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As an IT shop, we are often challenged with big and important tasks. Even though we have made great strides to show the industry how to truly use our products for great value, in the end, we understand that we are secondary to Intel's product manufacturing capability. So we strive to keep costs low, be responsive, provide innovative methods to improve productivity and do everything we can to keep the business running as smoothly as possible. We also help to grow our business by being there before the business knows they need something.


One new area we are developing guidance in is our ability to deliver enterprise applications to mobile devices. Application mobility is something we have been doing in pockets of excellence for our sales teams and some manufacturing support groups, but without an all-encompassing understanding, and not with our enterprise applications.


After having an event to discover all the activities around mobile devices that were planned or in-flight, we then formed a smaller core team of nine people covering Architecture, Engineering and Operations. This smaller Application Mobilization Working Group is tasked with the creation of policy and roadmap for the implementation of our architectural artifacts, communication approaches as well as guidance and governance methods.


Why do we care about creating a larger initiative in this area? We are really trying to fill a gap that developers and architects are clamoring for today as well as avoid wasted effort, while providing methods to prioritize problems that need solved. Whether we want to open our eyes or not, the world is where we have pushed it -- into the mobile space. Employees are bringing their own devices and being able to leverage those capabilities within pre-set guard rails will lend to a tremendous increase to productivity and employee satisfaction.


Part of our approach is realizing the different mechanisms that our current inventory could be delivered to mobile devices.

  • Native
    • These are instructions and data executed directly by a computer's CPU or on top of the target devices operating system. As an example, an application inside the app-store available for download and install.
  • Browser Based
    • Applications hosted in a browser-controlled environment or coded in a browser-supported language and reliant upon that browser to render and deliver the application executable.
  • Virtualized
    • Either virtualized client or steaming application ran on an encapsulated operating system (full or partial), streamed to the target device.


There are common concerns between the three delivery mechanisms, which we are putting guidance in place for. Where the challenge lies is placing discreet, focused guidance for those areas that are different.


As an example, it's relatively easy to convey the need to respect the form factor and avoid shoving a full desktop sized screen onto a device with 1/3 the screen property. To do this you realize that different devices have different screen resolution and that people are to leverage the types of input and output to support device form factor. Although easy to convey, this is one of our biggest challenges in documenting and delivery.


What is harder to communicate, is the need to break down tasks to those that would benefit from execution on a mobile device, and then deliver that task in a manner that leverages device capabilities, while respecting the form it is delivered on. The bottom line is that you do not wholly distribute applications to mobile devices without a task-breakdown-analysis, showing why it is needed. And you should always take the form into account.

We recognize that it's a challenge to deliver legacy enterprise applications onto mobile devices. To do so without any guidance, or at a minimum a community, wastes resources and does not make you more effective as a supporting organization.


As we continue this work I will be commenting and providing some learning’s here.

Dave Buchholz, a 14 year veteran with Intel IT likes to live on the edge - the edge of emerging technologies that are defining the next generation of compute use models for enterprise IT.  Dave works on a small team inside Intel IT whose purpose is to explore, test, and evaluate new technologies and trends to understand how our IT organization should account for them.


The consumerization of IT represents the increased influences of consumer technologies, devices, applications and usages on the way we work everyday.  I have had a chance to hear Dave discuss the fast changing landscape of personal computing and it's implications for IT organizations on several occasions and I invite you to hear Dave share his thoughts with Rich Levin from Unisys (podcast). 


You can also read more about what this trend means to the Diane Bryant, Intel CIO, inside the 2010-2011 Intel IT Performance Report



I'm hearing these terms more and more regularly in meetings with other IT peers as well as in online forums: "IT Transformation", "Service Transformation"


Are these terms simply buzz words to stimulate conversation or are they driving real IT behavior and real business value.

I believe these terms are driving a new way of thinking about the role of IT and the strategic partnership IT has with the businesses we support.


John Palinkas, a technology consultant with CastlePoint, makes an interesting point about do we really understand what IT Transformation means.  He makes an interesting and important point that if we don't understand the concept, we can't achieve the benefits. It is critical that before embarking on an IT transformation project or journey, know what your goals are and understand the scope of change that may be required.


Recently I had the opportunity to talk with Kim Stevenson, GM and VP of Global Services at Intel IT, about this subject and we were able to capture her on camera relating to her views of IT Transformation and Business Value.  The three things I found most interesting were:


  1. The focus has to be on the business services and value IT Transformation can bring.
  2. Takes Time ... a multi-year investment roadmap is required
  3. Transformation needs to occur at both the infrastructure and application layer


As Kim mentions, IT Transformation is not an option ... the rate and pace of business is requiring a new approach as our legacy IT environments are likely not up to the challenge.


Are you on an IT Transformation journey?


  • If yes, tell us why and what you are doing?
  • If not, why not?



Did you know there is a globally recognized credential for program managers and six Intel employees currently have that unique designation? As of October 1st, 2007, PMI (Project Management Institute) has offered a PgMP® (Program Management Professional) credential.  As a project manager,  you may already have heard or have a PMP® (Project Management Professional) which globally recently passed over 400,000 PMP’s, the PgMP credential holders as of February 15th, 2011 are only 524.  Where according to PMI, the number of new PMP’s is 4000-5000 per month, the new PgMP’s average only a dozen per month. Given the experience requirements and the challenge to obtaining the PgMP, Intel makes a great demographic representation with six PgMP’s or 1.2% of the total.  Our PgMP’s are Bill Crider, Jeff Hodgkinson, Arvind Kejriwal, Charles Pettitt, Ravi Tipparaju, and Terri Williams.


