Program Management 2010: A study of program management in the U.S. Federal Government. Sponsored by the Project Management Institute June 2010

Transcription

1 Program Management 2010: A study of program management in the U.S. Federal Government Sponsored by the Project Management Institute June 2010

2 Study Highlights Now, more than ever before, the programs funded by the U.S. Federal Government are under incredible scrutiny. The media is filled with stories of project delays, cost overruns, and lackluster deliverables. Stakeholders, from the general public to government legislators and executives are demanding that programs be more transparent and more innovative, which adds layers of complexity to the management of these programs. At the same time, these programs are expected to be delivered on time and within budget and scope. This suggests a paradox of sorts: how do you deliver increasingly complex programs sooner, cheaper, and better than ever before? The good news is that some federal government program managers feel that the tide is turning when it comes to understanding the value of formalized program management practices and supporting the development of competency in this area. They cite examples of the increased use of formalized methods for risk management and earned value management and an increased willingness to invest in training and development for project and program management staff. Program managers from a wide variety of different government sectors shared their insights on success factors and best practices for this study. What we learned is that there are, most certainly, pockets of excellence in program management in the U.S. Federal Government and that, where these exist, programs are meeting today s challenges. We found that those responsible for successful programs have built upon a foundation of technical expertise, adding on more intangible success factors, such as a culture of communication, agility, superior stakeholder engagement, and active executive support. A ripple effect of increased team morale and better interdepartmental collaboration then creates a self-perpetuating cycle of success. 1

3 About the Study In early 2010, the Project Management Institute (PMI) designed and executed a study of successful U.S. Federal Government programs to uncover thematic success factors and delve into the specific practices that support these factors. The ultimate goals of this effort are to share the insights we learn and spread the use of best practices throughout the government. PMI worked with a team of subject matter expert volunteers from Accenture, Booz Allen Hamilton, and PricewaterhouseCoopers to design and conduct a webbased survey and in-depth interviews with program managers and senior-level program sponsors. PMI would like to thank these three firms for volunteering their time and expertise to this research. In all, the study collected information from forty different programs across a wide variety of government agencies, including the Department of State, Department of Defense, U.S. Census Bureau, U.S. Coast Guard, Federal Highway Administration, Federal Aviation Administration, and the U.S. Navy Systems Command. The study programs spanned from information technology (software design and systems implementations), to construction and engineering (from a single facility build out to large infrastructure projects), to the creation of new public policies and departmental procedures. While some programs had a timeline of less than a year and a budget of around $1 million, others spanned over five years and had a budget of billions of dollars. Peak Program Staffing Program Budget Program Duration 100 to 499 FTEs 22% 500+ FTEs 12% < 100 FTEs 66% $100M + 30% < $10M 36% More than 4 years 29% < 2 years 32% $10M to $100M 34% 2 to 4 years 39% 2

4 Key Findings Meeting the Demands of Complex Programs Our study began with an informed hypothesis that program managers were facing a more demanding and challenging environment than ever before. This hypothesis was verified in the interviews we conducted. External factors such as the war on terror, the global economic recession, and the rise of the Internet as a social, economic, and political tool have all impacted the operating environment for governmentfunded programs. At the same time, a flurry of government mandates has forced the issues of performance management and transparency upon project and program managers. Program managers told us that they are now engaging a broader base of stakeholders and doing so on a more frequent basis. These stakeholders are demanding innovative solutions to complex issues, but they do not want to compromise on program timelines and budgets. One agency reported that in a recent two-year timeframe their number of projects increased ten-fold and that the budgets of some these projects increased from $50 million to $5 billion. To emphasize this point, 76% of the programs evaluated for this study were self-rated as above average in terms of complexity and 84% were considered mission critical. We asked respondents to rate their programs across two dimensions of complexity: the number and variety of program interfaces (internal and external) and the level of innovation required for the program. In all, 84% of programs in the study were rated high in at least one of these complexity dimensions. During the first few years after 9/11, most reconstruction projects were started without any long-term approach. The result was crisis management more than deliberate planning. Continuation of using the same approach to this mega effort was not acceptable. Respondent from the U.S. Army Corps of Engineers The business drivers have changed as stakeholders (senior management and tax payers) now want products/services from projects faster, better, and cheaper. Respondent from the Department of State Number and variety of interfaces your organization 3% 26% 71% Low Medium High Level of innovation required 11% 32% 58% Low Medium High 3

