managing government projects
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Dr. Kaali Dass, PMP, PhD6th Dec 2016
Managing Government Projects
Raleigh-Durham International Airport
Q & A
Key Focus Areas
A Case Study
Government Projects
Agenda
Government Projects
Government Projects
Only 64 percent of government strategic initiatives ever meet their goals and business intent
Government entities waste $101 million for every $1 billion spent on project and programs
Best practices result in improved efficiency and less money being wasted
http://www.pmi.org/about/press-media/press-releases/senate-program-management-act
Weinstein, J., & Jaques, T. (2010). Achieving Project Management Success in the Federal Government. Vienna, Va: Management Concepts Press.(*) http://www.pmi.org/about/press-media/press-releases/senate-program-management-act
New Administration for every 4 years
Political Landscape
Agency Leaders Change Often
New Political Cycle with new Priorities
Congress
Communication Management
Policy Makers
Country Leaders
Special Interest GroupsTax Payers
Outcomes
High Visibility
Greater Consequence
Public Scrutiny
SIGs
Citizens / Public Sentiments
NGOs
Corporations
Failures / Oversight
Others Stakeholders
Program Management Improvement and Accountability Act(*)
Congress
Government Projects
Government Agencies and Regulations
Federal Aviation Administration
Office of the Management and Budget
Government Accountability Office
Chief Acquisition Officers Council (CAOC) - www.acquisition.gov
Chief Information Officers Council (cio.gov)
Federal Acquisition Institute (fai.gov)
And more…
FAA Regulations
Federal Managers Financial Integrity Act of 1982
Chief Financial Officers Act of 1990
Government Performance and Results Act of 1993
Information Technology Management Reform Act of 1996
E-Government Act of 2002
Other Directives from Government
And more…
Ref:Achieving Project Management Success in the Federal Government, by Weinstein, Jonathan, Jaques, Timothy, 2010
A Case Study
Case Study
Heathrow Terminal 5 (2008) London Olympics (2012)
Type of project System of systems System of systems
Level of risk Critical for BAA’s future competitiveness
Very high—UK’s international reputation at stake
Size of budget £4.3 billion £8.1 billion
Stakeholder profile Limited to a few key players(60+ Contractors, 16 Major Projects, and 147 Sub Projects)
Large number of interested stakeholders
Characteristics of the site Working airport—physically constrained, high security,limited lay-down space
Brown-field site—physically constrained, highsecurity
Time constraints BAA imposed an end date for the project
Immovable deadline for the opening of the Olympics
Ref: Brady, T., & Davies, A. (2014). Managing Structural and Dynamic Complexity: A Tale of Two Projects. Project Management Journal
Common Success Factors: Heathrow Terminal and London Olympics
Ref: Brady, T., & Davies, A. (2014). Managing Structural and Dynamic Complexity: A Tale of Two Projects. Project Management Journal
Strong Client Leadership
and Capabilities
Collaborative Behaviors
Adaptive and Responsive
Innovative Approaches
Use of Digital
Technologies
Outcome Driven
Approach
Critical Success Factors (Construction vs Software)
Soruce: Varajão, J., DomInguez, C., Ribeiro, P., & Paiva, A. (2014). Critical success aspects in project management: Similarities and differences between the construction and the software industry
Construction1. Project planning
2. Well defined objectives and requirements
3. Project manager efficiency
4. Involvement of the team in achieving the objectives
5. Cost Control
6. Communication efficiency
7. Project monitoring
8. Project strategy
9. Way of solving conflicts
10. Customer involvement throughout the process
11. Top management’s involvement
12. Frequent control checkpoints
Software1. Project planning
2. Well defined objectives and requirements
3. Customer involvement throughout the process
4. Project manager efficiency
5. Top management’s involvement
6. Communication efficiency
7. Involvement of the team in achieving the objectives
8. Project monitoring
9. Way of solving conflicts
10. Frequent control checkpoints
11. Cost Control
12. Project strategy
PMI Process and Knowledge Areas
Reference: PMBOK Guide 5th Edition
Human Resources
Management
Quality Management
Procurement Management
Risk Management
Communications
Management
Cost Management
Time Management
Scope Management
Stake Holder Management
Integration Management
Initiation Planning ExecutionMonitoring and
ControllingClosing
Key Factors
Risk ManagementRisk Management
Risk
Project Risk is an uncertain event or condition that, if it occurs has a positive
or negative impact on one or more project objectives such as Scope,
Schedule, Cost, and Quality.
