ProjectProgram Management Issues Trends Presented to the National

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

Today’s Presenters • Lou Pack, OPM 3, PMP • Stan Maoury, PMP – Vice President, ICF International – Project Manager, 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, Do. D, Department of State, IRS, Postal Service • 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 2

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 3

ICF International • End-to-end management, technology, and policy services – 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 e. RA, System Support • Public company on NASDAQ with symbol “ICFI” 4

ICF International (Cont’d) • Project Management Affiliations & Certifications – Member of PMI Corporate Council – PMI Registered Education Provider – PMI Certified Organizational Project Management Maturity Model (OPM 3) Assessor and Consultant – More than 70 PMI certified PMPs – Staff volunteers on PMI Standards work groups 5

Why Projects Fail? 6

What’s 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 we’re still 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 ? 7

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 8

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 Lack of top management support Lack of adequate planning Slow executive recognition & support Our Project Managers can handle it all We’ve got a Gantt chart . . . impacts how one behaves Underestimated program complexity Inadequate resources I already know how much it will cost, how long it will take, and who will do it Communication breakdowns Lack of risk management & contingency planning 9

Boiling It Down Organizations are still not committing 1. Senior managers still think that project management is a software tool 2. Organizations underestimate the value of investing in time up-front 3. Prior Pm. M (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 10

Project Management Is Not a Software Tool • Senior 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 data • • = PM 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. 11

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 > 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 12

Learn From The Past • Prior Project “mis” Management (Pm. M) – 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 theory behind the best practice, not the “verbatim best practice” 13

Traditional PM Approaches • Traditional 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 won’t be identified in advance, leaving gaps in the project plan; and • Integration risk – that disparate project activities won’t come together at the end. – Maintain the Project Plan ongoing basis to address white space risk and integration risk. • Planning does not end with project execution. 14

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 15

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 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 ongoing basis. – Establish a long-term, methodical plan for changing culture in concert with behavior – Change management ……………… 16

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

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

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 19

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 poorperforming 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 20

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 OMB 300 s, PART-like process, FAR requirements) • Prepare for Rapid Adoption of New Administration Language & Frameworks – Subtly Weave PM Value Proposition Into Your Talk Track 21

Future Trend #2 Effective Stakeholder Management Continues to Need Work 22

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? 23

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 24

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

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 26

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

“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 28

Outcome Management – From “Outputs” to “Outcomes” Term Definition Examples 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 29

Project Management vs. Outcome Management Project Management Outcome Management Manage costs, inputs, schedule, resources, deliverables Manage outcomes, benefits, Program results, portfolio Deliverables 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 Measures of Success Initiative delivers on promised results, On-time, on-budget, delivery of maximized business value of portfolio specified change enabler (e. g. , system, process), risk management Processes Project initiation, project monitoring, Initiative definition, value definition, portfolio selection, results attainment project close-out, etc. Focus Project/ Initiative Timeline Facilitates the value case, ensures Is accountable to the business sponsor for project deliverables. Is that the initiatives benefits are accountable to the Program Manager achieved for project execution From project planning to From program planning through implementation to results attainment Benefits Realization: Govt of Canada Experience February 6, 2006 30

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

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 32

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

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

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

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 36

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” 37

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 38

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

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 40

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 § Acquisition Mgt § Business Process Improvement § Partner Mgt § Communications § Governance § Organizational Change Mgt § Benefits Realization § Collaboration 41

“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 42

The Louisiana Road Home Program – PMO Governance/ Structure Policies & Procedures • 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 Program Control Board Decision Support Metrics • 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 Acquisition Management • Acquisition Support/PBC/ Strategic Sourcing • Subcontractor Mgt & Reporting • Acquisition – Decision Support Tools Collaboration • Portal Design & Implementation • Usability Studies • Program Portal & PMO Portal • Establish Communities of Interest • Deliver E-Learning Program Support Special Projects 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 • • 43

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 44

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