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Dr. Kaali Dass, PMP, PhD 6 th Dec 2016 Managing Government Projects Raleigh-Durham International Airport

Managing Government Projects

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Page 1: Managing Government Projects

Dr. Kaali Dass, PMP, PhD6th Dec 2016

Managing Government Projects

Raleigh-Durham International Airport

Page 2: Managing Government Projects

Q & A

Key Focus Areas

A Case Study

Government Projects

Agenda

Page 3: Managing Government Projects

Government Projects

Page 4: Managing Government Projects

Government Projects

Only 64 percent of government strategic initiatives ever meet their goals and business intent

Government entities waste $101 million for every $1 billion spent on project and programs

Best practices result in improved efficiency and less money being wasted

http://www.pmi.org/about/press-media/press-releases/senate-program-management-act

Page 5: Managing Government Projects

Weinstein, J., & Jaques, T. (2010). Achieving Project Management Success in the Federal Government. Vienna, Va: Management Concepts Press.(*) http://www.pmi.org/about/press-media/press-releases/senate-program-management-act

New Administration for every 4 years

Political Landscape

Agency Leaders Change Often

New Political Cycle with new Priorities

Congress

Communication Management

Policy Makers

Country Leaders

Special Interest GroupsTax Payers

Outcomes

High Visibility

Greater Consequence

Public Scrutiny

SIGs

Citizens / Public Sentiments

NGOs

Corporations

Failures / Oversight

Others Stakeholders

Program Management Improvement and Accountability Act(*)

Congress

Government Projects

Page 6: Managing Government Projects

Government Agencies and Regulations

Federal Aviation Administration

Office of the Management and Budget

Government Accountability Office

Chief Acquisition Officers Council (CAOC) - www.acquisition.gov

Chief Information Officers Council (cio.gov)

Federal Acquisition Institute (fai.gov)

And more…

FAA Regulations

Federal Managers Financial Integrity Act of 1982

Chief Financial Officers Act of 1990

Government Performance and Results Act of 1993

Information Technology Management Reform Act of 1996

E-Government Act of 2002

Other Directives from Government

And more…

Ref:Achieving Project Management Success in the Federal Government, by Weinstein, Jonathan, Jaques, Timothy, 2010

Page 7: Managing Government Projects

A Case Study

Page 8: Managing Government Projects

Case Study

Heathrow Terminal 5 (2008) London Olympics (2012)

Type of project System of systems System of systems

Level of risk Critical for BAA’s future competitiveness

Very high—UK’s international reputation at stake

Size of budget £4.3 billion £8.1 billion

Stakeholder profile Limited to a few key players(60+ Contractors, 16 Major Projects, and 147 Sub Projects)

Large number of interested stakeholders

Characteristics of the site Working airport—physically constrained, high security,limited lay-down space

Brown-field site—physically constrained, highsecurity

Time constraints BAA imposed an end date for the project

Immovable deadline for the opening of the Olympics

Ref: Brady, T., & Davies, A. (2014). Managing Structural and Dynamic Complexity: A Tale of Two Projects. Project Management Journal

Page 9: Managing Government Projects

Common Success Factors: Heathrow Terminal and London Olympics

Ref: Brady, T., & Davies, A. (2014). Managing Structural and Dynamic Complexity: A Tale of Two Projects. Project Management Journal

Strong Client Leadership

and Capabilities

Collaborative Behaviors

Adaptive and Responsive

Innovative Approaches

Use of Digital

Technologies

Outcome Driven

Approach

Page 10: Managing Government Projects

Critical Success Factors (Construction vs Software)

Soruce: Varajão, J., DomInguez, C., Ribeiro, P., & Paiva, A. (2014). Critical success aspects in project management: Similarities and differences between the construction and the software industry

Construction1. Project planning

2. Well defined objectives and requirements

3. Project manager efficiency

4. Involvement of the team in achieving the objectives

5. Cost Control

6. Communication efficiency

7. Project monitoring

8. Project strategy

9. Way of solving conflicts

10. Customer involvement throughout the process

11. Top management’s involvement

12. Frequent control checkpoints

Software1. Project planning

2. Well defined objectives and requirements

3. Customer involvement throughout the process

4. Project manager efficiency

5. Top management’s involvement

6. Communication efficiency

7. Involvement of the team in achieving the objectives

8. Project monitoring

9. Way of solving conflicts

10. Frequent control checkpoints

11. Cost Control

12. Project strategy

Page 11: Managing Government Projects

PMI Process and Knowledge Areas

Reference: PMBOK Guide 5th Edition

Human Resources

Management

Quality Management

Procurement Management

Risk Management

Communications

Management

Cost Management

Time Management

Scope Management

Stake Holder Management

Integration Management

Initiation Planning ExecutionMonitoring and

ControllingClosing

Page 12: Managing Government Projects

Key Factors

Page 13: Managing Government Projects

Risk ManagementRisk Management

Page 14: Managing Government Projects

Risk

Project Risk is an uncertain event or condition that, if it occurs has a positive

or negative impact on one or more project objectives such as Scope,

Schedule, Cost, and Quality.

