ARM
Stephen Doel, Research Engineer
ARM Ltd., 110 Fulbourn Road, Cambridge CB1 9NJ
Biography
Stephen Doel is an experienced program manager with particular expertise in risk management and new product introduction. Recruited by ARM in 2001 from a local start-up, he initially oversaw the complexities of integration and first product releases of a company acquired by ARM. Subsequently he managed delivery of the company's primary software product, before moving into the research group in 2006 to run the various programs delivering next generation technology to the business.
Employer
Name of organisation: ARM Ltd
Number of employees: 1750
Size: Medium
Name of business unit or department: Research
1. How many people are part of the project team with which you would typically work and what are their roles?
There are around 40 engineers in the Research group at ARM, spread across sites in Cambridge, Austin (Texas), San Jose (California) and Leuven (Belgium). I typically track only the larger projects where an output to one of the engineering teams is likely in the near term (next 12 – 18 months), so typically there will be around 6 – 8 such projects at any time.
Projects typically start with 1 – 2 researchers spending time in “Skunkworks” fashion to form an idea. Normally, this phase of the project is not tracked as they need as much freedom as possible.
We have a quarterly meeting where we review all research projects under the supervision of the Chief Technology Officer. Whilst this is used to review existing projects, it is also an opportunity to present new “skunkworks” ideas. Any that are approved for further investigation then become officially tracked.
The team will then grow as the project requires. This will typically be in part from other researchers joining the project, but also from seconding engineers from the team most likely to turn the research idea into shipping product. Towards the end of this phase, there will typically be around 10 engineers on the project, with 1 tech lead from the research group (the idea originator) and a sponsor from the engineering team charged with making the product development a success.
When a research idea has been sufficiently formed and developed, it will then transfer into the engineering team to productise and deliver to our partners. This may be as a feature addition to an existing product, or an entirely new product. So, manpower can vary substantially here, but around 25 engineers is not untypical, together with the usual management requirements – product manager, project manager, operations etc.
2. In a typical week, what percentage of your time would you spend on project management and organisational tasks and could you give some examples of your work activities?
The level of project management in the research group is deliberately low. I tend to manage the interactions – trying to ensure good awareness of the various projects to the various engineering teams, getting resource onto the project, managing risks etc. The direct project organisation and delivery is carried out by the tech lead.
As my role is operational, I spend my time looking at long term planning, risk management, financial planning, resource planning. So this means the actual project management component is probably less than 20% per week.
3. If you were interviewing for a new engineering project manager, what skills and personal attributes would you look for in a candidate?
We look for 2 candidate profiles at a broad level:
- Project Manager: Someone with good attention to detail, takes ownership, delivery orientated, communicates issues clearly, can pick up the technical issues, strong at time management.
- Program Manager: A more strategic role requiring an ability to network, think on ones feet, pull various disparate strands together, actively manage risk and communicate the overall program picture and issues to senior management.
4. What are the most common weaknesses you have seen in newly-qualified graduate engineers?
I don’t tend to deal with graduate engineers, so not sure.
5. What training and development do new project managers require when they begin employment in your business area?
1. An understanding of our products, and our project management process.
2. Whatever training they need based on their existing skillset – our company has a number of training programs to meet needs and considers such investment essential.
6. What is the single most important piece of advice that you would give to a new graduate engineer who is in charge of projects?
Flag up issues early. Bad news isn’t as bad if we can still do something about it.
