Table Program Interrelationships

Program Manager

Makes or approves all decisions that affect the contractually committed target time. cost, and performance requirements or objectives of the program.

Approves all engineering change control decisions that affect the contractually committed target time. cost, and performance requirements or objectives of the program.

Establishes program budgets in conjunction with the cognizant program team members; monitors and negotiates changes.

Authorizes release of the budget and work authorization for the performance of approved work, and negotiates any intradirectorate reallocation above section level with the affected functional organizations through the program team members.

Functional Manager


Assembles and furnishes the information needed to assist the program manager in making decisions. Submits to the program manager all proposed changes that affect program cost, schedule targets, and technical requirements and objectives through the program team member.

Management controls, contract administration, budgeting, estimating, and financial controls are a functional specialty. The program manager utilizes the services of the specialist organizations. The specialists retain their own channels to the general manager but must keep the program manager informed through the program team member.

Implements engineering change decisions approved by the program manager. Advises him of any resulting programming impasses and negotiates adjustments through the program team member.

In all matters pertaining to budget and cost control, the program manager utilizes the services of the program team member representing the cognizant financial control organization.

Within the allocated budget, provides manpower skills, facilities, and other resources pertaining to his functional specialty to the degree and level necessary to meet program schedule, cost, and technical performance requirements of the contract.

Requests the assignment of program team members to the program, and approves the release of the team member from the program.

Establishes report requirements and controls necessary for evaluation of all phases of program performance consistent with effective policies and procedures.

Measures and evaluates performance of tasks against the established plan. Identifies current and potential problems. Decides upon and authorizes corrective action.

Apprises the program team members and/or functional organizations of program changes affecting their function.

Assures the establishment, coordination, and execution of support programs to the extent required or permitted by the contract.

Coordinates with the program manager in the selection and assignment of a program team member to the program or release of the program team member from the program.

Works in concert with other functional organizations to ensure that he and they are proceeding satisfactorily in the completion of mutually interdependent program tasks and events.

Follows up all activities of his organization to ensure satisfactory performance to program requirements. Detects actual or potential problems. Takes timely corrective action in his organization, and when such problems involve interface with other functional organizations, notifies them and coordinates the initiation of mutually satisfactory remedial action. Keeps the program manager advised (through the program team member) of conditions affecting the program, existing, or expected problems, problems solved, and corrective action required or performed.

Program manager does not hire or fire functional personnel. Program team members should not be removed from the program without the concurrence of the program manager.

Insofar as possible, program controls must be satisfied from existing data and controls as defined by division policies and procedures.

The program manager directs or redirects activities of functional organizations only through the cognizant program team member. Functional managers are responsible for the performance of their organizations. Functional managers do not implement decisions involving increased total program costs, changes in schedule, or changes in technical performance without prior approval of the program team members and the program manager.

This includes such programs as value engineering, data management, and configuration management.

Whenever companies operate on a matrix structure, information must be carefully prepared and distributed to all key individuals in the organization. To avoid dual standards and red tape, management must establish the decision-making policies associated with cost and control systems. The following is a policy guide:

• Approving all estimates, and negotiating all estimates and the definition of work requirements with the respective organizations.

• Approving the budget, and directing distribution and budgeting of available funds to all organizational levels by program element.

• Defining the work required and the schedule.

• Authorizing work release. The manager may not, however, authorize work beyond the scope of the contract.

• Approving the program bill-of-materials, detailed plans, and program schedules for need and compliance with program requirements.

• Approving the procuring work statement, the schedules, the source selection, the negotiated price, and the type of contract on major procurement.

• Monitoring the functional organization's performance against released budgets, schedules, and program requirements.

• When cost performance is unacceptable, taking appropriate action with the affected organization to modify the work requirements or to stimulate corrective action within the functional organization so as to reduce cost without changing the contracted scope of work.

• Being responsible for all communications and policy matters on contracted programs so that no communicative directives shall be issued without the signature or concurrence of the program manager.

Describing the responsibilities of a manager is only a portion of the management policy. Because the program manager must cross over functional boundaries to accomplish all of the above, it is also necessary to describe the responsibilities of the functional manager and the relationship between the two. Table 15-7 is an example of this. Similar tables can be developed for planning and scheduling, communications, customer relations, and contract administration.

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