Project/Program Management:

Issues & TrendsPresented to the National Institutes of Health (NIH) Project Management Center of ExcellenceNovember 12, 2008

Todays PresentersLou Pack, OPM3, PMPVice President, ICF InternationalPMI AffiliationsICF representative to PMI Global Corporate CouncilServed on PMI standards development committeesMemberFAA Academy, Instructor, Acquisition and Project ManagementFederal Program and Project ManagementTransportation, Homeland Security, Treasury, DoD, Department of State, IRS, Postal ServiceStan Maoury, PMPProject Manager, ICF InternationalPMI AffiliationsMemberCurrent NIH Project ManagementNIH Office of the CIONIH Operational Analysis Management Framework development and implementationCIO-ITMC Conference SupportNCI, CBIITCPIC, Governance, and IT Strategic Planning Support ServicesPrior NIH Project ManagementOffice of the Chief IT Architect, Program Management SupportNHLBI, IT Strategy development

AgendaTodays PresentersICF International Corporate OverviewWhy Projects FailIdentifying Future Trends in U.S. Public Sector Project/Program ManagementOpen Discussion, Questions and Answers

ICF InternationalEnd-to-end management, technology, and policy services advise, implement, improveThirty-nine years of experience founded in 1969More than 3,500 employees Global presence with 31 offices with headquarters in the Washington, D.C. areaDiverse client base 79% federal, state, and local agencies; 15% commercial; and 6% international governmentsNIH OCIO, Governance and CPICNCI, CBIIT, Governance and Strategic PlanningNLM, SIS, NLM SIS/TOXNET Computer System SupporteRA, System SupportPublic company on NASDAQ with symbol ICFI

ICF International (Contd)Project Management Affiliations & CertificationsMember of PMI Corporate CouncilPMI Registered Education Provider PMI Certified Organizational Project Management Maturity Model (OPM3) Assessor and Consultant More than 70 PMI certified PMPsStaff volunteers on PMI Standards work groups

Why Projects Fail?

Whats Going On?All organizations are trying to get a handle on their projects . . . . no organization sets out to fail.PM training, certification, tools, processes, controls, centers of excellence . . . but were still missing the markProjects fail at an astonishing rate by some estimates, over 50%!The toll it takes is not just financial. Demoralized employeesNegatively predisposed stakeholders

Understanding the Challenges of PMProject ManagersAware of PM best practices, principles, controls, tools, and techniquesRecognize the value of the PM methodology and best practicesAre committed to applying themHowever, other key stakeholders have yet to recognize the value of PM best practicesNot aware of PM best practicesUnderestimate the value of PM best practicesNot committed to applying PM best practicesPublic sector environmental factorsPolitical issues and agendasFunding cycle

Understanding the Challenges of PM (Contd)Its not a needed disciplineDoesnt apply to what we doWhat one believes . . . . . . impacts how one behavesSlow executive recognition & supportThis SW tool is Project ManagementLack of adequate planningOur Project Managers can handle it all Weve got a Gantt chartInadequate resourcesLack of top management supportCommunication breakdowns

Boiling It DownOrganizations are still not committingSenior managers still think that project management is a software toolOrganizations underestimate the value of investing in time up-frontPrior PmM (Project mis Management)Traditional PM approaches shift attention away from end results toward developing recommendations, tools, and partial solutionsOrganizations dont know how to implement culture change

Project Management Is Not a Software ToolSenior managers still think Project Management is a SW tool.PM is about discipline and proactively applying processes and best practices.Tools, on the other hand, are about dataProvide capabilities to help manage, analyze, and report project-related dataIntroduce PM process efficiencyEstablish discipline and enforce best practicesTools are only as effective as the underlying processes they enable.Help correct Sr. Management thinkingAlign processes with tools . . . .illustrate that process is the driver.

Invest The Time To Plan!Organizations underestimate the value of investing in time up-front.Knowing what youre doing before you start allows you to manage the work more effectively. Too many organizations tend to jump to DO without considering PLANDo > Check > Act > Re-do > Check > Act > Re-do > Check > Re-do . . . The Project Schedule is not the Project Plan; it is a component of the Project Plan.Statement of NeedIntegrationProject ObjectivesScopeTime (schedule)Organization/Project GovernanceCostQualityHuman ResourcesCommunicationsRiskProcurement

Learn From The PastPrior Project mis Management (PmM)Perception that PM is too intense and takes focus away from productive work. Not scaling the methodology appropriately to the size of the project?Possibly a misguided attempt at implementing the PM methodology?Account for project dynamics (size, complexity).TailoringProgressive elaboration (requires senior management understanding)Risk managementReservesApply the theory behind the best practice, not the verbatim best practice

Traditional PM ApproachesTraditional approaches shift attention away from end results toward developing tools, recommendations, and partial solutions.Project managers use project plans, timelines, and budgets to reduce execution risk without addressing:White space risk some required activities wont be identified in advance, leaving gaps in the project plan; andIntegration risk that disparate project activities wont come together at the end.Maintain the Project Plan on an ongoing basis to address white space risk and integration risk. Planning does not end with project execution.