Ref: PMBOK 5th Edition
Benefits of Risk Management
Increase understanding of the project
Improve Project Plans and choice of delivery systems
Identify where the greatest risks are likely to occur during the phases of the project
Ref: MOTA, M. (2016). Risk management: Where are the greatest risks in the airport development lifecycle and what factors should be front of mind?. Journal Of Airport Management
Airport Development
Design RisksLegal / Political
RisksContractual
Risks
Construction Risks
Operation and Maintenance
RisksLabor Risks
Client / Users / Society Risks
Financial / Economic Risks
Force majeure
(War, Natural Disasters, etc.)
Ref: MOTA, M. (2016). Risk management: Where are the greatest risks in the airport development lifecycle and what factors should be front of mind?. Journal Of Airport Management
Systems Integration
Program Integration
People and Operational Readiness
Risk Categories Risk Factors
Risk Management
Plan Risk Management
Identify Risks
Qualitative Risk Analysis
Quantitative Risk Analysis
Plan Risk Responses
Control Risks
Positive Negative
Known Unknown
Ref: PMBOK Guide 5th Edition
Risk Matrix
High Probability Medium Risk High Risk Extreme Risk
Medium Probability Low Risk Medium Risk High Risk
Low Probability Insignificant Risk Low Risk Medium Risk
Low Impact Medium Impact High Impact
Adapted from: www.risk-assessments.org
Risk Response
Avoid
For High probability, high
impact
Transfer
Low Probability and high impact
Mitigate
High Probability and low impact
Accept
Low Probability and Low Impact
Initiation
Risk vs Amount at Stake
Adopted from : MOTA, M. (2016). Risk management: Where are the greatest risks in the airport development lifecycle and what factors should be front of mind?. Journal Of Airport Management
Planning ExecutionMonitoring and
ControllingClosing
Risk: High
Impact: Low
Risk: High to Medium
Impact: Medium to High
Stakeholder ManagementStake Holder Management
Stakeholder Management
Identify the people, groups, or organizations that could impact or be impacted by the project
Analyze stakeholder expectations and their impact on the project
Strategies for effectively engaging stakeholders in project decisions and execution
Ref: PMBOK 5th Edition
Stakeholder Management Process
Identify
Plan Stakeholder
Management
Manage Stakeholder Engagement
Control Stakeholder Engagement
Ref: PMBOK 5th Edition
Stakeholder Engagement Assessment Matrix
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1 C D
Stakeholder 2 C D
Stakeholder 3 DC
Ref: PMBOK Guide 5th Edition
C – Current EngagementD – Desired Engagement
Communications ManagementCommunications
Management
Communications Management
Develop appropriate approach and plan for project communications based on stakeholder’s needs and requirements
Identify and document approach to communicate most effectively and efficiently with stakeholders
Ref: PMBOK 5th Edition
Communications Management Process
• Requirements
• Technology
• Models
• Methods
Plan
• Create
• Collect
• Distribute
• Store and retrieve
Manage• Monitor and
Control Communication
Control
Ref: PMBOK 5th Edition
Other Focus Areas
Time, Cost, and Scope Management
Procurement Management
Human Resources Management
Quality Management
Integration Management
Other Focus Areas
Continuous Risk Management
Efficient Stakeholder Management
Improved Communication Management
Focus on other Knowledge areas
Key Takeaways
Q&A
dassconnet@gmail.com
https://www.linkedin.com/in/kaalidass
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