The Truth Of Project Management in Government

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Line of Sight’s President, Jon Weinstein was invited to address PMI’s DC Executive round table to discuss the challenges that the federal government faces in implementing project management practices. For more information on Weinstein's latest publication, “The Government Manager’s Guide to Project Management," visit http://line-of-sight.com/in-the-press/weinstein-and-jaques-publish-new-book. www.line-of-sight.com

Negócios Tecnologia

The Truth About
Project Management in Government
Presentation to the DC Executive Roundtable

Jonathan Weinstein, PMP
October 16, 2013

Three Truths About
Project Management In Government

1.  Project Management is
Undervalued by Executives
2.  Basic Project Management Practices
Are Still Overlooked
3.  Project Reporting Does Not Always
Reflect the Brutal Facts

line-of-sight.com

The Truth

Project Management is
Undervalued by Executives

line-of-sight.com

Leadership Won’t Invest
•  25% - Organizations that have a
defined career path for program
managers

•  22% - of those same governments
have executive role in the PgMO

•  11% - Organizations that have a
senior level title for program
management related roles

line-of-sight.com

Executive Challenge:
Create Value for the Organization
1.  How is project management viewed in your
organization?
2.  Is the PM role a formal or informal position?
3.  What is the one

thing you or your fellow

executives can do to create or promote value
for the organization?

line-of-sight.com

Practitioners Challenge:
Create Value for Executives
1.  Who is the champion of project
management in your organization?
2.  Does your PMO have a seat
3.  What is the one

at the table?

thing you or your PMO

could improve to create value for the execs?

line-of-sight.com

The Truth

Basic Project Management
Practices Are Still
Overlooked

line-of-sight.com

US Department of
Housing and Urban Development

line-of-sight.com

All good PMs and projects address…

•  Project Integration

•  Stakeholder Engagement

•  Building Strong Teams

•  Performance Management

•  Leveraging Technology •  Competency Development
•  Communication

•  Leadership

•  Risk Management

•  … and Change Management

Practitioners Challenge:
The Basics and Beyond
Is your agency’s project management a

catalyst of change or going
through the motions?
How can you engage customers
more completely in key project
processes?

The Truth

Project Reporting
Does Not Always Reflect
the Brutal Facts

line-of-sight.com

“It’s all about

risk management:

Define requirements and try to minimize
negative funding impacts to the project.”
— Paul Bosco, PMP
U.S. Department of Energy
Washington, D.C., USA

Lack of Effective Dialogue

43%

1 in 5

of Governments

projects fail

surveyed in 2012

due to

had no portfolio

inadequate

management tool
implemented

communications

Facing Reality…

“Be transparent. Talk to us (executives) early
and candidly about challenges and setbacks,
but also don’t be afraid to ask for assistance.”
Darren Ash

Deputy Executive Director
for Corporate Management
Nuclear Regulatory Commission

PMI and the
Project

Practitioner Challenge:
Get Real or Go Home
1.  What are the brutal

facts about projects

in your organization?
2.  How can your executives engage in a more

effective discussion about areas for
improvement?

line-of-sight.com

Forces Shaping
Projects in Government
Cloud
Computing

Social Media

Inter Agency
Collaborations

Intra
Government
Collaborations

Customer
Service/CRM

Analytics

line-of-sight.com

Leadership
Gover
Resource
nance
MGMT

Competency

Persistent Themes in Government PM

line-of-sight.com

www.line-of-sight.com

linkedin.com/
company/
line-of-sight

Jon Weinstein, PMP
President
Line of Sight

info@
line-of-sight.com

@lineofsightlive

slideshare.net/
line-of-sight

Email: JWeinstein@line-of-sight.com
LinkedIn: www.linkedin.com/in/jonweinstein
Twitter: @Jon_Weinstein

The Government Manager’s Guide Series
•  Easy-to-use, subject-specific
guides.
•  Information you can trust from
experts who speak your
language.
•  Complete answers to help you
act fast.
http://line-of-sight.com/in-the-press/
weinstein-and-jaques-publish-new-book

line-of-sight.com

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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

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The Truth Of Project Management in Government

1. The Truth About Project Management in Government Presentation to the DC Executive Roundtable Jonathan Weinstein, PMP October 16, 2013

2. Three Truths About Project Management In Government 1.  Project Management is Undervalued by Executives 2.  Basic Project Management Practices Are Still Overlooked 3.  Project Reporting Does Not Always Reflect the Brutal Facts line-of-sight.com

3. The Truth Project Management is Undervalued by Executives line-of-sight.com

4. Leadership Won’t Invest •  25% - Organizations that have a defined career path for program managers •  22% - of those same governments have executive role in the PgMO •  11% - Organizations that have a senior level title for program management related roles line-of-sight.com

5. Executive Challenge: Create Value for the Organization 1.  How is project management viewed in your organization? 2.  Is the PM role a formal or informal position? 3.  What is the one thing you or your fellow executives can do to create or promote value for the organization? line-of-sight.com

6. Practitioners Challenge: Create Value for Executives 1.  Who is the champion of project management in your organization? 2.  Does your PMO have a seat 3.  What is the one at the table? thing you or your PMO could improve to create value for the execs? line-of-sight.com

7. The Truth Basic Project Management Practices Are Still Overlooked line-of-sight.com

8. US Department of Housing and Urban Development line-of-sight.com

9. All good PMs and projects address… •  Project Integration •  Stakeholder Engagement •  Building Strong Teams •  Performance Management •  Leveraging Technology •  Competency Development •  Communication •  Leadership •  Risk Management •  … and Change Management

10. Practitioners Challenge: The Basics and Beyond Is your agency’s project management a catalyst of change or going through the motions? How can you engage customers more completely in key project processes?

11. The Truth Project Reporting Does Not Always Reflect the Brutal Facts line-of-sight.com

12. “It’s all about risk management: Define requirements and try to minimize negative funding impacts to the project.” — Paul Bosco, PMP U.S. Department of Energy Washington, D.C., USA

13. Lack of Effective Dialogue 43% 1 in 5 of Governments projects fail surveyed in 2012 due to had no portfolio inadequate management tool implemented communications

14. Facing Reality… “Be transparent. Talk to us (executives) early and candidly about challenges and setbacks, but also don’t be afraid to ask for assistance.” Darren Ash Deputy Executive Director for Corporate Management Nuclear Regulatory Commission PMI and the Project

15. Practitioner Challenge: Get Real or Go Home 1.  What are the brutal facts about projects in your organization? 2.  How can your executives engage in a more effective discussion about areas for improvement? line-of-sight.com

16.

17. Forces Shaping Projects in Government Cloud Computing Social Media Inter Agency Collaborations Intra Government Collaborations Customer Service/CRM Analytics line-of-sight.com

18. Leadership Gover Resource nance MGMT Competency Persistent Themes in Government PM line-of-sight.com

19. www.line-of-sight.com linkedin.com/ company/ line-of-sight Jon Weinstein, PMP President Line of Sight info@ line-of-sight.com @lineofsightlive slideshare.net/ line-of-sight Email: JWeinstein@line-of-sight.com LinkedIn: www.linkedin.com/in/jonweinstein Twitter: @Jon_Weinstein

20. The Government Manager’s Guide Series •  Easy-to-use, subject-specific guides. •  Information you can trust from experts who speak your language. •  Complete answers to help you act fast. http://line-of-sight.com/in-the-press/ weinstein-and-jaques-publish-new-book line-of-sight.com

The Truth Of Project Management in Government

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