors are critical to achieving the program goal.

Researching the “corporate culture” of the client is a key element for success. The management team will want to know who makes decisions, how they are made, and what factors most influence them. With this knowledge, the team can develop an organizational structure and operational process that set the stage for a harmonious relationship with the client. Similarly, familiarity with the standards and characteristics of the client’s operational environment will enable the team to focus on the issues, agencies, and activities most critical to the program. For example, in a program to upgrade a university campus, it is important to know what authority the university president has in comparison to the director of facilities, as well as the standards most applicable to the facilities being developed.

An ability to develop an in-depth understanding of the program requirements is essential to successful program management. The program scope will spell out or imply special needs or requirements, such as local or minority firm participation, minimum credentials for applicants, or the time frame for completing the services. The program management team must determine the particular tasks to be performed and the types of skills needed to accomplish the client’s program. Process and procedural considerations for implementing the work are also important. Will the project team act as an extension of the client’s staff or will its relationship be at arm’s length as the client’s agent? Will the management team carry out its work in the client’s offices, in a project-specific office, or in the consulting firm’s home office? Will the work be done locally or will travel be involved? How have the budget and schedule been developed, and who will be responsible for managing them?

Some caveats
Program management can be a commodity-based enterprise. Program management firms often compete with others that sell results-oriented processes and claim to have developed measurable parameters for success. These parameters often include managing the costs of vendors and designers downward in some definable way. They seldom focus on improving quality, instead emphasizing speed to market or cost savings. This emphasis is common because many of the large businesses that hire program managers are publicly held and answer to boards looking for improved quarterly results to encourage stock market shares.

To be successful in this environment, program management teams must stay focused on critical issues. This requires effective management procedures, team members with the appropriate attitude, an understanding that leadership goes beyond providing instructions, effective techniques for controlling the team and adjusting aspects of the program to form a cohesive product, and the ability to motivate team members to perform at their highest levels.

The ability to distinguish between “leading and monitoring” and “directing and doing” is critical. The program manager’s role is to instruct and lead; it is the role of others to implement. Licensed design professionals who have been hired to complete a project accept the associated liability for their work. Managers working to resolve design issues may inadvertently redirect that liability away from the professional and onto themselves. Program management teams are typically not indemnified or insured against such actions and must be vigilant in limiting their hands-on involvement. Keeping the program management team’s efforts in line is a critical management issue as well as a legal and liability consideration.

Sample program manager job description
Note: The hypothetical program manager position described here is for managing facility development in the retail sector, although it could be used as a starting point for tailoring program manager job descriptions that suit specific program needs.

Reports to:
Director of architecture or project principal-in-charge.

Summary of position:
Responsible for planning, directing, and controlling the delivery of multiple projects involving both existing and new retail facilities nationwide. Includes administering prime contracts and ensuring that all projects within the program collectively support the overall program goal. Travel is required.

Major responsibilities:

• Analyzes business, strategic, functional, financial, and qualitative requirements of the program; the specific priorities of the client; and program interdependencies
• Assembles, organizes, and mobilizes program team and identifies needed administrative and physical resources
• Develops master plan to define program goals, policies, strategies, and procedures
• Establishes program master schedule for major activities and monitors milestones for projects in the program
• Develops program budget and monitors its status
• Directs the work of project managers and other team personnel
• Reallocates or adjusts resources when needed
• Tracks issues and resolves conflicts when they arise
• Monitors progress of design and construction phases for projects within the program
• Keeps client informed of program status through written reports and verbal presentations.

Job requirements:
A degree in architecture, engineering, or related discipline is required, and a professional license is imperative. A minimum of 15 years’ experience in design and construction of retail facilities is required, with at least 10 years’ experience in project or construction management. The candidate must demonstrate sound judgment, high standards, and professionalism. The ability to lead and negotiate, and to communicate with upper management and project managers, is essential. Familiarity with database software for tracking multiple projects is highly desirable.

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