certification for government project managers and contractors


Senior Consultant, Project and Program Management,

Management Concepts, Inc., Vienna, Virginia, USA


The Federal Acquisition Institute (FAI) has instituted a certification program for project managers. The Federal Acquisition Certification (FAC) for Program and Project Managers (P/PM) is used to establish criteria for project managers to become certified at three different levels. The levels are: Level 1, Entry Level; Level 2, Journeymen Level; and, Level 3, Senior Level. The intent is that all federal agencies, other than the DOD, have specific guidelines that must be followed for the certification of project managers.

This has come about as a result of many government projects having a great deal of trouble managing projects to a successful completion. Audits of several agencies and their projects have indicated poorly managed projects and poor stewardship of taxpayer monies. The audits indicate that many projects are way past their schedules and dramatically over their cost estimates.

The intended audiences for this certification are federal civilian project managers and employees involved as program and project team leaders. It is particularly valuable for individuals who are interested in the systematic integration and application of project management topics and who are interested in focusing on the roles and issues of the project manager in the federal environment. The intended audience is open minded and will benefit from a participative classroom learning environment, with facilitated discussions and knowledge sharing.

The path to certification involves prerequisites in different areas for all of the levels. Many people have not had the required prerequisites and have struggled to get the certification. Many issues arise as acquisition projects are managed across multiple government agencies.

Achieving the goal set out by FAI for a consistent, improved management of acquisition projects is difficult but worth the effort. There is a huge value to successfully managing acquisition projects by government project managers and their contractors, and it is essential that this be done properly by all agencies.


Federal Acquisition Projects

Civilian agencies and the Department of Defense within the federal government are involved with many projects and programs. These projects and programs deal with a great amount of money. A vast amount of these projects and programs involve an acquisition of some sort or another.

Over the years, there has been a rash of failed projects. Although there are situations in which projects are successful for both civilian and uniformed agencies, the ones that get the most attention and the headlines are the failures and it seems that some of these failures are of huge proportions. Following are some that come to mind:

  • An IRS project that cost the taxpayers over US$50 billion
  • FAA modernization projects that are still not installed, still late, and over budget by large amounts.
  • Homeland Security projects that cost US$229 million with nothing installed.
  • FBI project, after 5 years and US$170 million, was declared a failure and shut down.

This is certainly not a complete list by any stretch of the imagination. The list could go on for several pages. The bottom line is that a tremendous amount of money is lost year after year in these various civilian and uniformed projects.

There has been an increased focus on large IT projects. In June of 2010 the Office of Management and Budget Director, Peter Orszag, stated that OMB will overhaul the federal financial management system and prohibit agencies from placing task orders or contracts for modernization efforts.

“Financial system modernizations projects in the federal government have become too large and complex. By setting the scope of projects too broadly rather than focusing on essential business needs, federal agencies are incurring substantial cost overruns and lengthy delays in planned deployments.”

The federal government has roughly 30 financial systems projects that will be affected by this policy, according to Orszag. The total cost expended on these projects is anticipated to be US$20 billion over the lives of the projects, with an additional US$3 billion spent annually to maintain them. Jeffrey Zients, deputy director for management and federal chief performance officer, said these changes, which may include ending some projects, will decrease that annual spending.

The underlying issue is getting the government to spend its money wisely. Zients said that the overall effort should set the course for higher returns for the roughly US$80 billion the government spends on information technology.

“This effort is about dramatically increasing our success rate and achieving a much higher return on our taxpayer dollars,” Orszag said. “Overall, the administration wants to reduce costs, especially regarding over-spending the planned budget, while getting more from each dollar spent,” he added.

Along with the financial management systems reviews, Vivek Kundra, federal chief information officer, will review high-risk IT projects throughout the agencies. Officials will have to develop plans for improving the projects or risk potential changes to the fiscal 2012 budget proposal, according to a memo Orszag issued. Kundra will issue guidance on the review process in late July. In a July 21, 2010 Federal Computer Week article author Matthew Weigelt wrote “Kudra Lays Out Deadline For Data Center Consolidation”. (2010)

Administration officials will attempt to root out the core problems plaguing IT projects. Kundra said that the administration will strengthen existing policies and get rid of outdated or cumbersome rules. Officials also want to apply best practices to IT projects and consider other options for improving them. For instance, officials will raise the bar for project managers and employees, as well as institute additional ways to hold managers accountable for results with more rigorous reviews of their projects, according to officials and Orszag’s memo.

