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FCW : April 15, 2015
April 15, 2015 FCW.COM 21 Some of the concepts, for example, have been incorpo- rated into the Digital Services Playbook issued by OMB’s new U.S. Digital Service. USDS is led by Mikey Dickerson, a former Google engineer who served on the team that repaired HealthCare.gov after its 2013 launch. Legislating better management On Capitol Hill, Killough said, PMI is backing legislation by the three-year-old Government Efficiency Caucus. Led by Rep. Todd Young (R-Ind.), the group wants to establish formal job series and pathways for career program man- agers in the federal government. The legislation, which is being drafted by Young and Rep. Gerry Connolly (D-Va.), has not yet been introduced, but it aims to attract talented management professionals from industry with experience in handling large projects. “The federal government must dramatically enhance its ability to conduct effective program and project manage- ment,” said Connolly, who is the ranking member of the House Oversight and Government Reform Committee’s Government Operations Subcommittee and co-author of FITARA. “Conducting oversight of major federal IT fail- ures, I have repeatedly found that when one begins peeling the onion back, the common underlying weakness running through a wide and diverse range of struggling programs is a serious deficiency in program and project management competencies.” MORE ON PROGRAM MANAGEMENT Richard Spires published a five-part series in FCW last year on strong program management, which covered: • The fundamentals of IT program management • The people factor • Governance matters • The importance of architecture • The contractor ’s role Read them all at http://is.gd/FCW_Spires_PM. PM 101 The Project Management Institute’s Program Man- agement Body of Knowledge Guide recognizes 47 processes that fall into five basic process groups and 10 knowledge areas that are typical of most projects. The five process groups are: 1. Initiating. Those processes performed to define a new project or a new phase of an exist- ing project by obtaining authorization to start the project or phase. 2. Planning. Those processes required to estab- lish the scope of the project, refine the objectives and define the course of action required to attain the objectives that the project was undertaken to achieve. 3. Executing. Those processes performed to complete the work defined in the project manage- ment plan to satisfy the project specifications. 4. Monitoring and controlling. Those pro- cesses required to track, review, and regulate the progress and performance of the project; iden- tify any areas in which changes to the plan are required; and initiate the corresponding changes. 5. Closing. Those processes performed to final- ize all activities across all process groups to for- mally close the project or phase. Source: PMI ACT-IAC’S ‘7-S FOR SUCCESS’ FRAMEWORK 1. Stakeholder commitment and collaborative governance. 2. Skilled program manager and team. 3. Systematic program reviews. 4. Shared technology and business architecture. 5. Strategic, modular and outcomes- focused acquisition strategy. 6. Software development that is agile. 7. Security and performance testing throughout. Source: ACT-IAC 0415fcw_016-022.indd 21 3/24/15 1:55 PM
March 30, 2015
April 30, 2015