II.B: Program Management
Strengthen Program Management Other Information:
Effectively managing modular IT programs requires a corps of program and project management professionals with extensive experience
and robust training. Strong program management professionals are essential to effectively steward IT programs from beginning
to end, align disparate stakeholders, manage the tension between on-time delivery and additional functionality, and escalate
issues for rapid resolution before they become roadblocks. The size and criticality of large Federal Government IT programs
are considerable. The people managing these programs must represent the best of the best. Challenges with program management
are pervasive across the Federal Government due to a general shortage of qualified personnel. However, pockets of excellence
exist in the government. For example, the Social Security Administration (SSA) has a developed a multi-tier career track for
program managers that requires both training and experience for advancement. Program managers advance by gaining experience
on small projects before moving to larger, more complex programs. SSA feels so strongly about the critical role of program
managers that it will not begin a new program unless the right manager is in place and dedicated to lead it. High-performing
IT organizations have a well-developed program management talent strategy. The Office of Personnel Management (OPM), working
with the Chief Human Capital Officers Council, will need to take steps to significantly enhance the supply of IT program management
talent in the Federal Government. Steps include creating a career path to attract and reward top performers, establishing
integrated, multi-disciplinary program teams with key skills before beginning major IT programs, requiring program managers
to share best practices at the close of each program, launching a technology fellows program, and encouraging mobility of
program managers across the government.
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