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Evolution of the Owner’s Role in Program Management - Activity: Program Level Executive

February 21, 2008 | Author: PM Hut | Filed under: Program Management

Evolution of the Owner’s Role in Program Management - Activity: Program Level Executive (#3 in the series Evolution of the Owner’s Role in Program Management)
By Robert Prieto

Traditional Owner Role: Responsible for both direct management of all program execution activities as well as overall program oversight and assurance activities. Principal point of interface with other Owner organizational elements and third party stakeholders.

Owner Role Under Program Management:

  • Continuing overall owner execution responsibility but role transitions to more of an executive level as it relates to the project execution activities and responsibilities assigned to the Program Director.
  • Leads organizational change management within the Owner’s organization as roles transition from direct execution to oversight, audit and interface management in those areas under the Program Manager control.
  • Increasingly assumes roles and responsibilities related to overall program delivery that previously had more active engagement of the “C”-Level executive.
  • Direction related to activities under the Program Manager’s control will be formally provided by the Program Level Executive to the Program Director as part of an overall change control and contract administration authority. Certain authorities formerly the purview of the Program Level Executive will be delegated to the Program Manager with strengthened audit and oversight under the control of the Program Level Executive.

Program Manager’s Role Under Program Management: Program Director (Program Manager’s lead representative responsible for day to day execution of the program) will assume leadership of many of the project execution responsibilities and activities previously under the direct day to day management of the Owner’s Program Level Executive. Areas of program execution not under the Program Director’s direct day to day control will include clearly defined owner’s activities and the independent oversight and audit of the Program Manager’s own activities and the adequacy of the processes, systems, procedures, controls and reporting required to assure the performance and payments related to activities under his management.

Robert Prieto, Senior Vice President

Robert Prieto is senior vice president for Fluor, where he leads strategy for Fluor’s Industrial and Infrastructure group. Mr. Prieto focuses on the development and delivery of large, complex projects worldwide.

Prior to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc. As head of PB’s board of directors, he was responsible for overseeing management performance, establishing top-level policies, and ensuring the firm’s continued long term success.

He is a member of the executive committee of the National Center for Asia-Pacific Economic Cooperation, a member of the board of directors of the Business Council on International Understanding, a member of the board of the Civil Engineering Forum for Innovation, and co-founder and member of the board of the Disaster Resource Network. He currently serves on the National Research Council’s committee framing the challenges on Critical Infrastructure Systems. Until 2006 he served as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC) and served as chairman of the Engineering and Construction Governors of The World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce. He is also a member of the board of trustees of Polytechnic University of New York, and was previously selected as alumni of the year by its New York Chapter.

He has had an executive sponsorship role in the World Trade Center Transportation Hub; West Coast Rail Modernization; Train Protection and Warning System; Level 3 Communications Long Haul Network and Superconducting Super Collider.

Prieto holds a master of science in nuclear engineering from Polytechnic University of New York and a bachelor of science in nuclear engineering from New York University.

Fluor Corporation (NYSE: FLR) provides services on a global basis in the fields of engineering, procurement, construction, operations, maintenance and project management. Headquartered in Irving, Texas, Fluor is a FORTUNE 500 company with revenues of $14.1 billion in 2006. For more information, visit www.fluor.com.

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This entry was posted on Thursday, February 21st, 2008 and is filed under Program Management. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

1 person has left a comment

[...] Overall program objectives are defined at the “C”-Level and translation of those objectives into a definitive program description is carried out under the Program Level Executive. [...]

PM Hut » Evolution of the Owner’s Role in Program Management - Activity: Scope wrote on February 24, 2008 - 2:41 pm | Visit Link

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