One of the main issues facing government IT is the productivity gap between the private sector and the government, according to Zients, who came to the administration from the private sector. The private sector has improved its productivity by applying new technologies to their operations, but the government hasn’t gotten those gains.

“A root-cause reason for that is IT,” he said. IT has been at the center of those productivity gains but too often the government doesn’t get high enough returns on its IT investments, he said.

“There are too many situations where our IT budgets run over-budget, behind schedule, and, oftentimes, fail to deliver their promised results,” Zients said. (Weigelt, 2010, p2, ¶6)

Commercial Acquisition Projects

There are just as many notable problems in state government projects and commercial projects. This involves projects that are not only IT projects but construction, engineering, and normal business projects as well.

When federal and state projects fail, there is usually a large outcry from all sides concerning the schedule delays and cost overruns. Many times the business value or opportunity window closes and nothing is installed. This will be followed by editorials talking about the taxpayer monies that have been wasted.

In the commercial arena, the outcome could be loss of business, public condemnation, loss of shareholder confidence, and even business failure. Usually, massive layoffs will follow in the search for who is responsible for the failure.

A search engine lookup of “commercial project failure” revealed well over 5 million items. The type of organization and the type of project run the full range of products, services, and results. Many of these projects were in-house developed projects but a vast majority had some type of acquisition involved.

Acquisitions of parts, supplies, and equipment projects have perhaps not as bad failures, as most of these are smaller in nature. The times lines are shorter, the process is fairly well known, is straightforward, although some of the equipment purchases can be for large sums of money and they can span a long period of time.

The acquisition of IT solutions seems to come under the heading of some of the biggest acquisition failures. Many times these projects are application only. Sometimes they involve more than just the application but a whole new architecture, which may include hardware, networks, creation of new or remodeled facilities, and much, much more. Even though in many of these projects something is finally installed, many studies show that they were extremely late and over budget. In addition, many have not considered the after installation support costs. Many times, service level agreements (SLA) have not been properly considered or negotiated. In many cases, the total ownership cost (TOC) is overwhelming to the organization, which could result in major business hardships.

The acquisition of turnkey manufacturing plants and other turnkey operations does not seem to suffer from some of the major problems that other acquisition projects seem to have. Perhaps it is because they have done this type of project with a few variables many times before; perhaps there is a much better job done up front during the requirements and the pre-acquisition periods.

Training, consulting, and staff fulfillment types of projects can be difficult in the acquisitions world. Trying to decide exactly what the deliverable of a project is can be hard to document. How to specify measures of success and other project measures are hard to quantify. Putting all of this in a request for proposal (RFP) might be hard for those not accustomed to this type of project. Evaluating the RFPs and doing a vendor selection add more problems. Finally, monitoring and controlling projects and contract execution can be challenging.

How Does Federal Certification Compare with the PMP?

Project management is modern industry’s youngest management discipline. Although project management, as a process, has existed for centuries, current day literature establishes the 1950s as when formalization of the project management occurred. In the past 60 years many evolutionary changes have occurred, including formalization of the body of knowledge, evolution of various tools and techniques, and formalization of project management certification.

Certification is a testament that the individual has met an organization’s minimum “predetermined qualifications.” The International Organization for Standardization (ISO) International Electrotechnical Commission (IEC) defines certification as a “[p]procedure by which a third party gives written assurance that a product, process or service conforms to specified requirements.”

Prior to the 1980s, no industry or organizational-based project management certification existed. In this environment an employer lacked a clear method in assessing a person’s level of project management knowledge, short of issuing their own test or utilizing the “let’s see how they perform” method. The lack of certification and formalized knowledge base recognition environment started to change in the 1980s.

In 1984, Project Management Institute (PMI)® became the first independent organization to offer project management certification by issuing the Project Management Professional (PMP)® certification. In 1998, the International Project Management Association expanded project management certification by providing their four-level, competence-based certification program.

From these origins various other project management certifications have emerged. One of the most recently established certifications is specific to the United States civilian agencies program and project managers’ certification. This project management certification is the Federal Acquisition Institute – Program and Project Manager (FAC-P/PM) three-level, competence-based certification. On 25 April 2007, the Office of Federal Procurement Policy issued a memorandum that states “Well-trained and experienced program and project managers are critical to the acquisition process and the successful accomplishment of mission goals.” As the program describes, FAC-P/PM focuses on “…essential competencies needed for program and project managers.” It is the Federal government’s method of certifying that civilian employees, in specific agencies, meet the required level of program/project management competencies.

