1 project/program management: issues & trends presented to the national institutes of health...

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Project/Program Management:

Issues & Trends

Presented to the National Institutes of Health (NIH) Project Management Center of Excellence

November 12, 2008

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Today’s Presenters

• Lou Pack, OPM3, PMP– Vice President, ICF International

– PMI Affiliations• ICF representative to PMI Global

Corporate Council• Served on PMI standards

development committees• Member

– FAA Academy, Instructor, Acquisition and Project Management

– Federal Program and Project Management• Transportation, Homeland Security,

Treasury, DoD, Department of State, IRS, Postal Service

• Stan Maoury, PMP– Project Manager, ICF

International

– PMI Affiliations• Member

– Current NIH Project Management• NIH Office of the CIO

– NIH Operational Analysis Management Framework development and implementation

– CIO-ITMC Conference Support• NCI, CBIIT

– CPIC, Governance, and IT Strategic Planning Support Services

– Prior NIH Project Management• Office of the Chief IT Architect,

Program Management Support• NHLBI, IT Strategy development

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Agenda

Today’s Presenters

• ICF International – Corporate Overview

• Why Projects Fail

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

• Open Discussion, Questions and Answers

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ICF International

• End-to-end management, technology, and policyservices – advise, implement, improve

• Thirty-nine years of experience – founded in 1969

• More than 3,500 employees

• Global presence with 31 offices with headquarters in the Washington, D.C. area

• Diverse client base – 79% federal, state, and local agencies; 15% commercial; and 6% international governments

– NIH OCIO, Governance and CPIC– NCI, CBIIT, Governance and Strategic Planning– NLM, SIS, NLM SIS/TOXNET Computer System Support– eRA, System Support

• Public company on NASDAQ with symbol “ICFI”

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ICF International (Cont’d)

• Project Management Affiliations & Certifications– Member of PMI Corporate Council– PMI Registered Education Provider – PMI Certified Organizational Project Management

Maturity Model (OPM3) Assessor and Consultant – More than 70 PMI certified PMPs– Staff volunteers on PMI Standards work groups

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Why Projects Fail?

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What’s Going On?

• All organizations are trying to get a handle on theirprojects . . . . no organization sets out to fail.

• PM training, certification, tools, processes,controls, centers of excellence . . . but we’restill missing the mark– Projects fail at an astonishing rate – by some estimates, over 50%!

– The toll it takes is not just financial. • Demoralized employees• Negatively predisposed stakeholders

W H Y ?

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Understanding the Challenges of PM

• Project Managers– Aware of PM best practices, principles, controls, tools, and

techniques– Recognize the value of “the PM methodology” and best

practices– Are committed to applying them

• However, other key stakeholders have yet to recognize the value of PM best practices– Not aware of PM best practices– Underestimate the value of PM best practices– Not committed to applying PM best practices

• Public sector environmental factors– Political issues and agendas– Funding cycle

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Understanding the Challenges of PM (Cont’d)

It’s not a needed

discipline

Doesn’t apply to what we do

What one believes . . .

. . . impacts how one behaves

Slow executive recognition &

support

This SW tool is Project

Management

Lack of adequate planning

Our Project Managers can handle it all We’ve got a

Gantt chart

Inadequate resources

Lack of top management

supportCommunication

breakdowns

Lack of risk management &

contingency planning

Underestimated program

complexity

I already know how much it will cost, how long it will take, and

who will do it

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Boiling It Down

Organizations are still not committing1. Senior managers still think that project management is a

software tool

2. Organizations underestimate the value of investing in time up-front

3. Prior PmM (Project “mis” Management)

4. Traditional PM approaches shift attention away from end results toward developing recommendations, tools, and partial solutions

5. Organizations don’t know how to implement culture change

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Project Management Is Not a Software Tool

• Senior managers still think Project Management is a SW tool.

– PM is about discipline and proactivelyapplying processes and best practices.

– Tools, on the other hand, are about data• Provide capabilities to help manage, analyze, and report project-

related data• Introduce PM process efficiency• Establish discipline and enforce best practices• Tools are only as effective as the underlying processes they enable.

– Help correct Sr. Management thinking• Align processes with tools . . . .illustrate that process is the driver.

=PM

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Invest The Time To Plan!

• Organizations underestimate the value of investing in time up-front.– Knowing what you’re doing before you start allows

you to manage the work more effectively.

– Too many organizations tend to jump to “DO”without considering “PLAN”

• Do > 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 Need• Integration• Project Objectives• Scope

• Time (schedule)• Organization/Project Governance

• Cost• Quality

• Human Resources• Communications• Risk• Procurement

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Learn From The Past

• Prior 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).• Tailoring• Progressive elaboration (requires senior management

understanding)• Risk management• Reserves

– Apply the theory behind the best practice, not the “verbatim best practice”

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Traditional PM Approaches

• Traditional approaches shift attention awayfrom end results toward developing tools,recommendations, and partial solutions.

