The National Academy of Public Administration released a new white paper detailing the challenges in improving program management in the federal government and offered a list seven conditions that, if implemented, could help agencies adopt modern techniques.
The report notes some agencies have shown proficiency in adopting the latest program management techniques, namely the Department of Defense, NASA and Department of Energy, however the vast majority are lagging behind.
Report: Improving Program Management in the Federal Government
“Based on this review, the panel finds that a more systematic approach, backed by the authority of law, would facilitate the more rapid and consistent development of program management capabilities across the federal government,” the report states.
Along with identifying five major roadblocks agencies face, the report outlines seven conditions that would improve project management if applied governmentwide:
1. An integrated approach to the development of governmentwide program management policy and oversight of agency implementation.
The report suggests creating a single position — likely at the Office of Management and Budget — to oversee program management policy and facilitate adoption at all other agencies.
2. Agency leadership support for program management.
As with any new initiative or culture change, having a strong advocate at the top of each agency will be important.
“The institutionalization of program management within agencies is itself a large-scale, complex change initiative involving significant changes that will require sustained support from top leadership to succeed,” the report notes.
3. Integration of program management into strategic planning, goal-setting and performance improvement processes.
Since a change in program management can affect the day-to-day workflow for many (if not most) employees, the process needs to take a holistic view. The report suggests integrating people, processes and technology, as well as considering budgets and strategic plans.
4. Clearly established roles and responsibilities of agency executives and stakeholders in program management processes.
Implementing program management requires clearly defined roles and responsibilities for everyone within an organization. These authorities should be spelled out explicitly in the program management policy, as well as in individual performance goals, where applicable.
5. A strong, senior-level program management organization in agencies.
Along with strong leadership and clearly defined roles, agencies should create program management offices to lead the way in implementing the latest best practices. The office would take a central role in defining and implementing policy, developing strategic plans and leading training.
6. A governmentwide job series for program managers that spans business functions with a career path that extends into senior career executive management ranks.
The IT program management job series is a good example, but the report suggests creating similar career paths for all program management positions. The report notes that different agencies and program have different needs, so any such career path should be flexible to accommodate agency missions.
7. An organization bringing together senior program management officials from across the government to advise on governmentwide policy, share leading practices and oversee the development of expert program management resources.
Finally, the report suggests pulling together a group of active program managers to share ideas around policy, practices and capabilities. While the report does not name specific examples, the suggested structure is similar to other existing organizations, such as the Federal CIO Council.
“The panel believes that institutionalizing the discipline of program management across the federal government should be a top priority,” the report states. “There is no guarantee of success in large-scale, complex changes initiatives. However if program management is undertaken by well-trained, experienced professionals within a supportive infrastructure, based upon proven standards and practices, we believe that success will be more consistently achieved.”
The panel also made recommendations for implementing the Program Management Improvement and Accountability Act of 2015 and other actions the government can take to support that and similar legislation.
