Program and Project Management Practices in the Federal Civilian Agencies
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1 Progress through partnership Civilian Agency Industry Working Group Program and Project Management Practices in the Federal Civilian Agencies 04/15/2015 1
2 Cautionary Statement Study results are not based on a statistically representative sampling of the federal civilian agencies, therefore, the results cannot be stratified by Agency Due to sampling constraints, the survey may not provide an accurate picture of cost and schedule management practices across the federal government However, the results do suggest important trends that should be investigated on an agency basis 2
3 Summary of Findings Findings suggest that agencies have, for the most part, instituted comprehensive cost & schedule management policies and procedures Additionally, these findings suggest that GAO cost estimating and scheduling best practices have made important inroads in the civilian agencies Results also suggest that performance issues exist which are not tied to policy and guidance, but which involve a disconnect between that policy and program management execution The top two cost and schedule management issues have remained constant over the years: scope management and requirements management Poor contractor performance was the least cited cause for cost overruns and schedule breaches 3
4 Additional Work is Needed Why do we continue to repeat the errors of the past? Is it really all about training and certification levels? Is it actually feasible to manage cost, scope, and requirements on large acquisitions? Do we set reasonable performance expectations at the beginning of a acquisition? What is the role of organizational behavior and have we lost sight of human factors involved with program and project management? How well do our performance metrics support our need for information? 4
5 BACKUP SLIDES 5
6 Survey Status Initial analysis complete 59 responses received from: Department of Commerce (1.8%) Department of Defense (3.5%) Department of Homeland Security (15.8%) Department of Transportation (12.3%) National Aeronautics and Space Administration (45.6%) National Science Foundation (1.8%) Agency for International Development (12.3%) Other (7.0%) 6
7 Respondent Roles Acquisition Executive (5.2%) Contracting Officer (1.7%) Contracting Officer Representative (1.7%) Cost Estimator/Analyst (6.9%) Customer Support (3.4%) Deputy Project Manager (6.9%) Enterprise Architect (1.7%) Financial Manager (1.7%) IT Solution Architect (1.7%) PMO Staff (17.2%) Program Manager (15.5%) Project Manager (5.2%) System Engineer (3.4%) Other (27.6%) EVM Auditor Acquisition Policy Program Control Post-Implementation Review Liaison Acquisition PMO Manager Contract Support/Sr. Program Analyst Oversight, Audit and Evaluation of Program Management Executive/Senior Consultant PMO Support Chief Engineer Budget Team Lead Program Executive Business Manager Self Governance Curriculum Lead Planning & EVM Manager EVM Focal Point Schedule Analyst Programmatic Support Contractor Program and Contract Manager 7
8 Other Demographics 72.9% of respondents track cost and schedule performance of one or more major investments 23.7% of respondents have 30+ years of experience Average experience = years 32.8% hold PMP, 27.6% hold Agency certification, 39.7% are not certified, 24.1% hold Other certifications 8
9 Characteristics 73.2% of respondents report their organizations develop major solutions using contractors with substantial government oversight 19.6% of respondents report their organizations purchase off-theshelf solutions and develop solutions using internal resources 5.4% of respondents report their organizations develop major solutions using contractors with little or no government oversight 1.8% of respondents report their organizations develop major solutions in-house with little or no contractor support 9
10 10.7%: <$50M 17.9%: $50M - $100M 10.7% : $100M - $500M 23.2%: $500M - $1B 37.5%: >$1B New Investment Budgets 10
Program and Project Management Practices in the Federal Civilian Agencies
Progress through partnership National Defense Industry Association, Civilian Agencies Industry Working Group Program and Project Management Practices in the Federal Civilian Agencies White Paper Lawrence
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