The PgMP® Credential

In October 2007, the Project Management Institute (PMI) launched the Program Management Professional (PgMP®) credential. One of five ‘Family of Credentials’ offered by PMI, the PgMP® credential is intended to “recognize advanced experience, skill, and performance in the oversight of multiple related projects and their resources, aligned with an organizational objective”.  As with other credentials you submit an application and if you meet the experience and educational requirement, then take an exam. More information on the application process can be found at Program Management Professional (PgMP®) .


Advice For Success from Intel PgMP’s

From a survey conducted last year of 225 PgMP’s, the average time invested in the application and examination study preparation is 160 hours over a 5 month period from submittal of the application to completion of the MRA.  Below is some advice from Intel’s PgMPs.



Ravi Tipparaju, Engineering Manager in Bangalore, India, and the 140th person to obtain the PgMP did so to enhance his professional qualifications.  His biggest challenge was understand program management process from PMI and map them to how we manage programs at Intel.  His advice to PgMP applicants is to be persistent about obtaining the PgMP because of 3 step process involved. Understanding the process and having a clear learning plan will help a lot.



Charles Pettitt, IT Program/Project Manager in, Rio Rancho, New Mexico, is the 367th PgMP.  Charles likes the global standardization for program management that the PgMP is setting and advises to get advice/mentoring from current PgMP’s to ensure all your bases are covered. He suggests you also do due diligence in understanding PMI’s definition of Program Management and the role of a Program Manager within an organization, It will most likely differ in many respects from the company you are currently employed by.



Terri Williams, IT Program Manager in Hillsboro, Oregon, and one of the most recent PgMP’s at #508 obtained her PgMP to solidify her program and project management skills and enhance her professional standing.  Terri’s challenge was studying around an extremely busy work schedule that limited the amount of preparation time to complete the PgMP application and prepare for the exam.  She gives sound advice to PgMP applicants to manage the process of obtaining the PgMP it like a project; apply your program/project mgmt skills to help you achieve it.  If possible, take a PgMP exam prep course from an REP (PMI registered education provider) to help you focus on the key concepts and understand the PMI mindset for the exam.


Arvind Kejriwal, IT Program Manager in Bangalore, India, and PgMP #324, desired to enhance his program management skills by having a structured Program Management education supporting his On-The-Job learning. Arvind ‘s motivation wanted to improve his professional standing in the PM Community.  He advises applicants to spend ample time filling in the application form particularly the 8 summary questions and the details of the Programs managed earlier. Review the form with others who have been through this process earlier.  His biggest challenge was self study as at the time there were no PgMP exam preparation courses in the APAC region.  The limited time a disposal to prepare for the exam can also be a big challenge.



Bill Crider, IT Senior Program Manager in Austin, Texas, and is the 507th PgMP.  Bill’s advice to potential PMP or PgMP candidates is to seek large, complex projects and programs to manage. Go for the really interesting, high-impact work. Focus on performance and delivery basics, and keep good records of the time spent on each aspect of program and project management – these will be needed for the PMI application process. Also be sure to understand the differences between the ‘Intel way’ and the ‘PMI way.’ While we may use the ‘Intel way’ at work, you will need to completely understand the ‘PMI way’ for your application and testing. It is also important to tie your success to helping other people succeed. Take time to mentor and assist other PMs. True success is measured not by how much you do, but by how much you help other people accomplish their goals.



Jeff Hodgkinson, IT Senior Program Manager in Chandler, Arizona, was one of the first PgMP’s as part of a PMI pilot group and obtained the PgMP as at the time was an IT PMO Coach and wanted to be a role model for those PM’s he was coaching.  Jeff found the mapping of the program domains and tasks as PMI’s specified in the program standard was a challenge as at the time there was virtually no exam preparation material available.  Having since mentored several PgMP applicants, the best advice is to ensure the eight experience summary questions on the PgMP application are through and succinct using ‘SMART’ statements and that you identify twice the number of MRA respondents to ensure you meet the minimum # during the MRA evaluation phase.


In Closing

PgMP’s at Intel have made the effort to distinguish themselves not only at Intel but globally in the program and project management community.  Have successfully maneuvered through the PgMP applicant process they are a resource for others at Intel who also seek to obtain the PgMP.  Obtaining the PgMP as with other globally recognized program and project credentials and certifications contributes to the quality and competency of Intel employees as now being perceived excellent program and project management expertise along with engineering expertise.

As Program Manager for IT’s Internal Cloud Program, as reflected in IT's 2010 Annual Report, I’m pleased to report that our team exceeded our 2010 planned goals in virtualization to 42%.  We are also well poised to get to 65% this in 2011.  Our team consists of 25 core and about 100 associated project team members and partners.  As part of the program, our server asset database accurately reflects what’s in the environment including older servers dispositoned for EOL (End Of Life).  This effort also greatly reduces our power consumption (measured in KWH) and overall carbon foot print.  In fact, our Cloud program removed enough servers in 2010 to power 265 average homes for one year and so far in 2011 another 50 homes worth .  Other efforts by our global team also contribute but primarily our program success is due to synergy of efforts with engineering, management, and the program team members.


If you are interested in hearing about program and project management at Intel. Let me know.





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