by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : April 15, 2015
18 April 15, 2015 FCW.COM Management needed to effectively manage big IT projects, such as former federal CIO Vivek Kundra’s 25-Point Implementa- tion Plan to Reform Federal IT Man- agement, released in 2010. Now, it seems, there’s new urgen- cy. “We’re at an inflection point for program and project management” to be more widely implemented in the federal government, said Craig Killough, the Project Management Institute’s vice president of organi- zation markets. ‘Culture is the biggest issue’ The governments of other countries — including Australia, Canada and the United Kingdom — have been developing their own formalized ways to incorporate requirements into IT acquisition and project evalu- ation for some time. “Acquisition reform is at the fore- front worldwide,” Killough said. “They’re recognizing the need to spend money more effectively and measure how they’re doing it.” “At the end of this administration and moving into the next, we should see improvement across the board,” former Department of Homeland Security CIO Richard Spires said, with GAO’s high-risk list providing the impetus that agencies sometimes need to start the long and arduous process of addressing the problems. Spires, who served as CIO at the Internal Revenue Service before mov- ing to DHS and is now CEO of Resil- ient Network Systems, said the IRS In 2011, the United Kingdom launched its Major Projects Authority, a partnership between the gov- ernment’s Cabinet Office and the Treasury. Under the authority of the country’s prime minister, MPA oversees and directs management of all large-scale projects that are funded and delivered by the cen- tral government. MPA scrutinizes projects, ensures accountability and contributes to Treasury’s deci- sions about which projects to approve. When MPA launched, Minister for the Cabinet Office Francis Maude said the authority would facili- tate cross-government communications to establish budgets, business cases and delivery timetables for big projects across government. “The MPA will work in collaboration with central government departments to help us get firmer con- trol of our major projects both at an individual and portfolio level,” he said. Four years later, the British press has accused MPA of losing its momentum and its guiding light. The Independent newspaper noted on March 4 that MPA’s first director, Australian developer David Pitchford, had departed for his homeland and that MPA has not had a full-time leader since October 2014. The report quotes government officials who con- sider MPA an ineffective “tick-box auditor” that adds a level of unneeded bureaucracy to large projects. Program management officials in the U.S. say that adding a high-level oversight operation like MPA wouldn’t work here, not least because of the government’s scope. A nimbler approach, built on agency-based communities of interests, is a bet- ter model, said Richard Spires, former CIO at the Department of Homeland Security and now CEO of Resilient Network Systems. “A centralized program management office in the U.S. government wouldn’t work well,” he said. “It would blunt collaboration.” He added that the ability to solicit input from industry is vital, but agencies must build local cen- ters of excellence that could tap expertise across government for all agencies to use. — Mark Rockwell How the U.K. is managing major projects Program management and its sister discipline, project management, involve having dedicated processes and managers who keep big, complex programs and projects on track. 0415fcw_016-022.indd 18 3/24/15 1:46 PM
March 30, 2015
April 30, 2015