5 Across the programs we studied, the reaction to the increasingly complex programs has been an increased focus on the development of competency in the areas of project and program management. The development in competency took on many forms but often revolved around staff training, increased use of formalized project risk management, and increased use of earned value management techniques. We were pleased to hear that many of the agencies we spoke to were using PMI Standards as the basis for their practice and tailoring them to the needs of their programs. However, we were more pleased to hear how the role of project and program management has come to the forefront for many agencies. Several respondents discussed how the use of program performance metrics has been introduced over the past few years. Using these metrics, they are able to demonstrate real returns on their investments in project and program management. One agency explained how the recent training of 24 project managers has already resulted in better stakeholder management and forecasting. Another agency explained how program performance evaluations have trended higher since the introduction of (formalized) program management. It is important to note that our study focused on successful programs, so some findings might not resonate with all readers of this report. We are hopeful that this report will provide useful directional cues to enhance performance in those cases. "The degree to which each agency tailors and combines their own project management techniques with those in the PMBOK Guide is very impressive." John Ready, PricewaterhouseCoopers, LLP One defense-related agency noted a cost reduction of 20-30% on average had resulted from using trained program managers and a more systematic approach to managing programs. A respondent from the Department of Energy noted that recent marked improvement in the rigor around scope and requirements definition has significantly improved program success rates. Senior management is now bearing the fruits of the project management labor. Projects are now back on track, which is resulting in significant cost savings. Respondent from the Department of State 4

6 Program Success Factors Survey respondents were asked to rate the level of positive program impact for a number of factors across the dimensions of people, process, and tools. The process elements averaged the highest impact; however, it was the more intangible process elements related to strategy, vision, and stakeholder engagement that rated the highest. Traditional elements of time and risk management rated relatively low in terms of impact on success. Percent rating top four box (7, 8, 9, or 10) on a 10-point scale People Appropriate program management experience 80 Project/program management certification 61 Formal project/program management education 55 (e.g., a degree in project/program management) People Skills Average 65 Process The program had a clear connection to the broader 81 strategy of your organization Stakeholders of the program were identified and 81 engaged throughout the program The program had strong support from one or more 81 executive-level personnel The outcomes required to achieve the vision were 81 clear for this program The program had a documented vision of the 75 desired end state The program adhered to recognized standard 71 processes for managing programs The program had a strong governance structure 69 Process Average 77 Tools The program s scope was well defined 81 Requirements were well documented OR an 77 effective agile method was applied There was an accurate estimate of the resources 77 needed to complete the program Checkpoints were implemented within the lifecycle 74 (e.g., design and peer reviews, retrospectives) Decisions were well documented and 70 communicated The program performed regular and proactive risk 66 and issue management activities and tracking There was an accurate estimate of the time needed 59 to complete the program Tools Average 72 5

7 The importance of these intangible factors was made even more evident when respondents were asked in an openended follow-up question to tell us the top three success factors for their programs. Four themes emerged from the responses: a culture of communication, agility, superior stakeholder engagement, and active executive support. Clearly, these factors are interdependent and it is the chemistry between the factors that really fosters success. What we then focused on with the study was the how? How are these programs building a culture of communication? How are they engaging stakeholders? How are they garnering and leveraging executive support? How do you make such a large program agile? The following section highlights some of the very concrete tangible practices that we found when we spoke with program managers about these success factors. 6

8 A Culture of Communication Conduct monthly project management meetings to share and pilot program management tools (e.g., earned value management tools). Create a regular forum where lessons learned are shared. Establish lines of communication that run up and down the command chain, across the team, and out to all stakeholders. Use collaboration tools such as SharePoint to communicate each project's status across the organization. In fact, one study participant even used closed-circuit television to broadcast project status and information throughout the organization. Develop a project management council that meets monthly and reviews project documentation and discusses lessons learned. Extend membership of this council to all stakeholder groups. Communication is probably the key factor in any program's success. Respondent from the United States Marine Corps 90% of a project manager's time should be communicating across the project team and with stakeholders. Respondent from the Department of State Facilitate collaboration and education through brown bag lunch sessions. Make collaboration activities a part of your program/project charter and schedule. Implement metrics and share performance on these metrics with all stakeholders to keep everyone up-todate with the progress of the program. Agile Program Thinking Embrace risk management and embrace risks. Use a statement of objectives (SOO)-driven service contract approach that allows contractors to specify the best manner to address program objectives. This allows for flexibility throughout the program execution. Innovation, from a tactical, not technical, perspective was key to the program's success. Respondent from the United States Marine Corps Don t make your project management processes so rigid that they are counterproductive and don t account for inevitable external forces within the government. 7