Manage Culture ChangeOrganizations dont know how to implement culture changeChanging non-believers into believers requires more than PM training.Perceptions, attitudes, and beliefs require a fundamental change in the culture of project management.Culture change is slow and typically begins grass-roots . . . Thats us!PMs and project teams need to create awareness and demand for PM processesTout both the benefits of PM and the risks of not doing PMCite real-world examplesObtain executive sponsorshipPlan for culture change

What Can We Do About It?ISSUESr. managers still think PM is a . software toolOrganizations underestimate the .. value of investing in time up-front

Prior Project mis Management ..

Traditional PM approaches shift .. attention away from end results

Change management MOVING FORWARDEnsure alignment between PM processes and tools.Account for planning when developing project budget and schedule estimates; readjust to account for budget limitations.Learn from prior project mishaps and use them as a case for proper PM methodologies in the future!Leverage integrated change control to maintain the Project Plan on an ongoing basis.Establish a long-term, methodical plan for changing culture in concert with behavior

Identifying Future Trends in U.S. Public Sector Project/Program Management

Future Trend #1Accountability & Performance Expectations Are On The Rise

Executive Order Improving Government Program Performance (11/13/07)Agencies shall apply taxpayer resources efficiently in a manner that maximizes the effectiveness of Government programs in serving the American peopleCreation of agency Performance Improvement OfficerAgency chiefs must approve program performance goals, plans for accomplishing them and approaches to measure themFormalizes PART to add bite to Government Performance Results Act (GPRA) of 1993

Obama Pledges to Fire Managers, Cut Redundant ProgramsGo through the entire federal budget page by page, line by line and eliminate the programs that dont work and arent neededPART will be re-organizedFire managers of poor- performing programsForm SWAT team to review programsChief Performance Officer to leadJoe the Plumber will not be Chief Performance Officer in an Obama AdministrationGovernment Executive Magazine, by Tom Shoop, 9/22/08

Future Trend #1 Recommendations for the PM CommunityPromote PM Best Practices as an Enabler of Increased Accountability & Stronger PerformanceLink PM Best Practices to Federal Mandates & Laws (for example OMB300s, PART-like process, FAR requirements)Prepare for Rapid Adoption of New Administration Language & Frameworks Subtly Weave PM Value Proposition Into Your Talk Track

Future Trend #2Effective Stakeholder Management Continues to Need Work

Measures of Public Sector Programmatic SuccessTimely completion?Staying within budget?Delivering intended scope?Quality?Delivers value to the taxpayer?Contributes to the political agenda of politicians?Favorable media portrayal?

Programmatic Success Sometimes Perception is RealityManaging public perception is sometimes as important as managing at the operational levelProgram success is not necessarily derived only from internal focus but also external influencesCritical aspects of programs can be misrepresented by the media and misunderstood by the public The need for reactive and proactive strategic communications is integral to program success

Programmatic Success Requires Focus on Three LevelsBeliefs & AssumptionsStrategic AlignmentWork on the Human SystemWork on the Business SystemFix ProblemsProgram SuccessBeliefs, Behaviors, & PerceptionsOperational

Future Trend #2 Recommendations for the PM CommunityProvide a Framework for Consistent MessagingDevelop and Maintain Relationships with Influential ReportersManage Media CoverageGarner Stakeholder Awareness

Future Trend #3The Focus Is Changing FromDoing WorkToGetting Results

Doing Things vs. Getting ResultsOutcome Management, Benefits Realization, Results AttainmentWhat are we trying to achieve with this program?A focus on achieving impact vs. doing things Many career feds are deeply committed to their agency missions and positive outcomes NOT managing schedule/cost/performance

Outcome Management From Outputs to Outcomes

Project Management vs. Outcome ManagementBenefits Realization: Govt of Canada ExperienceFebruary 6, 2006

