There was a critical need for structuring the oversight of multiple technical programs in alignment with federal regulations, organizational strategic goals and the R&D office’s project and technology transfer life-cycles. In response to this urgent need, T. White Parker developed a systematic approach for streamlining program performance evaluation, improving risk management, and increasing program performance transparency.
The end result was dramatic improvement in management efficiencies, organization, and standardization for the technical program managers and engineers. The successful development of business processes and tools provided technical program managers and engineers the correct amount of business oversight to their project portfolios, while still maintaining the appropriate level of technical oversight. By leveraging the analysis results and new capabilities compiled by T. White Parker, technical program managers and engineers were, for the first time, able to determine the projects within the portfolio that required corrective action.
T. White Parker developed processes, systems and tools that provided a standard method of managing research and development projects within each of the programs.
T. White Parker established an information architecture which enabled standardization of information management and key business processes.
T. White Parker developed a framework and methodology for data management and analysis used by technical program managers, engineers and senior leadership to guide strategic planning.