– Project managers use project plans, timelines,and budgets to reduce execution risk withoutaddressing:

• White space risk – some required activities won’tbe identified in advance, leaving gaps in the project plan; and

• Integration risk – that disparate project activities won’t cometogether 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.

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Manage Culture Change

• Organizations don’t know how to implement culture change– Changing 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 . . . That’s us!

• PMs and project teams need to create awareness and demand for PM processes

– Tout both the benefits of PM and the risks of not doing PM– Cite real-world examples– Obtain executive sponsorship– Plan for culture change

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What Can We Do About It?

ISSUE– Sr. managers still think PM is a …….

software tool

– Organizations 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 FORWARD– Ensure 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

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Identifying Future Trends in U.S. Public Sector

Project/Program Management

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Future Trend #1

Accountability &

Performance Expectations Are On The Rise

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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 people– Creation of agency “Performance Improvement Officer”

– Agency chiefs must approve program performance goals, plans for accomplishing them and approaches to measure them

– Formalizes PART to add “bite” to Government Performance Results Act (GPRA) of 1993

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Obama Pledges to Fire Managers, Cut Redundant

Programs• “Go through the entire federal budget page by

page, line by line” and “eliminate the programs that don’t work and aren’t needed”

• PART will be re-organized

• Fire managers of poor-performing programs

• Form “SWAT team” to review programs

• “Chief Performance Officer” to lead

• Joe the Plumber will not be Chief Performance Officer in an Obama AdministrationGovernment Executive Magazine, by Tom Shoop, 9/22/08

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Future Trend #1 – Recommendations

for the PM Community

• Promote PM Best Practices as an “Enabler” of Increased Accountability & Stronger Performance

• Link 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

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Future Trend #2

EffectiveStakeholder ManagementContinues to Need Work

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Measures of Public Sector Programmatic Success

• Timely completion?

• Staying within budget?

• Delivering intended scope?

• Quality?

• Delivers value to the taxpayer?

• Contributes to the political agenda of politicians?

• Favorable media portrayal?

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Programmatic Success – Sometimes Perception is Reality

• Managing public perception is sometimes as important as managing at the operational level

• Program success is not necessarily derived only from internal focus but also external influences

• Critical 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

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Beliefs & AssumptionsBeliefs & Assumptions

Strategic AlignmentStrategic

Alignment

Work on the Human System

Work on the Business System

Fix Problems

Program SuccessProgram Success

Beliefs, Behaviors, & Perceptions

Beliefs, Behaviors, & Perceptions

OperationalOperational

Programmatic Success Requires Focus on Three Levels

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Future Trend #2 – Recommendations

for the PM Community

• Provide a Framework for Consistent Messaging

• Develop and Maintain Relationships with Influential Reporters

• Manage Media Coverage

• Garner Stakeholder Awareness

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Future Trend #3

The Focus Is Changing From“Doing Work”

To“Getting Results”

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“Doing Things” vs. “Getting Results”

• Outcome Management, Benefits Realization, Results Attainment

• “What 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

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Outcome Management – From “Outputs” to “Outcomes”

ExamplesDefinitionTerm

Inputs Resources a program uses to achieve objectives

Staff, volunteers, facilities, equipment, money

Activities What a program does with its inputs – the services it provides to fulfill the mission

Sheltering homeless families, providing adult mentors for youth

Outputs Products of a programs activities Number of meals provided, classes taught, brochures distributed

Outcomes Desired Project/Program Results Knowledge, skills, attitudes, values, behaviors, higher test scores

Outcome Indicators

Specific data points that track a programs success on outcomes

If “healthy lifestyle” is outcome – not smoking, maintaining healthy weight, blood pressure, cholesterol level, at least 2 hours of exercise each week

Outcome Targets

Numerical objectives for a program’s level of achievement on it outcomes

After measuring outcomes – programs can set targets for % or # of participants expected to achieve x

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Project Management vs. Outcome Management

Benefits Realization: Govt of Canada ExperienceFebruary 6, 2006

FocusFocus

DeliverablesDeliverables

Measures ofSuccess

Measures ofSuccess

ProcessesProcesses

Project/ Initiative

Project/ Initiative

TimelineTimeline

Project Management Outcome Management

Manage costs, inputs, schedule, resources, deliverables

Manage outcomes, benefits,Program results, portfolio

Gantt Charts, schedules, work plan, costs, estimates, progress reports, milestones, issues, earned value, PERT charts, etc.

Outcomes maps, outcomes registers, value cases, value assessments, value graph, governance reports & structures

On-time, on-budget, delivery of specified change enabler (e.g., system, process), risk management

Initiative delivers on promised results, maximized business value of portfolio

Project initiation, project monitoring, project close-out, etc.

Initiative definition, value definition, portfolio selection, results attainment

Is accountable to the business sponsor for project deliverables. Is accountable to the Program Manager for project execution

Facilitates the value case, ensures that the initiatives benefits are achieved

From project planning to implementation

From program planning through implementation to results attainment

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Weaving the “Outcomes” Talk Track Into Our Project Management Lifecycle

Monitoring &Controlling

Initiating Planning Executing Closing

Define & Authorize Project

Plan theWork

Work thePlan

Close theProject

What Are We Trying To Achieve?