9 Active Executive Support To garner executive support, show the program s connection to the overall vision, strategy, and goals for the organization. Engage executive sponsors to inject energy into the team to support team morale. Leverage executive sponsors to support professional development for program management leaders and support staff. There are almost always stakeholders higher up the ladder than the executive sponsor for your program. Leverage the executive sponsor as a connection point to these stakeholders. Leverage any executive support for the program to garner continued funding. When you have (an executive sponsor) totally engaged in the process you feel comfortable going to them when you have problems - they can help you when you hit a stumbling block, and/or when you need resources, they know what you need. Respondent from the Department of Commerce The director created an atmosphere where flexibility was expected. He said Your desire to lock things down for your own comfort level is not authorized. Respondent from the Federal Aviation Administration Superior Stakeholder Engagement Use a bottoms-up approach; start with the customer in mind. Ask him or her to define the problem/issue to be solved. Check back with him or her about technical requirements and again when you think you have a solution. Develop a formal list of stakeholders, their groupings, requirements, and dependencies. Develop detailed roles and responsibilities for stakeholders and include these in the program plans. Allow for a formal change control process that provides a means to incorporate stakeholder input. 8

10 Conclusions and Implications We started with a potential paradox: How do you deliver increasingly complex programs sooner, cheaper, and better than ever before? What we saw and heard through this study was that there really is no paradox at all. There are pockets of program management excellence throughout the U.S. Federal Government that are delivering just that. They start with a firm grounding in the fundamentals: experienced and welltrained program management practitioners (people), standardized program management practices (processes), and the tools to support both. They then learn to be better communicators, more agile, more collaborative, and more engaging. It is the combination of all these elements that has led to their success. Clearly, having the right tools and processes alone will not ensure success, just as agility without the right people and tools will likely go astray. Bringing together the tangible best practices with the more intangible success factors is what really has set these programs apart from the rest. 9

11 About the Project Management Institute As the number of projects swell, the pool of credentialed talent is not keeping pace. In the Persian Gulf and China Sea regions alone where entire cities are being built, seemingly overnight a shortage of 6 million skilled project professionals is expected by Add to that the fact that, of the 20 million people participating in projects worldwide, just one million have professionally recognized formal training on how to best execute those projects. One thing becomes clear: The demand for skilled project managers is at a critically urgent level. Since 1969, PMI has advocated on behalf of project professionals around the world. Project management allows an individual to speak in one common language, no matter his or her industry, geography, or whether he or she manages projects, programs, or portfolios. This common language steers organizations toward achieving repeatable, predictable results critical when $12 trillion is being invested in infrastructure and capital projects worldwide over the next 12 months. PMI also recognizes all those who agreed to be surveyed or interviewed for this study: Department of Defense / Department of Energy / Department of State / Department of Homeland Security / Department of the Interior / Department of Agriculture / Federal Highway Administration / Army Corps of Engineers / U.S. Marine Corps / U.S Army / U.S. Navy / U.S. Air Force/ U.S. Postal Service / U.S. Coast Guard / Federal Bureau of Investigation / Federal Aviation Administration With more than one half million members, credential holders, volunteers, and trained project professionals worldwide, PMI advocates project, program, and portfolio management that can enhance and accelerate organizational change driving innovation, improving bottom-line performance, and strengthening the competitive advantage. PMI would like thank the following people for their contributions to this study: - Ian S. Fogarty, PMP, Director, Accenture - Defense Industry Group - Dr. Al Zeitoun, PMP, Senior Program Management Expert, Booz Alan Hamilton - Scott Fass, PMP, Managing Director, PricewaterhouseCoopers LLP - Washington Federal Practice - John D. Ready, PMP, Director, PricewaterhouseCoopers LLP - Washington Federal Practice -Stacy McAlpine,, PMP, Director, PricewaterhouseCoopers LLP - Washington Federal Practice -Nicholas A. DeBenedetto, PMP, EVP, Manager, PricewaterhouseCoopers LLP - Washington Federal Practice 10