Project Management: The Missing Link of Acquisition Reform
An article published this week on Federal Computer Week highlights the woeful state of the project management capability that currently exists in the federal government, and how attention needs to be paid to this critical government management function.
In the article, Healthcare.gov is once again the punching bag for the model program of what a federal boondoggle is all about. However, lessons learned from this program, along with the Government Accountability Office making Information Technology (IT) acquisition the newest member of their High Risk list , has seemingly given traction to the fact that acquisition reform is a holistic model, and must also include those activities that happen after a contract is awarded.
Former Department of Homeland Security CIO Richard Spires made an excellent point about the focus area:
This is not really a technology problem as much as a skill and cultural one,” he said. “Culture is the biggest issue.
This is an interesting article worth a look, as creating the culture of performance and constant improvement can have a major impact in improving federal programs, especially when it relates to IT.
It is the implementation of the U.S. Digital Services Playbook, along with the TechFAR Handbook, that holds the most promise for turning around federal IT programs through proper use of performance based contracting, and best practices of agile.
The inaugural podcast by Anne Rung, Administrator of the Office of Federal Procurement Policy, highlights successes in IT acquisitions using these prominent procurement tools. The first podcast featured Mark Naggar, project manager of the Department of Health and Human Services' (HHS) Buyers Club. He detailed his use of the TechFAR Handbook and the Digital Services Playbook, specifically noting that he tapped play No. 4, "build the service using agile and iterative practices," to help his team quickly contract with numerous firms for development of IT system prototypes.
The HHS initiative is a great foundation for the art of the possible in government, were engaged and committed leadership demands improved performance from their teams, provide the resources and means to achieve it, and have accountability at the forefront of results.
Combined with effective and agile contracting technique, effective project management can be the critical success factor for programs to succeed. It should be an concerted, integrated effort to address the failures of government management, and not an either/or proposition.
Great post! In my experience, the two greatest impediments are culturally, organizations often do not dedicate its best and brightest to the project. I.e., I can't spare Jill, but Joes not doing anything, we'll send him! And organizations Certifications (PMP or similar) as a surrogate for being qualified (skills, knowledge, abilities, experience). As long as organizations half step their efforts they will continue to experience lackluster results. If good intentions were all that it took, then VA and its Acquisition Academy would have solved all Project Management problems in VA (IT, Construction, etc.) Culture!
Ralph and Bryan - I concur in general with what you are saying. PM jobs - especially on MDAP programs - are not positions for amateurs that are trying to learn their craft. I think a deliberate career path, with incremental assignments that allow both civilian and military PMs to learn and mature their skills, is definitely required. However, AT&L and the SAEs seem hesitant to commit to such a deliberate qualification system. BBP 3.0 discusses a path forward on KLP qualifications. We'll see if they follow up with effective action & policy.
Excellent points Brian. That is a strong part of Rep. Mac Thornberry's defense acquisition reform bill “Agile Acquisition to Retain Technological Edge Act,” in which PMs are a career field. I too have seen many programmatic, and contracting. decisions made with eyes on employment based on the action taken to favor one company over another. These individuals need to be held accountable for sure, but getting committed and qualified PMs, with engaged leadership, can hopefully curtail this activity.
Absolutely critical to success Thomas. That was one factor that HHS Buying Club noted in the podcast, and that I touch on, which is to get the right resources for these initiatives. Only skilled, trained personnel should be assigned, as we have all seen Big Bang waterfall projects be labeled "agile", and SOW called a PWS.