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, 2014
In my previous column, I outlined ve elements that are foundational for successfully delivering large-scale IT programs in government. In this and subsequent columns, I will cover each element in more detail and provide implementation approaches. The single most important ele- ment to program success is the team of leaders running the program as part of what is typically called the program management of ce (PMO) or integrated program team. There is usually signi cant focus on the pro- gram manager position, and having a skilled and experienced executive in that role is vital for large, complex IT programs. What I nd surprising, however, is how many programs set up shop without all the key manage- ment disciplines in place. IT programs vary greatly, so there is not one model that ts every PMO. The following positions, however, are typically essential, and programs that lack solid individuals in these posi- tions are at high risk of failure. • Business lead --- A senior of cial from the mission or business organi- zation who has ultimate responsibil- ity for ensuring that the functional requirements are properly scoped and met by the delivered system. • System architect --- Someone who is both a technologist and an engineer and who can develop a technical solu- tion to meet the requirements. He or she fully understands the agency's enterprise architecture and how the new system will interoperate with internal and external systems. • Security architect --- Someone who can ensure there is a proper secu- rity design and integration with the agency's architecture. • Data architect --- An absolute must for any highly data-centric system to ensure the proper integration of data from multiple, unrelated sources. • Requirements manager --- Not the business lead but the individual who understands the life cycle of managing requirements, from elicitation to the change management process to test and evaluation. • Development and integration manager --- Someone who is too often missing from the team. If you are developing software or implement- ing a complex con guration of a com- mercial package, you need such an individual. • Test manager --- The person who brings a solid, end-to-end view of the testing process. • Con guration manager --- The person who accounts for everything and runs the change-control process. • Operations manager --- The one who knows how to eld and operate systems. This individual is always required and is even more critical as the government moves toward incre- mental delivery. It is not unusual for programs to simultaneously have a release in production, another in development and testing, and a third in requirements de nition and design. • Contracting of cer --- The leader from the procurement organization that handles the processes for pro- curements and resultant contracts. Too often, the program manager cannot point to the individuals lling each of those key roles, or too many of the roles are lled by contractor personnel. Many successful systems have been delivered with contractors in a number of roles. In my experi- BY RICHARD A. SPIRES Other fundamentals matter little if the right team is not in place, but too often key roles go un lled Program management: The people factor CIOPerspective Richard A. Spires has been in the IT eld for more than 30 years, with eight years in federal govern- ment service. Most recently, he served as CIO at the Department of Homeland Security. He is now CEO of Resilient Network Systems. 28 April 15, 2014 FCW.COM
March 30, 2014
April 30, 2014