The Full Measure

  ProjectsAtWork  

Raytheon president Bill Swanson believes complex projects need strong metrics and team diversity to succeed.

In any given month, hundreds of projects worth billions of dollars are in the mix at defense and aerospace systems giant Raytheon Company. Often developing and integrating hardware and software simultaneously, the company's complex programs necessitate customized Six Sigma systems, CMM Level 5 practices, ISO standards, highly integrated product development and, of course, specialized project management processes, training and tools.   All that might seem a bit intimidating to project managers on the outside looking in, so Projects@Work asked Raytheon president Bill Swanson for a top-level perspective on Raytheon's project culture.

P@W: Talk about the role program and project management plays at Raytheon.

Bill Swanson: Program/project management is a core competency. If it's not done right, you're not going to ensure your customers' success; if your customers aren't successful, you're not going to be in business. The companies that are successful at PM are going to get return and referral business. It is important to us; we are judged on past performance, and we take it very seriously.

Program management starts with a gate-review process in which we define the various steps from concept to bid-stage to production and logistics. Depending on …

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