21 May 2013 Hyatt Morristown

An Examination of the Roles & Responsibilities of Modern-Day Project & Program Managers

PDP Information:
Program Number: C020-21052013
Program Title: An Examination of the Roles & Responsibilities of Modern-Day Project & Program Managers
PDUs: 1.5
Category: A
Activity Sponsor: PMINJ Chapter (C020)

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Rick Heaslip
Many project management professionals would agree that their roles and responsibilities extend well beyond the traditional project management credo to deliver "on time, on budget, and to specifications."  However, most find it difficult to identify a more acceptable and universally applicable modern-day mandate.  In today’s knowledge-based organizations, the specific expectations of project and program management professionals can vary greatly.  They may differ, for example, because of differences in the nature of their projects, the structure of their governance systems, or the culture of their organizations.  These differences can lead to considerable confusion about the nature of the profession itself, and its definition of “success.”  

But what should the credo of modern-day project management professionals be?  Is there a better approach to defining their roles and responsibilities?  In this presentation we will take a fresh look at the evolution of modern-day organizations, and of the roles and responsibilities of their project management professionals.  We will explore the challenges that project management professionals face within their organizations, and the value of a new approach for defining project management’s roles and responsibilities – an approach that re-defines the roles and responsibilities of project and program management based on the management of project and program complexity.

 Rick Heaslip has been teaching Program Leadership Skills and Systems in Organizational Dynamics at the University of Pennsylvania since 2006, when he assumed responsibility for developing the P3 Program’s core coursework in Program Management.

Rick is also Founder of Programmatic Sciences, a consultancy that specializes in helping organizations to improve their abilities to manage programs that are complex or that are facing significant uncertainty. In this capacity he is often asked to advise and assist organizations seeking to refine their models for managing programs, to improve their organization’s competency models for program managers and leaders, and to deliver targeted education, training, and coaching in the “science” of program management as it applies to their organization’s unique needs.

Rick’s professional expertise in program management is well recognized. He is a member of a small team of program management professionals currently collaborating on a complete revision of the Project Management Institute’s “The Standard for Program Management (third edition)” (publication scheduled for December, 2012). This Standard will provide the basis for the Project Management Institute’s future certification of all Program Management Professionals. Rick is also a frequent speaker at professional symposia focused on the advancement and integration of organizational capabilities in program, project, portfolio, resource, and performance management.

Prior to his work with the University of Pennsylvania, Programmatic Sciences, and the PMI, Rick served as a scientist and program leader in the pharmaceutical industry. He was Vice President of Project and Portfolio Management at Wyeth Research, where he was responsible for program, project, portfolio and resource management activities leading and supporting the development of innovative medicines. Rick personally led teams responsible for development and registration of three currently marketed pharmaceutical products. His original research in pharmacology and biochemistry has been published in 80 manuscripts and abstracts in peer-reviewed journals.

Rick received his B.A. with honors in Research Biochemistry from the University of Pennsylvania and his Ph.D. in Pharmacology from the Ohio State University. He completed his postdoctoral training in the University of Pennsylvania’s School of Veterinary Medicine.

Networking Program:

TopicNo Meeting


TopicQuarterly Panel Discussion (PMO Tools)

The PMINJ PMO LCI will host its quarterly Panel Discussion facilitated by the core PMO LCI team. It will be an interactive session where participants will have an opportunity to discuss PMO tools, best practices, challenges, and other information about PMOs. This is a follow-up to the initial session we had in February.

We look forward to your active participation and welcome your input to make each panel discussion useful to you and fellow LCI members.

Agile LCI:

Topic: An Informal Gathering introducing the LCI

Have you ever taken a detour? Planned an event? Changed diapers? Had something unanticipated happen? Looked back? 

If you’ve answered “yes” to any of these questions, then you’re Agile! If you answered “no,” then we can prove you’re a recipient of agility or are using a product that is the outcome of being agile.

Come learn about a newly formed LCI and tell us what you’d like to see in the future!