PM Magazine, Spring 2021

SPRING 2021 / ISSUE XV

PM

magazine

SPRING 2019 | PM magazine A PUBLICATION BY MORGAN STATE UNIVERSITY’S GRADUATE PROGRAM IN PROJECT MANAGEMENT

A RISKY PROPOSITION pg. 5 Project Managers As Change Agents In Government Agencies pg.7 Governmental Reporting Lines Can Be Seen As Tripping Hazards To Project Manager’s pg. 3

PM Magazine

PM magazine | SPRING 2021

CONTENTS

EDITORIAL MESSAGE

Message from the Editor

As we approach the anniversary of a full-year in a work from home state, I marvel at the key characteristics that project managers must have in order to navigate a virtual world. They must be flexible in being able to pivot when necessary, communicative when discussing status on a Zoom call, and resilient in being able to provide solutions as the world continues in this tumultuous state. These same characteristics have been demonstrated by the graduate students at Morgan State University as they navigate the capstone for this year’s PM Magazine.

So with that said, welcome to the fifteenth issue of Morgan’s Project Management magazine, a magazine designed by the Masters of Science in Project Management students as part of their capstone course requirement. As we discuss the transformation of people, processes and services due to the pandemic, these students were interested in the government interpretation of human resources, procurement practices, change agency and best practices (both nationally and internationally), with their theme entitled, “Speed Up: Government’s Much-Needed Operational Transformation.”

Monica Kay, D.B.A., PMP

Message from Contributing Authors

Cornelius Djameh, DeLona Gaines, Dion Golatt, Michael Hallmen, Britanni Harris, Eseosa Osunde, Lakia Williams

1

The team for the Spring 2021 issue is composed of seven diverse graduate students lending their expertise and industry talents to this semester’s magazine production from both a government and private industry perspective. It includes Cornelius Djameh, DeLona Gaines, Dion Golatt, Michael Hallmen, Brittani Harris, Eseosa Osunde, and Lakia Williams. They were able to implement and refine this production – a 100% virtual effort—based on their unique experiences.

Why Do Governmental Agencies Struggle To Attract and Retain Top Project Management Talent?

Opeyemi Oshinnaiye, PMP

2

How Should You Select A Document Control System?

Cristina Baltazar, PE, CCM

It is our hope that you find our edition useful as they identify challenges and potential breakthroughs in the federal government to private industry space. As always, please enjoy our magazine.

3

Governmental Reporting Lines Can Be Seen As Tripping Hazards To Project Manager’s Michael Hallmen, MSEE, BSEE, PE, CAPM, LEED BD+C

4

Bridging the Gap: Connecting the PMBOK® Guide’s Best Practices to Federal Project Management Competencies Jeff Beverage, PMP, CSM, CSP, PMIACP

5

A Risky Proposition Guillermo Gordillo, PE, PMP Ben Asavakarin, PE Mohammed Dohdar, MSPM, PMP, CCM

6

Good Government Project Management: What is the impact?

Tamara McLemore, PMP Britanni Harris, CSM, PMP

7

Project Managers As Change Agents In Government Agencies Frank Lance

Dr. Monica N. Kay, PMP Adjunct Professor, Morgan State University Editor-in-Chief, 15th Edition MSU PM Magazine

MESSAGE FROM CONTRIBUTING AUTHORS

Time and destiny have joined us together at Morgan State University in Baltimore, Maryland.

The diversity of experience, generations, culture, and backgrounds have added “seasoning” to the recipe of our collective educational experience. The tools and techniques that we have gained will allow us to live out the school motto of “growing the future and leading the world” as we embark upon what the future holds.

Our team chose to address issues that we have all dealt with in this region of the United States, working with and within the federal, state, and local governments and the service industry that serves them in the Washington Baltimore Metropolitan area. Challenges abound from red tape, document control, certification processes, use of outdated technology,methodology and other challenges. This magazine attempts to address many of these issues and provide implementable solutions to begin the

discussion of how to change the government’s operational approach of doing its business.

Journey with us in the following pages as we explore topics such as procurement using the“gig” economy, connecting Project Management Institute’s competencies with the federal government’s project management competencies, using project managers as a change agents in your organization, understanding the impact of “good” government project management, avoiding governmental tripping hazards, and much more. While we understand that change will not happen overnight, it is our goal to start the conversation about challenges that project managers face when working with government agencies. Ultimately, these tools and strategies will help with government work and it will no longer be a dreaded undertaking but a most excellent adventure.