Weaving the Outcomes Talk Track Into Our Project Management LifecycleWhat Are We Trying To Achieve?What Are The Intended Outcomes?How Will We Measure The Intended Outcomes?Outcome Measurements?Benefit RealizationMeasure and Report on Program Outcomes & Results Attainment

Future Trend #3 Recommendations for the PM CommunityKnow your audience talk about the laws, mandates, drivers, key influences that must be factored into their decisions Park the PMBOK-speak to non-PMBOK speakersWeave the agency mission and outcomes talk track into your interactions with the PM uninitiatedRefresh project/program management approaches to ensure that outcome management is a part of your approach

Future Trend #4The Role OfProject/Program Manager IsNo Longer Being Seen As SimplyCollateral Duty

Up Through The RanksRevenue Agent

Foreign Service Officer

Pilot or Air Traffic ControllerInternal Revenue ServiceDepartment of StateFederal Aviation Administration

Influencers of PM CompetenciesManagement ChallengesTechnology-driven changesLegislative MandatesGovernment Performance & Results Act 1993Clinger-Cohen Act 1996

Addressing the Need To Better Accomplish Agency MissionsApril 15, 2005, OMB Policy Letter 05-01Developing and Managing the Acquisition WorkforceEstablishes the government-wide framework for creating a federal acquisition workforce with the skills to:Deliver best valueFind best business solutionsProvide best business advice

Defining CertificationsApril 25, 2007OMB Memorandum, Federal Acquisition Certification for Program and Project ManagersTrained and experienced PMs are critical to accomplishment of mission goalsFAI Interagency WorkgroupCertification requirement for PMs of major acquisitions

Future Trend #4 Recommendations for the PM CommunityInvestigate To See How Your Agency is CompliantSearch for the ideal PM who has both domain knowledge and PM competence PM is no longer simply collateral dutyEmbrace program management as a career track

Future Trend #5PMOsAre Expanding TheirCapabilities & Services

Program Management Offices Are Gaining MomentumWere seeing an increase in PMO activity in the federal governmentSome PMOs have been around for yearsMay not be called PMOs (and thats OK)Provide a number of different functions to drive the program toward success

Not Your Vanilla PMOThe traditional cost, schedule, and performance PMO still exists however the PMO role and value proposition is expanding.Cutting-edge PMOs are serving organizations in expanded ways:

Strategic PlanningBusiness Process ImprovementCommunicationsOrganizational Change MgtAcquisition MgtPartner MgtGovernanceBenefits RealizationCollaboration

Extended PMO ExamplesDepartment of Justice Wireless Management OfficeInteroperability Assistance Project - upgrade federal/state/local law enforcement communications and surveillance technologyDepartment of Homeland Security Fraud Detection & National Security PMOEnsure the integrity of the legal immigration system by deterring, detecting, and pursuing fraud and national security concernsState of Louisiana Road Home ProgramProgram to help Katrina/Rita victims repair/rebuild their homes

The Louisiana Road HomeProgram PMOGovernance Structure & Organizational DesignDevelopment of Governance Processes & ArtifactsStaffing of Governance ModelPolicy & Procedure ReviewEnd State-Policy & Procedure DevelopmentPolicy/Process ModelingPolicy & Procedure Storage, Doc Mgt, Version ControlAcquisition Support/PBC/ Strategic SourcingSubcontractor Mgt & ReportingAcquisition Decision Support ToolsPortal Design & ImplementationUsability StudiesProgram Portal & PMO PortalEstablish Communities of InterestDeliver E-LearningCreation/Roll-Out of Program Control BoardPortal Config for PCBRisk ManagementChange ManagementInternal Program CommunicationsEstablish Cost, Schedule, Performance, Outcome MetricsDesign Metrics Mgt Support EnvironmentBuild Metrics Management EnvironmentStatus, Variance Analysis, Corrective Action Report

Strategic CommunicationsQA/QCAdaptive TrainingPM Tool & Template DevelopmentOrganizational Change ManagementStrategic Sourcing for Call CenterData EntryAnti-Fraud ProgramTools DevelopmentInsurance Data MartLean Process Management

Future Trend #5 Recommendations for the PM CommunityAvoid getting hung up on the name of the PMOFocus on the services the PMO provides not the PMO itself. In fact, focus on the outcomes the PMO is helping the program achieveMessage the PMO as an enabler of programmatic success not simply a group of folks that produce outputsStaff the PMO with the right skill sets to deliver the needed services to help the program be successful

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