The project management discipline has matured to where certification is mandated for many jobs. No longer must an employer wonder how they will evaluate a potential candidate’s minimum level of project management knowledge or competencies; they just need to understand which project management certification they should reference and review for their specific need.

Process-based certifications, such as PRINCE2 Foundation certification, attest that the holder knows and understands the eight PRINCE2 processes. As an exam-based certification, it indicates that the holder understands the methodology sufficiently to act as an informed member of the project management team. PRINCE2 Practitioner level is another exam-based certification, which aims at evaluating the candidate’s knowledge, such that they are able to apply PRINCE2 in the project environment.

Other project manager certifications can be characterized as knowledge-based certifications. These knowledge-based certifications require the individual to pass a written exam. These knowledge-based evaluations identify that the individual has a minimum level of topical knowledge, such as specific terminology, application of formulas, and understanding of the process. Exams such as the Project Management Institute Project Management Professional and the International Project Management Association (IPMA) Level D exams would fit into this category. Foundation knowledge is important, but successful application of the methodologies requires competence. Competence extends beyond knowledge to include skills and behavior as well.

Competence-based project management certifications are intended to attest that the individual has obtained the broader skill set and behavior capabilities required for successful work environment applications. One example of competence-based certification offered is the IPMA, levels A through C certifications. These certifications require that an examiner evaluate each candidate competence through an interview and documentation review process. The certification process goes beyond attesting that the individual passed the written exam, to demonstrating how he or she actually performs on the job.

The U.S. Federal Acquisition Institute also offers a Program and Project Manager Certification program (FAC-P/PM), with three levels of certification for federal acquisition professionals: Entry/Apprentice, Mid-Level/Journeyman, and Senior/Expert. FAC-P/PM is the federal government competence-based certification. It is based on the individual attaining competencies and experience as well as continuing education requirements. As a competence-based certification, it indicates that the individual not only knows but can and has applied the processes.

Each certification type has a place and a purpose. Understanding the various certification differences will assist you in evaluating which certification best meets your unique needs.


Type of Certification and How it Applies to Government Projects

The Federal Acquisition Certification for Program and Project Management (FAC-P/PM) has been around for nearly four years, and yet still remains largely unknown in the federal sector.

FAC-P/PM, managed by the Federal Acquisition Institute (http://www.fai.gov) is the only government-wide, government-sponsored certification addressing project management. For some agencies, FAC-P/PM is an administrative exercise that must be completed for all major investments. Yet for others, FAC-P/PM has become a strategic initiative yielding improvements to their organizational effectiveness in project management. FAC-P/PM can be a catalyst for project management competency improvement. While complying with the guidelines set out by OMB in Circular A-11, agency leaders can simultaneously create a robust framework that builds on the FAC-P/PM competency model. In this article, we will explore the FAI recommendations and understand how they can be leveraged.

The FAC-P/PM program recognizes three levels of expertise:

Entry/Apprentice: At this level, the individual should have the ability to perform as a project team member, manage low risk and relatively simple projects, define and construct various project documents, and related activities.

Mid-level/Journeyman: At this level, the individual should have the ability to manage projects or program segments of low to moderate risks with little or no supervision, apply management processes, including requirements development processes, identify and track actions to initiate an acquisition program or project using cost/benefit analysis, and related activities.

Senior/Expert: At this level, the individual should have the ability to manage and evaluate moderate to high-risk programs or projects that require significant acquisition investment and agency knowledge and experience, apply and utilize earned value management, apply advanced management and acquisition practices, and related activities. The levels of expertise are not necessarily sequential. An individual may be certified at any level provided that he or she meets the agency standards set for the competency areas.

The FAC-P/PM competency model is constructed around seven essential competencies (Exhibit 1):

FAC-P/PM competency model

Exhibit 1- FAC-P/PM competency model

Unlike other FAC programs, there is no predefined curriculum for FAC-P/PM certification. Instead, agencies must define their own plan that links the competencies with the learning outcomes. The FAI guidance defines five types of coursework that transcend the seven competencies.

  1. Acquisition – Life cycle concepts, business strategy, technology development, and market research.
  2. Project Management – Work breakdown structure, total cost of ownership, risk and opportunity management, test and evaluation, and logistics support.
  3. Leadership and Interpersonal Skills – Effective oral and written communications, group dynamics, customer service, conflict management, accountability.
  4. Government Specific – Acquisition roles and responsibilities, OMB’s Capital Asset Planning, strategic planning, and resource management.
  5. Earned Value Management – EVM policies and methodologies, Integrated Baseline Review process, budgeting and estimating, financial management reporting.

