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.
Copyright 2006 The American Institute of Architects.
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David
Daileda is principal and director of operations at DMJM Design. He has
30 years of experience in the management and design of major design and
construction programs, particularly major renovations of airport facilities.
Among his many leadership roles within the AIA are three years as Western
Mountain Region director on the national AIA Board.
For more information about the newly released Architect’s
Handbook of Professional Practice Update 2006, click here.
For ordering information, visit the AIA Store.
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