Agile Program Management: Lessons Learned from the VeriSign Managed Security Services Team

2007 ◽  
Author(s):  
Peter Hodgkins ◽  
Luke Hohmann
Keyword(s):  
Program Management ◽  
Lessons Learned ◽  
Security Services

CHIRP program lessons learned from the contractor program management team perspective

2012 ◽  
Author(s):  
R. Pang ◽  
V. Kennedy ◽  
B. Armand ◽  
L. Mauch ◽  
J. D. Fleming
Keyword(s):  
Program Management ◽  
Lessons Learned ◽  
Management Team

Imagine - An Open Class 60 BOC Racer -Design and Program Management - Lessons Learned

1995 ◽  
Author(s):  
Kenneth E. Court ◽  
F. Michael Kaufman ◽  
Harold M. Whitacre
Keyword(s):  
Project Management ◽  
Rhode Island ◽  
Structural Damage ◽  
Program Management ◽  
Lessons Learned ◽  
Project Management Office ◽  
The World ◽  
Project Plan ◽  
Actual Design ◽  
Open Class

This paper describes the creation of the Open Class 60 (BOC 60) racing yacht "Imagine". She was conceived to win the 1994 BOC singlehanded round the world race, an ambitious goal since the French sailors have dominated the race since its inception. This paper will examine the design of this complex racing machine, and the management of the project. The project produced a boat that was capable of attaining the goal of winning, but when the project management office failed to adhere to the project plan, the project unravelled and collapsed. In a squall at sea, at night, off Cape May, New Jersey, "Imagine's" boom failed, the main sail was dropped, and in the resultant short steep seas, "Imagine" slammed badly, dishing plating at both ends of the vessel, causing two forward frames to trip, and resulting in other structural damage to forward deck longitudinals and in the cockpit. "Imagine's" hull remained watertight, and she returned to Norfolk under short sail. Upon arrival she was inspected, and the necessary repair steps were outlined. These were discussed the following day with the project office and the ABS inspector. Within days drawings were provided to the project office for repair and to ABS for review. At that point matters stalled, no repair was started and within two week-; the project office announced their intent to abandon the project. The project plan will be reviewed, the basis for the design will be discussed, the incident at sea which precipitated the project's disbanding will be examined, and an analysis of the resultant damage given. Lessons learned from the project will be discussed. The actual design of the boat was interesting and rewarding, but it was a small part of the goal of the project. The goal was not attained, and when the BOC race started from Charleston in September 94, "Imagine" remained at the dock, her outfit and development incomplete. This paper will attempt to evaluate the reasons why. Two central themes repeat: lack of funds; and lack of sea trials. In our opinion it was this lack of funds, that led the project office to eliminate carefully planned steps in "Imagine's" development, specifically the sea trials. This also lead them to attempt an offshore voyage from Norfolk, Virginia to Newport, Rhode Island in November 1993, prior to sea trials, with a known defective boom, and a jury rigged boom vang.

scholarly journals Case Study: Program Management of Volume Modules

2019 ◽  
pp. 563-570
Author(s):  
Gregory F. Starzyk
Keyword(s):  
Modular Design ◽  
Program Management ◽  
Lessons Learned ◽  
Study Program ◽  
Current Trends ◽  
The Usa ◽  
Multi Level ◽  
Module Systems ◽  
Module System

Volume module systems in the refining and petrochemical industries are large, multi-level systems that are fabricated offsite and stacked onsite, with integral piping and wiring interconnections. This is a case study in a program management system that was introduced for a particular volume module system. Modular design and fabrication suffer from inherent shortcomings: it is neither cheap nor fast nor does it result in any meaningful increase in quality. Lessons learned reveal cheaper, faster and better methods that overcome the inherent shortcomings of modular design and construction. These lessons can inform current trends in modular design and fabrication in the USA and Canada.

scholarly journals A System to Support Diverse Social Program Management (Preprint)

2020 ◽  
Author(s):  
Mollie McKillop ◽  
Jane Snowdon ◽  
Van Willis ◽  
Shira Alevy ◽  
Rubina Rizvi ◽  
...  
Keyword(s):  
Well Being ◽  
Program Management ◽  
Lessons Learned ◽  
Social Program ◽  
Social Programs ◽  
Modular Architecture ◽  
Flexible System ◽  
Wide Range ◽  
Effective Delivery ◽  
Delivery Of Services

BACKGROUND Social programs are services provided by governments, non-profits, and other organizations to help improve the health and well-being of individuals, families, and communities. Social programs aim to deliver services effectively and efficiently, but they are challenged by information silos, limited resources, and the need to deliver frequently changing mandated benefits. OBJECTIVE We explore how an information system designed for social programs helps to deliver services effectively and efficiently across diverse programs. METHODS This viewpoint describes the configurable and modular architecture of Social Program Management (SPM), a system to support efficient and effective delivery of services by a wide range of social programs, as well as lessons learned from implementing SPM across diverse settings. We explore usage data to inform engagement and impact of SPM on the efficient and effective delivery of services. RESULTS The features and functionalities of SPM seem to support the goals of social programs. We find SPM(1) provides fundamental management processes and configurable program-specific components to support social program administration, (2) has been used by over 280,000 caseworkers serving over 30 million people in 13 countries, (3) contains features designed to meet specific user requirements, (4) supports secure information sharing and collaboration through data standardization and aggregation, and (5) offers configurability and flexibility that are important for digital transformation and organizational change. CONCLUSIONS SPM is a user-centered, configurable, and flexible system to manage social program workflow.

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