By adopting the FAC-P/PM model, agencies will be starting with a well-constructed foundation that can be quickly mapped back to existing agency training programs and development initiatives. FAC-P/PM was originally designed to be a full-fledged competency development program, not just a training program. Agencies that recognize the value in a full competency program will save time, money, and effort by adopting the FAC-P/PM model.

Federal Computing Week, 28 October 2010. Timothy Jaques, PMP, and Jonathan Weinstein, PMP

Pre-Requisites for Certification

Federal Government

There are many issues that face organizations and agencies as they try to apply the FAC P/PM rules and processes. Regretfully, there are some parts of the Federal Government that will not embrace the intent of the FAC P/PM philosophy and purpose. These are those who are generally classified as laggers or late adapters. They view the FAC P/PM Certification as a nuisance and think it does not apply to them. These are the ones who will enter into this process reluctantly and will only do so if they can “check the box.” These are those organizations that do not have any or minimal project management processes, procedures, methods, or templates in place for the successful completion of projects and programs. They are in “just do it” (JDI) mode. In most cases these groups have been doing their work with the same people for a long time. They follow the steps and just muddle through the work. As their organizations and agencies manage their projects they are required to follow FAC P/PM guidelines for the sizes of the projects and programs they are managing. They find themselves forced to adhere to guidelines that specify the level of certification that is necessary for their work.

Organizations have developed an integrated set of training and services, which not only meets the training requirements of the Federal Acquisition Certification programs in Program and Project Management (FAC-P/PM), but does so in a way that facilitates and accelerates the application of the learning into the workplace to produce results. Many training organizations including Project Mentors, Wessels International, and Management Concepts with over 35 years of Federal experience working with almost all government agencies have developed valuable insights regarding the roles of key personnel involved with federal government acquisitions, including program and project managers, contracting officers, and COTRs. They have combined these experiences along with expert knowledge of these same domains and best practices to create FAC-P/PM training curricula.

Organizations have structured FAC-P/PM solutions to provide benefits to an agency’s project and program managers in all three phases of the learning life cycle: before each class (in the “prepare” phase), during each class (in the “learn” phase), and after each class (in the “apply and achieve” phase). In addition, after individuals meet their initial certification requirements, organizations can continue to support performance improvement with a wide variety of training and related services that earn continuous learning points (CLPs). Finally, solutions are designed to make efficient use of two of an agency’s most valuable resources—time and budget—by providing training that efficiently utilizes participants’ time


An approach to FAC-P/PM integration is focused on creating real behavioral change and documentable performance improvement. By identifying a baseline of an agency’s current proficiency level and that of each program and project manager to be trained, the agency will be better suited to maximize the return on their training investment and demonstrate compliance with OMB mandates. In order to effectively create that baseline, it is beneficial to prepare both the organization and individuals receiving certifications in coordinated ways. This will serve to accelerate the application of both theory and concepts. An approach includes:

  • A knowledge and skills assessment (the Agency Proficiency Assessment), which is used to design the most cost-effective and time-efficient FAC-P/PM training available, as well as provide a valuable set of metrics with which to measure and demonstrate performance improvement. An FAC-P/PM Agency Proficiency Profile is uniquely designed for the federal government and FAC-P/PM. For agencies that need to collect basic demographic data on their employee base, organizations also offers a FAC-P/PM Identification Assessment to identify employees who are in a program or project management role and provide a roadmap for the training that they need to become certified.
  • Following the assessment, a two-hour briefing or webinar would be provided to a management team and participants. The briefing will provide an overview on the scope, approach, and benefits of the FAC-P/PM training initiative. Experience shows that engaging agency management and participants before the training begins is extremely helpful in ensuring that participants are given the support they need to apply what they’ve learned back on-the-job. Application is critical to achieving real behavior change and performance improvement. At this session, we also explain how program follow-through will be tracked and measured, increasing management and employee buy-in and credibility for the process.

Commercial Projects and Contractors

It is important to determine the readiness for government contractors and their staffs for FAC P/PM training and certification as well. There are as many different levels of experience and skill in the contractor ranks as there are in the government agencies. Too many times there are situations in which a certain level of certification is desired and the participants are not prepared with the pre-requisites that would allow them to pursue that level of certification. There is a lowering of standards concerning each level that is to be achieved. This does a disservice to all involved.


