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EMERGING PRACTICES IN FEDERAL PUBLIC SECTOR PROJECT MANAGEMENT
PMI Government SIG Webinar
August 12, 2009
OR IS IT…? Launch Atlantis with crew of 7 Perform critical maintenance to
Hubble Telescope with extensive contingency plans
Rendezvous with Hubble 200+ miles above the earth and perform multiple spacewalks
Return Hubble to proper orbit and crew safely to earth
11 Day mission turned to 13 with weather and shifted landing to California
NASA DELIVERS PROJECT LEADERSHIP
Mission Driven Project Management Balance Leadership and Management Promote PM and Team skill development
Focus on Knowledge Management Structured formal and informal lessons
learned and experience sharing Leverage past failures and successes
Evolved QA Processes Adherence to standards Detection of risks and failures
DRIVERS OF CHANGE IN PM Projects make up increasing share of
government budgets requiring integration with strategic planning
Technology, More Than Ever, is Enabling Portfolio Level Information Capture and Dissemination
High Visibility of Public Sector Failures Importance of Certification on the Rise Maturity of Stakeholders and Their Interest in
and Understanding of Project Management
CHALLENGES AND RESPONSES Managing Stakeholders Making Governance Work Effective Communications Inconsistent Methodologies Developing Project Managers Managing Knowledge Technology for Project Management Compliance with Regulations &
Legislation
CHALLENGE: TRANSFORMING “PROJECT STAKEHOLDERS” INTO “PROJECT BELIEVERS”
• Active input. Project Stakeholders are Informed, Dispersed, and Connected
• Complex Projects Have Impact On Wider Array of Projects and Stakeholders
• Transparency and Stakeholder Access to Decision Makers Can Work Against Projects In Progress
RESPONSE: IMPROVE PROJECT COMMUNICATIONS
• Government Project Managers Must Shift from Controlling to Sharing Information
• Messaging is Key – Right Place and Time for the Right Message
• Use of “Adoption” Models Like ADKAR on the Rise – Geared Toward Stakeholder Ownership
Awareness, Desire, Knowledge, Ability, Reinforcement
CHALLENGE: COMPLEX AND MISALIGNED METHODOLOGIES ACROSS GOVERNMENT AGENCIES
Increasing Complexity of Projects and Programs
Variety of Methodologies Causes Misalignment Misaligned process steps and outputs within a project Inconsistent approach to the integration of
methodologies and lifecycles across different, inter-related projects
Volume of Methodologies Causes Confusion New and emerging methodologies – Agile, Six Sigma Custom or homegrown methodologies Vendor/Consultant Methodologies Other core processes – Strategic Planning, Budgeting,
Acquisition
RESPONSE: ALIGN STANDARDS AND METHODOLOGIES
Federal Environment – Acquisition Lifecycle Dominates
Standards and Methodologies Tailored to Organizational Uniqueness
Evolutionary Adoption of New Standards and Methodologies
METHODOLOGY IN PRACTICE
Successes include: Externalizing methodology
through a “Discovery” phase Effectively initiating projects Validating project scope and
plans through objective reviews
CHALLENGE: MAKING GOVERNANCE WORK
Multiple Planning/Reporting Cycles Cause Confusion Strategic Planning, Budgeting, Acquisition,
E-300, Financial Audits
Governance Processes Delay Decision Making
Unclear Roles and Authority Complicate Results Management
RESPONSE: EMPHASIS ON INTEGRATION OF GOVERNANCE PROCESSES
Governance Finally Getting the Data it Needs to Operate
Governance Processes Finding Success in Integrating Federal Planning Cycles
Emphasis on Total Cost of Ownership and Integration of Risk
CHALLENGE: NEED TO IMPROVE PROJECT MANAGER PERFORMANCE
Increased Specialization of Project Manager Roles
Demand not Being Met by Supply Through Training or Certification of PMs
New Skills Required to Address Complexity and Evolution of Project Management
Tension Between Project Management Specialist and Subject Matter Specialist
RESPONSE: DEVELOP PROJECT MANAGEMENT SKILLS & TRAINING
Balance Soft Skills with Project and Technical Skills
Some Agencies See External Training Programs as First Line of Response; Others Build Custom Programs
Implementation of FAC-P/PM Three certification levels Locally administered
