Dynamic Management: How does DARPA do it?

“Technology is creating and destroying billion dollar industries in extraordinary rapid time-frames.”

(Peter Diamandis, 2013).

DARPA is renowned for its technology breakthroughs. How does DARPA do it? They start projects with a set of questions known as Heilmeier Catechism. These questions lay the groundwork for innovative projects by turning brilliant concepts into pragmatic concepts.

Heilmeier Catechism

What are you trying to do in plain English
How is it done today, and how is that limited?
What's new in your approach and why do you think it will be successful?
Who cares? If you're successful, what difference will it make?
What are the risks and the payoffs?
How much will it cost? How long will it take?
How will you know if its making progress
How will you know it’s a success?

Leadership

The former head of DARPA described the qualities they need in their program managers

Technical excellence
High levels of confidence, without arrogance
Can manage the big picture as well they can manage component tasks (“dynamic range”)
Work quickly.
Strong desire to change the world

Projects that merit DARPA attention
Project-based assignments organized around a challenge model with actual results (not investigative)

Revolutionary, not incremental
Goal-driven, with predefined, measurable milestones
Collaborative and multidisciplinary
Tolerant of risk
Tolerant of failure.
Outsourced support personnel

DARPA's Structure

Small – only 1-200 technical personnel
Flexible, so that it can expand and contract rapidly in response to shifting needs
Flat, avoids hierarchy with only two management layers
Autonomy and freedom from bureaucratic impediments
And lean, which is to say geared to minimize waste of all kinds.
Eclectic, world-class technical staff

Famous DARPA Projects