Federal Government Project Managers

Organizations have designed and developed professional development training courses for practicing program and project managers. These courses focus on the application of knowledge, are taught by seasoned practitioners, offer current recognized best practices, and align with relevant recognized international professional standards such as A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Entry-Level FAC-P/PM Curriculum

Entry-Level participants should have at least one year of project management experience within the last five years for certification. Entry-level courses focus on managing and delivering acquisition projects.

Project Management I – This course returns new and non-practicing project managers to many of the basic key knowledge and skill areas they have learned previously through coursework and/or experience, allowing them to apply that knowledge and skill in a safe environment through activities and interaction with their peers. Project Management I is designed to refresh participant knowledge and skills on foundational project management concepts and lay the groundwork for future, advanced studies. This course is designed for entry-level project managers. It satisfies the project management coursework area necessary for FAC-P/PM certification at the Entry Level.

Leadership and Professional Skills I – This course equips participants with the necessary leadership and professional skills to effectively manage small, low-risk projects. This course is designed for entry-level project managers. It satisfies the leadership coursework area for FAC-P/PM certification at the Entry Level.

Acquisition I – This course covers the acquisition process from determining the requirements through market research and preparing the solicitation. This course is designed for entry-level project managers. It satisfies the acquisition coursework area necessary for FAC-P/PM certification at the Entry Level.

EVM and Cost Estimating I –This course is designed for entry-level project managers to increase their effectiveness in cost estimating and implementing earned value management on their projects. It provides participants with the opportunity to apply the associated competencies and aligned skills. This course satisfies the EVM and cost estimating coursework area necessary for FAC-P/PM certification at the Entry Level.

Government Specific I – This required course is designed as a capstone conclusion to satisfying the requirements for the Entry Level. This course satisfies the government-specific coursework area for FAC-P/PM certification.

Mid-Level FAC-P/PM Curriculum

Mid-level participants should have at least two years of program or project management experience within the last five years for certification. This includes experience at the entry level, as well as experience performing market research, developing documents for risk and opportunity management, developing and applying technical processes and technical management processes, performing or participating in source selection, preparing acquisition strategies, managing performance-based service agreements, developing and managing a project budget, writing a business case, and strategic planning. The Mid-level courses focus on managing and delivering acquisition programs.

Project Management II – Participants in this course will develop the skills and competencies to successfully manage agency programs. This course serves as a capstone of the mid-level project management coursework area. This course is designed for mid-level program/project managers and satisfies the project management coursework area necessary for FAC-P/PM certification at the Mid Level.

Leadership and Professional Skills II – This course is designed to build the crucial leadership skills that are needed to manage and lead high-performing program/project teams. This course is designed for mid-level program/project managers. It satisfies the Leadership coursework area necessary for FAC-P/PM certification at the Mid Level.

EVM and Cost Estimating II – This course is designed for mid-level program and project managers to increase their effectiveness in implementing EVM on their programs and projects. Participants apply cost estimating and EVM techniques to a project case study. This course is designed for mid-level program/project managers. This course satisfies the EVM and cost estimating coursework area necessary for FAC-P/PM certification at the Mid Level.

Government Specific II – This course is designed as a capstone conclusion to satisfying the requirements for the FAC-P/PM certification for the Mid Level. The intended audience for this course is federal civilian project/program managers. It is particularly valuable for individuals who are interested in the systematic integration and application of project/program management topics and who are interested in focusing on the roles and issues of the project/program manager in the federal environment.

Senior-Level FAC-P/PM Curriculum

Senior-Level participants should have at least four years of program and project management experience on federal projects and/or programs, including managing and evaluating agency acquisition investment performance, developing and managing a program budget, building and presenting a successful business case, reporting program results, strategic planning, and high-level communication with internal and external stakeholders.

Federal Acquisition Strategy Environment prepares students to anticipate key issues that can inhibit a project/program from moving forward and then develop appropriate strategies to change the environment and meet their department/agency needs. Students learn what it takes to navigate a program through federal department and agency decision support systems by prioritizing requirements and resources to overseeing program assessments at various stages in the federal acquisition process.

Federal Planning, Programming, Budgeting, and Acquisition Policies prepare students to effectively and efficiently utilize federal resource and acquisition policies and regulations in planning, programming, budgeting, and contracting processes. Students will learn how to oversee the OMB-A11 process, assess a business case analysis and implement a business strategy within FAR constraints from needs identification to final contract closeout. In particular, students will learn the benefits of developing a partnership between the program manager (PM), financial manger (FM), and the contracting officer (CO) to develop and implement a successful acquisition strategy.