CHALLENGE: MANAGING KNOWLEDGE ACROSS ORGANIZATIONS AND PROJECTS
• Complexity of Knowledge is Greater Than Ever Before
• Volume of Input is Large, With No Clear Lifecycle Strategy
• Information Assurance is Not Yet a Mature Capability
• Lack of Discipline and Commitment to Full Lifecycle Approach
RESPONSE: ENHANCE KNOWLEDGE MANAGEMENT PRACTICES AND TOOLS
• Proliferation of Knowledge Management Communities of Practice in Federal government
• High-Tech and Low-Tech Transfer Methods Being Employed
• Lifecycle Approach to Knowledge Management Being Implemented Within Government Structures
CHALLENGE: INTEGRATING PROJECT MANAGEMENT TECHNOLOGIES INTO GOVERNMENT PROCESSES
• Wide Range of US Public Sector Use of PM Technology
• Few Unifying Standards for Project Output
• Security of Data and Access
• Effective Resource Management
RESPONSE: PROGRESSION TOWARD USE OF ENTERPRISE PROJECT MANAGEMENT TOOLS
• Project Management Information Systems (PMIS) Provide End-To-End Delivery
• Resource Management Tools that Support Decision-Making
• New Generation of Tools Emerging that Leverage E-Gov and Web 2.0 Technologies
CHALLENGE: ALIGNING REGULATIONS AND POLICIES TO PROMOTE BEST PRACTICES
Lack of Authority to Oversee Project Management Discipline
Policies Not Mature Within Governmental Agencies or Across Government Enterprise
Lack of Knowledge of Core Project Processes at Executive Levels of Government
RESPONSE: “MODERNIZE” LEGISLATIVE AND REGULATORY FRAMEWORK
Policies, Regulations, and Laws Promote Appropriate Practices
Reporting Requirements Reflect Stakeholder Information Needs
Project-Level Data More Accessible to Decision-Makers
Accountability for Large Projects is Clearly Defined
ADDITIONAL HIGHLIGHTS IN US PUBLIC SECTOR
• Earned Value Management is the Gold Standard for Project Performance Measurement
• Emphasis is on Early Detection and Correction of Problems
• Integrating Risk into Budget and Schedule
A MEASURE OF SUCCESS…
Fewer than 50% of projects on budget and schedule
PM Directive in October 2000 set the stage for revamped
Several projects on track for failure
90% of OEM projects are on target
Definition of PM methodology with 5 Critical Decision points
Competency development
Risk management plans for each project
New contract types EVMS implemented
THEN (1999) NOW (2009)
According to Assistant Secretary Rispoli, DOE OEM is “not a success story as much as an example of an organization that has succeeded.”
Acquisition and Program personnel need to work together at the conception of a project…to make sure there is only one outcome that both agree to.
OMB Executive
A measure of the solidness of the plan is… “if this were a private sector project, could we take it to a bank and would they approve a loan to execute the project?”
Senior Program Manager Interior Department
Projects succeed when risk assessments are performed, “What has the PM done to adjust your plan, schedule, WBS, and budget, due to the risk assessment you performed?
Senior Program Manager Department of Commerce
Executives are asking PM-related questions more and more; like “What is the project risk?” Or “What is the expected end date?” These are good indicators that the executive culture is changing toward project management.
Project Manager Bureau of Public Debt ARC
Beware of going overboard with project oversight without the necessary, relevant, and commensurate project management education and mentoring.
PMO Director Bureau of Indian Affairs
Leadership support is key to project success. Set a vision and objectives/goals to create alignment from the vision all the way to projects. The result is developing loyalty – PMs are loyal to the project and the organization, leaders are loyal to their projects and programs.
Director NASA APPEL
Four recurring issues uncovered in our engagements include: poor strategic planning, poor performance measurement, a lack of critical controls, and limited availability of good information.
GAO Executive
Congressman Elijah Cummings Maryland 7th District Senior member of the
Committee on Oversight
and Government Reform
THE FINAL WORD
“Mediocrity is expensive!”
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