Capital gains

After decades of publicly funded projects running over budget without delivering substantial value, government agencies are acting to turn project failure into project successes. This article discusses how agencies are making a conscious effort to mature their project management practices by drawing on strategies that have long been part of the private sector. It reports the results from a 2012 survey--conducted by Government Technology and Innotas--showing the percentage of government agencies with project management offices (PMOs). It then examines how government agencies are under pressure to cut waste and deliver more with less. The article overviews how the U.S. Department of Health and Human Services (HHS) improved its project management practices and how it implemented an enterprise performance life cycle (EPLC) framework. It describes how support from each step of the hierarchy is necessary and examines the U.K. government's efforts to transform its project management practices. It then details how re
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