What to say about Competitive Intelligence to Program Managers?

[Tom Hawes]

Next month, I will make a presentation to the local PMI group. I have about 45 minutes to dazzle them (hopefully) with information that either they didn't know or didn't know how to relate to their everyday tasks.

Although I do not have a PMP certification, I have done program management in my past. My recollection was that, at the time, I did not concern myself so much with looking externally. That is, most of my time was spent dealing with the nitty gritty execution details.

So, I am a little stumped at the moment about a good approach to speaking with them. Maybe you have some ideas?

I wondered what this group might think are some good topics to cover with this group?

Thanks for your thoughts.

-- Tom Hawes
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[Will Robinette]

Some possible ideas...

Project managers are driven to ensure that projects are completed on time, under budget, and result in high quality results. To that end, you have the possibility of outlining the incorporation of CI research and analysis methodologies for project managers to understand the environments they work in (corporate, regulatory, standards, etc.) and how to apply that knowledge to the execution of their projects.

As it specifically relates to new product development, the need for CI is critical for product managers to support requirements for how a product will be positioned, priced, etc. A Project Management Office (PMO) may have CI based standards documentation for product managers to use in defining their requirements. Due diligence applied up front by product managers, in this regard, could help project managers in change control, ensuring elements of quality control, good project scope, and risk management.

You can also take a path of assuming that the majority of your audience will be program managers and project managers who belong to businesses. As such, it behooves any employee to have some knowledge of the general practice of CI.

[Melody Williams]

You might also talk about risk assessment and mitigation, something project and program managers should always do and often don't. I like using Eric's "Future's Wheel" diagram for this to discuss possible cause-and-effect scenarios.

[Ellen Naylor]

Many product managers are also compensated based on how well the product sells, so you might consider that angle of motivation: they'll sell more if they know how to position it against the competition. When I did CI in corporations, I recall asking product managers what their vision was for the product, how much they thought they would sell in the next couple of years, why and the obstacles for success, and why they thought they would be successful! Good luck! Ellen