Senior Integrated Program Management and Key Federal Acquisition Topics prepares students for the dynamic environment faced by senior program managers, based on the reality that program management is inherently interdisciplinary in nature. This course leverages the synergies of the various disciplines to help students guide their programs in the complex Federal Acquisition environment. Students learn about skills and competencies in systemslevel thinking to enable greater appreciation for the interrelationships between products, people, resources, tools, functions. Course workshops focus on planning and processes that set up the federal program management office for success.

Contractor Project Managers

While the FAI FAC P/PM program is intended for civilian agencies within the federal government, it has applicability in many other areas. Contractors, vendors, and suppliers who are doing business with these agencies or hope to do business with these agencies would do well to pay attention to the program. In order to establish a common, agreed upon process for the execution of projects and programs, it is essential that both the government project manager and the contractor project manager are speaking the same language. This same language is more than just terminology. Having a common set of skills, understandable processes, and procedures is essential for success. Many contracting organizations are better understanding this and are sending their own project and program managers to open enrollment FAC P/PM courses. They may even partner with their government counterparts to actually attempt to get their staff certified.

Commercial Project Managers

When one thinks of acquisition projects there is a natural tendency to think of government projects. And yet there are a large number of projects that are acquisition based or have some part of it involved with acquisition. The commercial world of project and program management would do well to observe the situation in these agencies. For many years now many commercial organizations and their project and program managers have been focused on the credentials put forth by Project Management Institute (PMI)®. There are now over 425,000 people with certifications from PMI. But, as mentioned above, there is a difference between knowledge-based certification, such as those from PMI, and competence-based certifications.

It might make sense for commercial organizations or industries to establish competence-based certifications. Especially in the area of acquisitions this might be worthwhile. The commercial organizations do not have a better track record than government organizations when it comes to this type of project.


Impact on all Projects and Project Managers

Federal Government Project Managers

There are certainly examples in the federal workplace that indicate a movement toward formalization of FAI FAC P/PM. The Veterans Affairs and Social Security Administrations are moving strongly into this certification. Each of these agencies realizes their differing needs and are tailoring their programs to fit the size, risk, and complexity of their projects and programs— the problem is getting started. There is also the issue of an agency being honest in its assessment of its staff. It does no good just to take the attitude of “checking the box” and forcing staff through the wrong training. Just to say that there are certified project and program managers is not enough. Those staff members have to demonstrate their capability in each of the three levels.

It is also extremely important that there is organization support to follow and enforce the practices and not just give “lip service” to them, which also means that the infrastructure to support good process and procedures has to be in place.


Contractor Project Managers

It is certainly foreseeable that contractors, vendors, and suppliers will follow the government lead and get their project managers training if not certified in FAC P/PM. Being able to demonstrate to their government counterparts their skill, talent, and training in these areas is nothing but a plus.

Commercial Project Managers

As government projects and programs move toward FAI FAC P/PM experience, there will be a noticeable increase in the success of these projects. Commercial organizations will be watching. As more success stories, rather than horror stories are heard, senior management in commercial organizations will look at their acquisition processes differently. One can then imagine an organizational or industry certification process coming into being for commercial acquisition projects.




Although FAI FAC P/PM has been in the government sector since 2007m it has not taken hold of the project and program process in federal agencies. This is beginning to change as more agencies are looking at the standards and how they are going to meet them. Some will be late adapters in this arena, some are moving cautiously, and some are forging ahead.

The more successful agencies will tailor their approach to meeting the sizes, complexity, and risks of their projects. They will honestly assess their organizations’ skills and capabilities and will then determine their objectives and begin initiatives to meet their goals.

This process will not come about overnight and without some pain, but those agencies that approach it correctly will reap tremendous benefits from the investment in the future.

Weigelt, M. (2011, July 21) Kundra lays out deadlines for data center consolidation Federal Computer Week Retrieved from http://fcw.com/articles/2011/07/21/kundra-memo-data-center-consolidation-deadlines.aspx?sc_lang=en

Weigelt, M. (2010, June 28) OMB puts brakes on financial systems modernization Federal Computer Week Retrieved from http://fcw.com/articles/2010/06/28/omb-it-reforms.aspx

©2011Don Wessels, PMP
Published as part of Proceedings PMI Global Congress 2011 – Dallas/Ft. Worth, TX



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