The U.S. Department of Defense (DoD) has an established lessons learned program that documents both shortfalls for corrective action and best practices for wider dissemination. Most phases are effectively accomplished—except for resolution. Using the project management process during the issue resolution phase will provide a firm foundation for action officers to evolve a more efficient and effective organization.
Lusail City extends across an area of 38 square kilometres and includes four exclusive islands and 19 multi-purpose residential, mixed use, entertainment and commercial districts. It is a comprehensive arena with leisure spots, residential buildings, commercial towers, avenues and public ports. Lusail, a true city of the future, will eventually accommodate 450,000 people. City includes 22 hotels with different international star ratings, making it an element of attraction for investment in Qatar.
Assurance reviews are essential to the overall good governance of major public projects and programs; in this webinar, we explore some of the challenges around framing and implementing assurance review recommendations during the life-cycle. PMI have funded a research study led by The University of Hull, which seeks to uncover how the treatment of assurance review data influences recommendations and the subsequent actions (or inactions) that arise, using a definitive set of data. During the webinar, we will discuss some of the implications arising from the findings of this study, explore suggestions for improving current assurance processes in practice and identify recommendations for future research.
The Chicago 311 project delivered a new website, rolled out a mobile app to better serve residents, and developed a unified back-end system for handling work orders more efficiently across city depart ...
On this $40 million preservation effort, the project team balanced the needs of 3 million tourists and 2,000-year old trees through communication, transparency and feedback: https://www.projectmanagem ...
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Transformation in government agencies often comes up against bureaucratic hurdles. Employing a crucible, consisting of four elements (do more with less; lean project management; phasing; and consistency), paired with Kotter’s eight-step change model enabled a government team to successfully complete a difficult consolidation effort.
There are a lot of challenges to implementing strategy, and they depend in large part on what you are managing—and the environment in which you are managing it. This article looks at strategic implementation from the perspective of four situations in which you might find yourself.
Report potholes. Rat out rodents. Replace a busted garbage can. One of the largest cities in the United States has made it radically easier for residents to request public services and resolve nonemergency problems.
Kiruna Sweden won’t be rebuilt in a day. But the first major milestone for relocating the Arctic mining town made one thing clear: The 18,000 residents are fully invested in driving the vision for a new Kiruna—no matter how long it takes.
As city populations swell—and the pressure on those infrastructure systems follows suit—more project sponsors are launching ambitious initiatives to build new cities from scratch.
As is the case with most technological implementations, government agencies are using artificial intelligence at a relatively smaller pace compared to the private sector. This article provides a basic understanding of AI, along with examples and insights on its use in the public sector.
The Gateway Arch in St. Louis, Missouri, USA has been an iconic guidepost. As the tallest man-made monument in the Western Hemisphere, it towers above the Mississippi River, connecting east and west in the heart of the country. Yet there’s always been a disconnect between the landmark and the city it heralds.
To preserve one of the world’s largest natural sequoia groves, a team balanced the needs of tourists and trees.
For a project manager to be successful in running government projects, they must adapt their standard routine individually to each project and be especially careful to fully understand the deliverables.
Project and program management within the U.S. federal government recently took a major step forward as the U.S. Office Management and Budget (OMB) issued the initial implementation guidance for the Program Management Improvement and Accountability Act of 2015 (PMIAA).
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