8

The Rise of the “Gig” Economy in the Federal Government Greg Page, MSCM, CPM

9

Can Government Learn About Project Management From the Rest of The World Joe Siraj

Graphic Design by Sydney Nicole Kay Contributing Authors and Student Biography Photos by Marcellus McIntosh

SPRING 2021 | PM magazine

1

WHY DO GOVERNMENTAL AGENCIES STRUGGLE TO ATTRACT AND RETAIN TOP PROJECT MANAGEMENT TALENT?

There is very little argument about the critical nature of project management in Deputy Chief Information the federal government.

Officer The federal government is Department of Homeland one of the country’s largest employers with over two Security, United million employees and States Citizenship and thousands of services that Immigration Services require project manager support. Given the vast array of efforts that take place in the government and the necessary oversight for requirements, project managers (PM) are critical to the success of government programs. The PM is assigned to lead the team that is responsible for achieving the project objectives (PMI, 2017). A variety of skills are needed to be a successful PM and a ‘one size fits all’ mentality, with respect to project management, does not exist. Depending on the sector, service area, and/ or geography, you can expect project management needs to be slightly different within the federal government as well as for the private sector. Where the government begins to differ is in the execution and its goals. Government projects deliver capability or value to its recipients under the constraints of budget and schedule; however, it is without the same regard for revenue and profit that the private sector values. For most federal government agencies, the revenues are the outcomes and/or the proper delivery of goods or services. Another example of an outcome is ensuring the availability of services or public safety. Although a few agencies generate, review, and manage revenue, the top priority still remains to deliver goods or services under budget constraints. While this paradigm lends itself well to the ‘iron triangle’ concept of managing cost, schedule, and scope, the government deals with additional challenges that normally do not exist in the private sector (PMI, 2017).

Yemi Oshinnaiye, PMP

“The federal government is one of the country’s largest employers with over two million employees and thousands of services that require project manager support.”

Talent Acquisition There is the well-known business saying, “Hire slow, fire fast.” This reference is a warning to employ an extensive interviewing and vetting process when selecting an individual in the hopes that the individual is the right fit for the organization. This has been one of the barriers for federal government entry for PMs, which has an extensive hiring process. Although the workforce has evolved, the federal government’s hiring processes have not evolved at the same pace. The talent is definitely there, however, since the hiring processes are mostly cumbersome, outdated, and bureaucratic, qualified project management candidates will avoid applying for federal positions. There are exceptions to these restrictions such as direct hire and other special hiring authorities that give managers more flexibilities. In some scenarios, there is an expectation that the entire hiring process, from cradle to grave, will extend months. The federal government’s challenge is to ensure fairness and equity in hiring and flexibility in making selections.

In comparison, the private sector focuses on return on investment, which is a combination of the appropriate skills, organizational fit, and maximizing the talent of the job candidate. In many cases, with maybe the exception of some large corporations, there is far less oversight regarding how hiring selections are made. As a former hiring manager in the private sector, I can attest that private sector

managers have more autonomy to make hiring decisions. In the federal government, process and policy challenges exacerbate hiring talented PMs, especially in the information technology (IT) arena, because the demand for talent is much higher. These processes are to ensure the integrity of the hiring process but it requires additional steps and oversight and increases execution time.

The challenge is that there are numerous opportunities for PMs, especially those who have IT experience. In the private sector, a PM can be hired immediately. Job offers are not confined by restrictive government pay scales or the need for specific education requirements. In the private sector, IT PMs without a college degree can earn more than a comparable mid-level federal IT PM. As the federal government is slow to change its processes, it leaves hiring managers with fewer devices to attract and retain talent. Many agencies do not dedicate a marketing and recruiting staff to search for talent, with the exception of the military, as they have strong recruiting practices. In contrast, the private sector spends a fair number of resources to recruit and provide incentives, whereas federal entities primarily use job fairs and USAJobs, the federal government’s web portal for job postings.

Awareness of job vacancies and opportunities are limited due to the restrictive marketing visibility.

This trend is slowly changing, but it still leaves the federal government behind the power curve in terms of attracting top talent.

