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BLUF: The program execution and management phase is where most of the actual R&D takes place. Given that the actual R&D tasks are contracted out, it can also feel less busy for many PMs than the early stages of the program. But it’s important to not take your eye off the ball. While many day-to-day tasks in this stage do not depend on the PM, the PM must remain vigilant. As research results come back, known unknowns will become known. You need to make crucial tweaks to your program with that information. Additionally, active management of teams is often essential to ensure effective collaboration among performers. This is often done through very regular check-ins, taking flights, and PI meetings.

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Practical Outcome: By the end of this module, PMs should understand how to assess progress in their program, make informed decisions based on research results, and conduct key types of meetings effectively to keep their teams aligned and on track.

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🎬 Overview

Program execution is when the real research happens: contracts are signed, money is distributed, and researchers get to work. Ironically, for a PM, there may be fewer daily tasks, but your role as project manager and CEO is crucial.

Treating projects as “fire and forget” is a common mistake for several reasons:

1. Ongoing Adjustments: Programs often need adjustments over time. Staying informed helps you make smaller, proactive changes, preventing major course corrections later. You don’t want to needlessly micromanage, but you also don’t want to avoid checking in just to be polite. Do what’s best for your program.
2. Fostering Collaboration: Cross-pollination between projects can greatly enhance your program’s success. It’s your responsibility to ensure performers are collaborating effectively and sharing insights.
3. Maintaining Momentum: PMs must stay updated on all results and implications. Without tight feedback loops, projects can slow down unnecessarily.

Of course, good program execution will mean something different for every program. While every program is different, certain tactics apply universally:

• Regular In-Person Check-Ins: Seeing progress firsthand is often more insightful than remote updates. In-person meetings can reveal issues not visible over the phone.
• Unstructured Time for Collaboration: Hold gatherings for external collaborators with plenty of informal time. This fosters open communication and stronger relationships. DARPA typically does this with 2-4 day “PI Meetings” every 6 months, but this could also include hackathons (sometimes spanning weeks), retreats (get people out of typical environments to enable space for creative interactions), integration/evaluation events, or hybrids of these!
• Be Willing to Cut or Double Down: Be ready to kill underperforming projects to free up resources, and also invest more in those that show exceptional promise.
• Challenge-focussed working groups: Many times key blockers in a program will not fall neatly within one project or even one technical area. In these cases, it's useful to provide space for collaborative working groups to form around these technical challenges (or just form them yourself).

Before distributing funds, you should have a plan for:

• Assessing performer progress
• Knowing when to kill or double down on projects
• How and when to fire underperforming performers

While some decisions are hard to plan for, the next two sections will offer strategies to help you prepare for these challenges.