Integrating the role of the Product Manager into the Program Manager, System Engineer, and Project Manager Model for Optimizing Complex Product Development Initiatives.

Paul Lu

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Conference: 2025 ASEE Annual Conference & Exposition
Location: Montreal, Quebec, Canada
Publication Date: June 22, 2025
Start Date: June 22, 2025
End Date: August 15, 2025
Conference Session: Smarter Strategies: Evolving Tools for Engineering Management Excellence
Tagged Division: Engineering Management Division (EMD)
Page Count: 26
DOI: 10.18260/1-2--56852
Permanent URL: https://peer.asee.org/56852
Download Count: 18

Paper Authors

biography

Paul Lu USC Viterbi School of Engineering

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Dr. Paul Lu is Senior Lecturer and Program Director of Master of Engineering Management at the Daniel J. Epstein School of Industrial and Systems Engineering. Viterbi School of Engineering at University of Southern California. He is also an iPodia Faculty Fellow 2024.

Lu has been teaching as an adjunct since 1986. After 40 years of working in the Aerospace and held several leadership roles in Advance Aircraft Programs, Engineering and Program Management, Operations, and Customer Support, Dr. Lu retired and started teaching full time as Clinical Assistant Professor at Argyros School of Business and Economics at Chapman University and recently transitioned to teaching at USC.

He focuses on the strategic implementation of technology and innovations, new product development, systems engineering, project and program management, and engineering management. Recently, and in response to industry demands, he is focusing on developing courses in systems integration for product development, and rapid product develop. Witnessing the challenges of graduates seeking employment. He is also interested and conducting research on transitioning from an Academic mindset to a professional mindset. Dr. Lu is also conducting research in Experiential Learning in the global arena.

He has authored a textbook on Product Development for Technical and Non-technical Managers and Practitioners and followed up with a textbook titled: A Practical Project Management Guide for Technical and Non-Technical Professionals. He then released a third book on the Essentials of Operations Management and Supply Chain Management.

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Abstract

As the demand for developing higher percentages of successful products with shorter cycle times and lower budgets continues to be the expectation, there seems to be a need to revisit the relationship and structure between Program Management, Project Management, and Systems Engineering. Additionally, the Product Manager has been introduced into the mix leading to an even more complex model.

Traditionally, systems engineering manages the development phases such as system requirements, initial designs, specifications, system architecture, system infrastructure, system integration, test, verification & validation, and customer acceptance. Project management focuses on project scope, time, and budget for product development campaigns. Program management provides oversight and is the conduit between the client, the firm, project, systems, and other stakeholders. In essence, program management would ultimately be responsible for meeting customer needs, manage the development process, and achieve business goals such as financial performance, market position, and competitive advantage. Of late, the Product Manager has been introduced as the focal point and conduit to creating customer value.

This leads to consideration of a comprehensive fully integrated product development model with emphasis on total integration between the Product Manager (PDM), Program Manager (PGM), Project Manager (PM), and the Systems Engineer (SE). This model may serve as the future roadmap for a multidisciplinary fully integrated product development structure incorporating product management, program management, project management, and systems engineering into a singular entity as opposed to separate and distinct entities.

This paper is a work in progress of such a model for the development of a multidisciplinary, fully integrated structure, describing the architecture, infrastructure, and the interconnectivity between the various sub-systems highlighting the significance and criticality of systems and sub-systems level integration. This is the first phase of this research project, and it is an assessment from the product manager’s perspective only. The follow-on phases will encompass the views and perspectives from the program manager, project manager, systems engineer, management, and the customer. Students, faculty, and practitioners in the field of product management, systems engineering, project management, program management, strategies, business management, supply-chain management, and similar disciplines may benefit from understanding and applying this model.

Citation
Format

Lu, P. (2025, June), Integrating the role of the Product Manager into the Program Manager, System Engineer, and Project Manager Model for Optimizing Complex Product Development Initiatives. Paper presented at 2025 ASEE Annual Conference & Exposition , Montreal, Quebec, Canada . 10.18260/1-2--56852

TY  - CPAPER
AB  - As the demand for developing higher percentages of successful products with shorter cycle times and lower budgets continues to be the expectation, there seems to be a need to revisit the relationship and structure between Program Management, Project Management, and Systems Engineering. Additionally, the Product Manager has been introduced into the mix leading to an even more complex model. 

Traditionally, systems engineering manages the development phases such as system requirements, initial designs, specifications, system architecture, system infrastructure, system integration, test, verification &amp;amp; validation, and customer acceptance. Project management focuses on project scope, time, and budget for product development campaigns. Program management provides oversight and is the conduit between the client, the firm, project, systems, and other stakeholders. In essence, program management would ultimately be responsible for meeting customer needs, manage the development process, and achieve business goals such as financial performance, market position, and competitive advantage. Of late, the Product Manager has been introduced as the focal point and conduit to creating customer value. 

This leads to consideration of a comprehensive fully integrated product development model with emphasis on total integration between the Product Manager (PDM), Program Manager (PGM), Project Manager (PM), and the Systems Engineer (SE). This model may serve as the future roadmap for a multidisciplinary fully integrated product development structure incorporating product management, program management, project management, and systems engineering into a singular entity as opposed to separate and distinct entities.

This paper is a work in progress of such a model for the development of a multidisciplinary, fully integrated structure, describing the architecture, infrastructure, and the interconnectivity between the various sub-systems highlighting the significance and criticality of systems and sub-systems level integration. This is the first phase of this research project, and it is an assessment from the product manager’s perspective only. The follow-on phases will encompass the views and perspectives from the program manager, project manager, systems engineer, management, and the customer.  Students, faculty, and practitioners in the field of product management, systems engineering, project management, program management, strategies, business management, supply-chain management, and similar disciplines may benefit from understanding and applying this model.
AU  - Paul Lu
CY  - Montreal, Quebec, Canada 
DA  - 2025/06/22
PB  - ASEE Conferences
TI  - Integrating the role of the Product Manager into the Program Manager, System Engineer, and Project Manager Model for Optimizing Complex Product Development Initiatives.
UR  - https://peer.asee.org/56852
DO  - 10.18260/1-2--56852
ER  -