Retention and Industry Competition Employee retention proves to be a challenge in any environment. It becomes increasingly difficult to retain a federal government employee when counterparts in the private sector have access to greater benefits, perks (higher salaries, stock options, and quicker career progression), and other opportunities. An example of a private sector opportunity is the ability to work on a variety of teams. As PMs gain experience by managing different projects at greater levels, they grow and become more marketable. In contrast, as vast as the government is, the ability to move around and sometimes advance in the field in the federal government can be just as difficult as the hiring process. There are limits to the benefits and perks the government can offer especially in the area of salary. PMs are limited to an established regulated pay system. Bonuses are not the norm, stock options are not offered, and upward progression is also restrictive. As a result, it is highly tempting and frequent for highly sought-after talented PMs to make the move to the private sector. This decision to leave the federal government to join the private sector creates a cascading negative impact. The government is left to assume the work of the departed PMs while it takes months to find a replacement. As the cycle continues, the government finds it difficult to retain the remaining overworked PMs and often less experienced PMs are assigned to projects due to lack of resources. These issues are common and may result in negative impacts on project delivery and program health. Another concern is the life cycle of the federal employee.

According to federal workforce data from Office of Personnel Management, the average age of the federal employee is 46, while there are twice as many federal employees above the age 60 than there are below the age of 30 (Bublé, 2019). The detriment is that the older population (above 60 years old) will be leaving the workforce rapidly without a strong pipeline to fill gaps. Given the pace of hiring and competition, this leaves the federal government with a challenge to find talent or a structure to support a dwindling workforce.

The irony of all this, despite the federal government’s inability to acquire and retain resources, is that the project management training available is quite robust. Different agencies subscribe to different

requirements, but in general, it is encouraged to obtain a Project Management Professional (PMP) Certification. For acquisition PMs, a Federal Acquisition Certification for Program/Project Management (FAC-P/PM) is encouraged, and in some cases mandatory, and the training to obtain these certifications are abundant. Training is usually performed by very skilled practitioners and instructors which serves as a significant benefit to emerging professionals. However, in some government agencies, the training is not well marketed. Even current employees do not take advantage of the training opportunities because they are not aware that it is an option. In the private sector, there are similar training opportunities but often the federal government has better resources and advantages in this aspect.

“Although the workforce has evolved, the federal government’s hiring processes have not evolved at the same pace.”

Current Efforts to Attract PMs Given the importance of project management, there are a number of efforts to review and address deficiencies. A few of these efforts are creating special hiring authorities, reviewing federal salaries so that they are more competitive with private sector salaries, and developing an onboarding process that is faster and more efficient. (Boyd, 2021). Some of these PM hiring efforts are focused on IT engineering and IT project management that are needed for complex cyber security efforts. There are also efforts to expand marketing channels to allow the federal government to attract and recruit recent college graduates and those looking to switch careers from the private sector to federal government service.

These efforts are supported at the most senior levels of government which demonstrates that there is a strong desire for change. As we move forward with these efforts, it will be very important to constantly review the progress and outcomes and make the appropriate adjustments that will promote better hiring and retention results.

References: Boyd, A. (2021, March 5). DHS Wants Help Restructuring Pay and Bonuses for Cybersecurity Pros. Nextgov. https://www.nextgov.com/cybersecurity/2021/03/ dhs-wants-help-restructuring-pay-and-bonuses-cybersecurity-pros/172483/ Bublé, C. (2019, August 30). The Aging Federal Workforce Needs ‘New Blood’, Experts Say. Government Executive. https://www.govexec.com/workforce/2019/08/aging-federalworkforce-needs-new-blood-experts-say/159585/ Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

2

PM magazine | SPRING 2021

Cristina Baltazar, PE, CCM Section Chief, Project Controls Baltimore City Department of Public Works

FULLY EMBRACING DOCUMENT CONTROL SYSTEMS Far too often, government agencies purchase the platinum version of software but restrict access and never realize the full functionality. What are the restrictions and why is this access inhibitive? What can government agencies change to allow realization of the system functionality while maintaining the safety of their systems?

According to the Project Management Body of Knowledge (PMBOK), “the Monitoring and Control Process Group consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project.” (PMI, 2017). We all know the importance of document controls is to successfully manage a construction project and there are many software packages that will fulfill these needs. However, instead of being swayed by the bells and whistles of “the Cadillac” of document controls, government agencies should assess if the most expensive option is always the best fit for their project management needs. The most important features for electronic document control are its ability to archive, monitor, and process during the execution phase, or manage documents during the project’s lifecycle. There are a few other considerations to keep in mind when selecting a document control system.