Ref: PMBOK 5th Edition

Page 15: Managing Government Projects

Benefits of Risk Management

Increase understanding of the project

Improve Project Plans and choice of delivery systems

Identify where the greatest risks are likely to occur during the phases of the project

Ref: MOTA, M. (2016). Risk management: Where are the greatest risks in the airport development lifecycle and what factors should be front of mind?. Journal Of Airport Management

Page 16: Managing Government Projects

Airport Development

Design RisksLegal / Political

RisksContractual

Risks

Construction Risks

Operation and Maintenance

RisksLabor Risks

Client / Users / Society Risks

Financial / Economic Risks

Force majeure

(War, Natural Disasters, etc.)

Ref: MOTA, M. (2016). Risk management: Where are the greatest risks in the airport development lifecycle and what factors should be front of mind?. Journal Of Airport Management

Systems Integration

Program Integration

People and Operational Readiness

Risk Categories Risk Factors

Page 17: Managing Government Projects

Risk Management

Plan Risk Management

Identify Risks

Qualitative Risk Analysis

Quantitative Risk Analysis

Plan Risk Responses

Control Risks

Positive Negative

Known Unknown

Ref: PMBOK Guide 5th Edition

Page 18: Managing Government Projects

Risk Matrix

High Probability Medium Risk High Risk Extreme Risk

Medium Probability Low Risk Medium Risk High Risk

Low Probability Insignificant Risk Low Risk Medium Risk

Low Impact Medium Impact High Impact

Adapted from: www.risk-assessments.org

Page 19: Managing Government Projects

Risk Response

Avoid

For High probability, high

impact

Transfer

Low Probability and high impact

Mitigate

High Probability and low impact

Accept

Low Probability and Low Impact

Page 20: Managing Government Projects

Initiation

Risk vs Amount at Stake

Adopted from : MOTA, M. (2016). Risk management: Where are the greatest risks in the airport development lifecycle and what factors should be front of mind?. Journal Of Airport Management

Planning ExecutionMonitoring and

ControllingClosing

Risk: High

Impact: Low

Risk: High to Medium

Impact: Medium to High

Page 21: Managing Government Projects

Stakeholder ManagementStake Holder Management

Page 22: Managing Government Projects

Stakeholder Management

Identify the people, groups, or organizations that could impact or be impacted by the project

Analyze stakeholder expectations and their impact on the project

Strategies for effectively engaging stakeholders in project decisions and execution

Ref: PMBOK 5th Edition

Page 23: Managing Government Projects

Stakeholder Management Process

Identify

Plan Stakeholder

Management

Manage Stakeholder Engagement

Control Stakeholder Engagement

Ref: PMBOK 5th Edition

Page 24: Managing Government Projects

Stakeholder Engagement Assessment Matrix

Stakeholder Unaware Resistant Neutral Supportive Leading

Stakeholder 1 C D

Stakeholder 2 C D

Stakeholder 3 DC

Ref: PMBOK Guide 5th Edition

C – Current EngagementD – Desired Engagement

Page 25: Managing Government Projects

Communications ManagementCommunications

Management

Page 26: Managing Government Projects

Communications Management

Develop appropriate approach and plan for project communications based on stakeholder’s needs and requirements

Identify and document approach to communicate most effectively and efficiently with stakeholders

Ref: PMBOK 5th Edition

Page 27: Managing Government Projects

Communications Management Process

• Requirements

• Technology

• Models

• Methods

Plan

• Create

• Collect

• Distribute

• Store and retrieve

Manage• Monitor and

Control Communication

Control

Ref: PMBOK 5th Edition

Page 28: Managing Government Projects

Other Focus Areas

Page 29: Managing Government Projects

Time, Cost, and Scope Management

Procurement Management

Human Resources Management

Quality Management

Integration Management

Other Focus Areas

Page 30: Managing Government Projects

Continuous Risk Management

Efficient Stakeholder Management

Improved Communication Management

Focus on other Knowledge areas

Key Takeaways