Question: We need to make some alterations in the way we manage our internal software and the access employees have to protected data. Now an audit shows we need to make specific changes immediately or pay a huge fine. Is there any way to avoid this embarrassment in the future and protect our public image?
International and federal regulations must be complied with, and knowing which regulations apply to your type of business so you can merge compliance into your plans at the project level will help satisfy the mandatory requirements to avoid large fines in the future.
Most staff members are reluctant to move forward with required changes to their daily routine, whether technological or manual. To get their cooperation and meet the audit list, fire the first three people who speak out in opposition. Setting an example clearly conveys that this change will occur with or without the agreement of the employees.
If your organization has been running smoothly and profitably, ask the legal team to search the past rulings to find ways to avoid altering the violation items listed by the compliance inspectors.
Each type of business has a single federal mandate to govern how they manage their profits. Know that the depreciation versus capitalization of corporate expenses should be recorded and tracked to meet audit specifications.
Find answers to these questions and more in this Government Practice Area. If you are new to Government, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
by Jonathan Weinstein Winnie Liem Tony Van Krieken
Achieving project management success in the public sector has its challenges; some different than in the private sector. The presentation is based on the research and experience of the presenter, Jon Weinstein, and is capture in two books he co-authored on the subject. The session will provide attendees with practical lessons from real success stories across all levels of government, different organization types, and across the spectrum of project management processes and practices.
Let’s face it—Government Leaders face enormous amounts of pressure. Failing to manage pressure is a significant reason why projects fail. This webinar will explore how the brain functions under pressure and will explore ground breaking research on how Project Managers can excel under pressure and drive engagement, innovation, growth and deliver success in their projects!
The next frontier for innovation is the public sector and healthcare. U.S. Supreme Court Justice Oliver Wendell Holmes once remarked, “Taxes are the price we pay for civilized society.” Innovation projects in the public sector have the potential to strengthen and reinforce our society.
As project managers working for government agencies, we often give way to despair. Government projects appear to be from another planet at first--a deformed version of regular projects. We are expected to put them on the right track from the very beginning, not allowing any delay and keeping on a persistent path with a robust attitude and the right tools.
In Part 1, we looked at how two similar megaprojects--separated in time by 1,800 years--delivered transformational change through the magnitude of their engineering achievements. But to understand the challenges of managing megaprojects--what is it that makes them so alluring yet so fraught with difficulty?--we must first understand what shapes the urgency of their ambitions.
by Sean Carroll, PMP, SPHR, SHRM-SCP; Scott Calhoun, P.E., PMP; Sean P. Hannigan, P.E.; Garrett Meyer; Jason Smith
The flawless maritime response to the 2013 Boston Marathon bombings validated the campaign to change the status quo and prepare for the unthinkable through benchmarking, validation, consensus, training and implementation.
Collaboration inside the Department of Defense is critical to program success, especially for enterprise-wide applications. DoD program managers face challenges unique to the DoD, including culture, organization dynamics and an abundance of complex statutory and regulatory requirements. Methods explored in this paper can assist the program management office (PMO) in achieving needed collaboration, and putting these in place at inception increases effectiveness.
Question: I’m a PMP and an experienced project manager, but I just landed a great job in a government agency. We are working out procurement contracts, and I must admit that I’ve never heard of most of these contract name types they are throwing around. Does the government do different contracts that those we were taught in our training?
Within the federal agencies there is one sole source for tangible goods and a second for people who might be subcontracted into jobs on a project-by-project basis. These sources are reconsidered every four years. Depending where you are in the cycle, you will either use the source already in place or you may have a voice in choosing the next source.
The federal and state governments each make their own rules about procurement. There is no common thread of how it is done; therefore, if your project spans several states you will need a separate purchasing agreement and supply source for each state.
Government projects are run in exactly the same way that other projects operate under the supervision of a PMP, so check the version of A Guide to the Project Management Body of Knowledge (PMBOK Guide) from the year you were certified to see what procurement guidelines you should follow.
There are some general ways you can learn in which government contracting differs from traditional private sector contracts, but check the details with your agency as laws and agency practices differ from year to year. You may have to make small adjustments in your practices as new rules are legislated.
What is it that makes a megaproject more than just an ordinary one on steroids? Certainly the challenges that megaprojects create make exceptional demands on project management expertise. But what are those challenges? And in what ways does expertise respond to those exceptional demands? A close look at a couple of examples--one ancient and one modern--might help us understand how megaprojects have responded to those questions.
Everyone loves a good project management horror story--especially ones where the writing was on the wall and failure so very predictable. With the season in mind, here are one expert's all-time favorites. Can we learn from these blunders?
Working in North America, it’s easy to dismiss PRINCE2 as some obscure, also-ran oddity from across the pond that has limited popularity. A little like afternoon tea or cricket, you hear about it occasionally, but don’t come across it in regular work very often. However, that is a stereotyped view that no longer applies.
Securing buy-in from a lone stakeholder group can be difficult enough, but when Pacific Northwest National Laboratory (PNNL) (Richland, Washington, USA), launched a project, which was a 2012 PMI Project of the Year finalist, to move its facilities, it had to engage three high-profile government stakeholders and its own staff of scientists. This article discusses how the company moved a laboratory without disrupting its cutting-edge work for some high-profile government agencies.