Incorporating the Technology Transition Manager in Project Management

Over the last two decades, there has been a fundamental shift in project management related to the development of new products and systems. The traditional approach of a sequential, compartmentalized development process has been replaced by a cross-functional, interdisciplinary approach. This is particularly true in defense-related organizations in which the focus is on the seamless transfer of responsibility for system development and integration from the laboratory environment to production through a process known as technology transfer. However, a frequently cited reason for transitioning immature technologies is a breakdown in communication between key players in the development and transition process. To address this problem, organizations often use a technology transition manager (TTM) to facilitate the transition of proven concepts from the labs to the production centers. Beyond this overarching goal, however, the role of the technology transition manager is somewhat ambiguous. Therefore, the purpose of our research was to define the associated roles and responsibilities by conducting content analysis on data obtained from in-depth interviews with program managers and engineers with experience in technology transfer programs. In doing so, we were able to identify specific expertise, past job experiences, job skills, and individual characteristics desired of technology transition managers.