Advancing the Program Management Vanguard

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In my last post A Better Path Forward For Federal Programs , I discussed how the Program Management Improvement Accountability Act empowers the Office of Management and Budget to create a program and project management strategy for the U.S. federal government.

The legislation also requires the heads of several U.S. government agencies—including the Departments of Agriculture, Department of Labor, Department of Commerce, Department of Energy and Department of Education—to designate one senior team member to serve as its program management improvement officer. In this role, the senior team member will be responsible for implementing program management policies established by the agency and developing a strategy for enhancing the role of program managers within the agency.

The program management improvement officer also has another set of responsibilities that I find particularly interesting. The law says the project management improvement officer must develop a strategy for enhancing the role of program managers within the agency. This includes expanding training and educational opportunities for program managers. This portion of the legislation creates a formal process for program managers to strengthen their existing competencies and allows project managers to develop into program managers (I once wrote a post on this topic).

Given the complexities inherent to contemporary program management, professional development initiatives will successfully prepare program managers for progressively larger delivery responsibilities. In addition, they will create an opportunity to centralize lessons learned on existing delivery programs for even more effective future program management.

Admittedly, when I first heard of this legislation, I was somewhat doubtful of its ability to influence program management results. However, after diving into the details, I’ve become an advocate. I’m excited about the new standard it will set for federal program delivery—and the prospects it holds for building similar program management capabilities in the private sector.

We may jest about the effectiveness of government regulations, policies and practices—but this legislation has the potential to significantly boost program management innovation in the public sector.

Do you believe the Program Management Improvement Accountability Act will spur program delivery improvements in your workplace?

 

 

Posted by Kevin Korterud on: March 02, 2017 08:05 AM | Permalink

Comments (13)

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Thanks

I don' t think so. I have worked in municipal government for almost 20 years. The public infrastructure projects are managed by engineers without formal project management training. One location provides some training on project management but is not implemented throughout the organization.
The real advancement in project management in local government will be on an individual basis when a stakeholder "pushes" it internally.

Thank you..

I agree with Omar Santos

Excellent ..

Hi all...thanks for the comments. Omar...I have found the same w metro projects...always seems to never have enough training and competency development...mostly related to the size of projects. That seems to change as you get to larger and more complex metro areas.

Thanks Kevin

Worth reading :) Thanks for posting

I hope that government training and development is better aligned with government needs and priorities. When I was a federal government employee, there was no such alignment and was viewed only as an employee perk.

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