Project/Program Management: Issues & Trends

1. Project/Program Management:Issues & Trends Presented to the National Institutes of Health (NIH) Project Management Center of Excellence November 12, 2008

2. 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 Today’s Presenters

3. 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

4. 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” ICF International

5. 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

6. Why Projects Fail?

7. H ? Y W 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

8. 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

9. I already know how much it will cost, how long it will take, and who will do it Lack of risk management & contingency planning Underestimated program complexity Understanding the Challenges of PM (Cont’d) What one believes . . . Doesn’t apply to what we do It’s not a needed discipline This SW tool is Project Management Our Project Managers can handle it all We’ve got a Gantt chart Lack of top management support . . . impacts how one behaves Communication breakdowns Lack of adequate planning Slow executive recognition & support Inadequate resources

10. Boiling It Down Organizations are still not committing • Senior managers still think that project management is a software tool • Organizations underestimate the value of investing in time up-front • Prior PmM (Project “mis” Management) • Traditional PM approaches shift attention away from end results toward developing recommendations, tools, and partial solutions • Organizations don’t know how to implement culture change

11. = PM 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.

12. Invest The Time To Plan! • Organizations underestimate the value of investing in time up-front. • Knowing what you’re doing before you start allowsyou 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

13. Learn From The Past • Prior Project “mis” Management (PmM) • Perception that PM is too intense and takes focusaway from “productive” work. • Not scaling the methodology appropriately to thesize of the project? • Possibly a misguided attempt at implementingthe 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”

14. 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.

15. 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

16. 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 What Can We Do About It?

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

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

19. 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

20. 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 Administration Government Executive Magazine, by Tom Shoop, 9/22/08

21. 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

22. Future Trend #2 EffectiveStakeholder ManagementContinues to Need Work

23. 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?

24. 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

25. Programmatic Success Requires Focus on Three Levels Beliefs & Assumptions Beliefs, Behaviors, & Perceptions Strategic Alignment Operational Program Success Fix Problems Work on the Business System Work on the Human System

26. 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

27. Future Trend #3 The Focus Is Changing From “Doing Work” To “Getting Results”

28. “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

29. Definition Examples Term Resources a program uses to achieve objectives Staff, volunteers, facilities, equipment, money Inputs What a program does with its inputs – the services it provides to fulfill the mission Sheltering homeless families, providing adult mentors for youth Activities Number of meals provided, classes taught, brochures distributed Outputs Products of a programs activities Knowledge, skills, attitudes, values, behaviors, higher test scores Outcomes Desired Project/Program Results If “healthy lifestyle” is outcome – not smoking, maintaining healthy weight, blood pressure, cholesterol level, at least 2 hours of exercise each week Outcome Indicators Specific data points that track a programs success on outcomes After measuring outcomes – programs can set targets for % or # of participants expected to achieve x Outcome Targets Numerical objectives for a program’s level of achievement on it outcomes Outcome Management – From “Outputs” to “Outcomes”

30. Project Management Outcome Management Manage outcomes, benefits, Program results, portfolio Manage costs, inputs, schedule, resources, deliverables Focus Outcomes maps, outcomes registers, value cases, value assessments, value graph, governance reports & structures Gantt Charts, schedules, work plan, costs, estimates, progress reports, milestones, issues, earned value, PERT charts, etc. Deliverables Initiative delivers on promised results, maximized business value of portfolio On-time, on-budget, delivery of specified change enabler (e.g., system, process), risk management Measures of Success Initiative definition, value definition, portfolio selection, results attainment Project initiation, project monitoring, project close-out, etc. Processes Facilitates the value case, ensures that the initiatives benefits are achieved Is accountable to the business sponsor for project deliverables. Is accountable to the Program Manager for project execution Project/ Initiative From project planning to implementation From program planning through implementation to results attainment Timeline Project Management vs. Outcome Management Benefits Realization: Govt of Canada Experience February 6, 2006

31. Monitoring & Controlling Initiating Planning Executing Closing Plan the Work Work the Plan Close the Project Define & Authorize Project Weaving the “Outcomes” Talk Track Into Our Project Management Lifecycle What Are We Trying To Achieve? Benefit Realization What Are The Intended Outcomes? How Will We Measure The Intended Outcomes? Measure and Report on Program Outcomes & Results Attainment Outcome Measurements?

32. 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

33. Future Trend #4 The Role Of Project/Program Manager Is No Longer Being Seen As Simply “Collateral Duty”

34. Internal Revenue Service Department of State Federal AviationAdministration “Up Through The Ranks” Revenue Agent Foreign Service Officer Pilot or Air Traffic Controller

35. Influencers of PM Competencies • Management Challenges • Technology-driven changes • Legislative Mandates • Government Performance & Results Act 1993 • Clinger-Cohen Act 1996

36. 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

37. 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”

38. 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

39. Future Trend #5 PMOs Are Expanding Their Capabilities & Services

40. 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

41. 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

42. “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

43. Policies & Procedures Collaboration Governance/ Structure Acquisition Management Decision Support Metrics Special Projects Program Control Board Program Support The Louisiana Road HomeProgram – PMO • 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 • Establish Cost, Schedule, Performance, Outcome Metrics • Design Metrics Mgt Support Environment • Build Metrics Management Environment • Status, Variance Analysis, Corrective Action Report • Strategic Sourcing for Call Center • Data Entry • Anti-Fraud Program • Tools Development • Insurance Data Mart • Lean Process Management • Creation/Roll-Out of Program Control Board • Portal Config for PCB • Risk Management • Change Management • Internal Program Communications • Strategic Communications • QA/QC • Adaptive Training • PM Tool & Template Development • Organizational Change Management

44. 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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