What Are The Intended Outcomes?

How Will We Measure The

Intended Outcomes?

Outcome Measurements?

Benefit Realization

Measure and Report on Program Outcomes & Results Attainment

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Future Trend #3 – Recommendations

for the PM Community

• Know your audience – talk about the laws, mandates, drivers, key influences that must be factored into their decisions

• Park the “PMBOK-speak” to “non-PMBOK speakers”

• Weave the agency mission and “outcomes” talk track into your interactions with the “PM uninitiated”

• Refresh project/program management approaches to ensure that outcome management is a part of your approach

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Future Trend #4

The Role OfProject/Program Manager Is

No Longer Being Seen As Simply“Collateral Duty”

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“Up Through The Ranks”

Revenue Agent

Foreign Service Officer

Pilot or Air Traffic Controller

Internal Revenue Service

Department of State

Federal AviationAdministration

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Influencers of PM Competencies

• Management Challenges

• Technology-driven changes

• Legislative Mandates– Government Performance & Results Act 1993– Clinger-Cohen Act 1996

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Addressing the Need To Better Accomplish Agency Missions

• April 15, 2005, OMB Policy Letter 05-01—“Developing and Managing the Acquisition Workforce”

• Establishes the government-wide framework for creating a federal acquisition workforce with the skills to:

– Deliver best value

– Find best business solutions

– Provide best business advice

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Defining Certifications

• April 25, 2007—OMB Memorandum, “Federal Acquisition Certification for Program and Project Managers”

• Trained and experienced PMs are critical to accomplishment of mission goals

• FAI Interagency Workgroup

• Certification requirement for PMs of “major acquisitions”

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Future Trend #4 – Recommendations

for the PM Community

• Investigate To See How Your Agency is Compliant

• Search for the “ideal” PM who has both domain knowledge and PM competence – PM is no longer simply “collateral duty”

• Embrace program management as a career track

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Future Trend #5

PMOsAre Expanding Their

Capabilities & Services

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Program Management Offices Are Gaining Momentum

• We’re seeing an increase in PMO activity in the federal government

• Some PMOs have been around for years

• May not be called PMOs (and that’s OK)

• Provide a number of different functions to drive the program toward success

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Not Your “Vanilla” PMO

• The 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 Planning

Business Process Improvement

Communications

Organizational Change Mgt

Acquisition Mgt

Partner Mgt

Governance

Benefits Realization

Collaboration

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“Extended” PMO Examples

• Department of Justice – Wireless Management Office

– Interoperability Assistance Project - upgrade federal/state/local law enforcement communications and surveillance technology

• Department of Homeland Security – Fraud Detection & National Security PMO

– Ensure the integrity of the legal immigration system by deterring, detecting, and pursuing fraud and national security concerns

• State of Louisiana – Road Home Program

– Program to help Katrina/Rita victims repair/rebuild their homes

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The Louisiana Road HomeProgram – PMO

Governance/Structure

Governance/Structure Policies & ProceduresPolicies & Procedures Acquisition ManagementAcquisition Management CollaborationCollaboration

Program Control BoardProgram Control Board Decision Support MetricsDecision Support Metrics Program SupportProgram Support Special ProjectsSpecial Projects

• Governance Structure & Organizational Design

• Development of Governance Processes & Artifacts

• Staffing of Governance Model

• Policy & Procedure Review

• End State-Policy & Procedure Development

• Policy/Process Modeling• Policy & Procedure

Storage, Doc Mgt, Version Control

• Acquisition Support/PBC/ Strategic Sourcing

• Subcontractor Mgt & Reporting

• Acquisition – Decision Support Tools

• Portal Design & Implementation

• Usability Studies• Program Portal & PMO

Portal• Establish Communities of

Interest• Deliver E-Learning

• Creation/Roll-Out of Program Control Board

• Portal Config for PCB• Risk Management• Change Management• Internal Program

Communications

• Establish Cost, Schedule, Performance, Outcome Metrics

• Design Metrics Mgt Support Environment

• Build Metrics Management Environment

• Status, Variance Analysis, Corrective Action Report

• Strategic Communications• QA/QC• Adaptive Training• PM Tool & Template

Development• Organizational Change

Management

• Strategic Sourcing for Call Center

• Data Entry• Anti-Fraud Program• Tools Development• Insurance Data Mart• Lean Process

Management

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Future Trend #5 – Recommendations

for the PM Community

• Avoid getting hung up on the name of the PMO

• Focus on the services the PMO provides – not the PMO itself. In fact, focus on the outcomes the PMO is helping the program achieve

• Message the PMO as an enabler of programmatic success not simply a group of folks that produce outputs

• Staff the PMO with the right skill sets to deliver the needed services to help the program be successful

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