Recent study by Project Management Institute shows that only 64 percent of government strategic initiatives ever meet their goals and business intent. Government projects have high level complexity, large number of stakeholders, and high level of regulations, and risks. This speech shows key factors to consider to manage government projects successfully.

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

2.  Q & A
 Key Focus Areas
 A Case Study
 Government Projects
Agenda

3. Government Projects

4. 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

5. 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 Groups
Tax 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

6. 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

7. A Case Study

8. 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, high
security
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

9. 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

10. 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
Construction
1. 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
Software
1. 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

11. 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 Execution
Monitoring and
Controlling
Closing

12. Key Factors

13. Risk ManagementRisk
Management

14. 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

15. 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

16. Airport Development
Design Risks
Legal / Political
Risks
Contractual
Risks
Construction
Risks
Operation and
Maintenance
Risks
Labor 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

17. 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

18. 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

19. 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

20. 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 Execution
Monitoring and
Controlling
Closing
Risk: High
Impact: Low
Risk: High to Medium
Impact: Medium to High

21. Stakeholder ManagementStake Holder
Management

22. 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

23. Stakeholder Management Process
Identify
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Ref: PMBOK 5th Edition

24. 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 Engagement
D – Desired Engagement

25. Communications ManagementCommunications
Management

26. 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

27. Communications Management Process
• Requirements
• Technology
• Models
• Methods
Plan
• Create
• Collect
• Distribute
• Store and retrieve
Manage • Monitor and
Control
Communication
Control
Ref: PMBOK 5th Edition

28. Other Focus Areas

29. Time, Cost, and Scope Management
Procurement Management
Human Resources Management
Quality Management
Integration Management
Other Focus Areas

30. Continuous Risk Management
Efficient Stakeholder Management
Improved Communication Management
Focus on other Knowledge areas
Key Takeaways

31. Q&A
dassconnet@gmail.com
https://www.linkedin.com/in/kaalidass