Who Is The End User?

Oftentimes in government, the purchaser of the software is not the end user, it is an acquisition professional. When developing a request for proposal, this can lead to a bit of confusion when determining the actual requirements of the end user versus the perceived needs of the acquisition professional. If the purchaser is the information technology team (IT), they may favor a system with

Does One Size Fit All? Often, to justify the cost, government agencies try to use the same software for multiple offices. This may work if the different offices are willing and able to consolidate and standardize their processes. It is imperative for the PM to manage the stakeholder expectations appropriately as some organizational process assets cannot be changed. If the end users are forced to use software that does not meet their needs, they will turn elsewhere or they may use workarounds to manipulate the software to give them the results they need. Input from experts, accumulation of data, and thorough analysis can help to provide insight on different applications that can be used to maintain security and the documents of the lifecycle of projects (PMI, 2017). Regardless, if the software is not helping the user then the user will not reap the benefits of the software package

a certain security, but the end user may find that navigating security requirements on a daily basis cumbersome and frustrating. The result may be that end users avoid the system as much as possible.

Another hindrance could be that the purchaser may limit the purchase to 20 modules, even though the end users require 25. The end users who were excluded may now be turned off by the system and use other methods to complete their tasks with the results being end user groups using different software applications. Although needs between the purchaser and the end user may differ, a balance must be made, otherwise the software may become an impediment rather than a help.

What Happens After Deployment?

If an agency is steady with little change, once the software development has been completed and tested, the go-live phase can begin. Challenges occur if the agency is dynamic with changes in leadership, processes, and priorities, then the system that is deployed on day one may no longer fit in the future. Due diligence when selecting the document control system will allow for change and growth within the agency to avoid this situation.

Who Is There After Deployment?

Again, when an agency purchases “the Cadillac” of document control software systems so that it can keep up with its needs, who is responsible for the post-deployment needs such as fixes, updates and other maintenance? Is the agency prepared to have the software consultant on-call when these changes are needed or will there be an in-house staff person to learn how to perform these tasks? If the option is to utilize in-house staff, they should be active during the development phase to learn about how the software is configured. If they are brought in after the fact, their knowledge will be limited.

“The software is meant to help the user and not cause additional work.

.

“Although needs between the purchaser and the end user may differ, a balance must be made otherwise the software may become an impediment rather than a help. “ Who Is In Charge?

There can only be one administrator of the software. Should it be IT? If so, then a ticket will be submitted each time a new report is required or if an error message shows up from a calculation.

If end users are working a night shift, they may lose their access for the entire shift if IT is not responsive until morning. Should the end users be the administrator? If so, then additional measures should be made so that the system is secure.

No Universal Rule For Selection There are many options to help project managers monitor and control their projects. The software is meant to help the user and not cause additional work. When selecting software, the needs of the end user must balance with the needs of others but the PM must beware of making it too cumbersome. If the software is not considered user friendly, then the project is set up for failure as documentation and processes become incomplete. Often, incomplete processes are not apparent until much later, when a claim arises, and the holes are discovered. The platinum versions are often the most impressive when viewing a demo, but the amount of support required behind the scenes is an additional cost that should be considered.

Reference: Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

SPRING 2021 | PM magazine

3

GOVERNMENTAL REPORTING LINES CAN BE SEEN AS TRIPPING HAZARDS TO PROJECT MANAGER’S SIX SIGMA IN GOVERNMENT While numerous articles and case studies have documented the powerful impact of Six Sigma Engineer principles on the business world, Six Sigma principle Baltimore City implementations in Department of Public government have proven Works to be just as successful.

However, this success does not mean that government agencies are ready to fully embrace the lean techniques in all facets of their operations. In fact, different governmental entities have systems and practices in place which limit the use of Six Sigma principles. Having Six Sigma professionals presents a major opportunity for government agencies to improve operations, reduce costs, and eliminate waste if they can work through governmental impediments.

Michael Hallmen, MSEE, BSEE, PE, CAPM, LEED BD+C

The lengthy process was upsetting to employees and hindered the agency’s productivity. By applying Six Sigma principles to the process, the wait time for security clearances was reduced by more than 70%, resulting in a substantial improvement in productivity and making it easier for the agency to control costs and scheduling (Villanova University, 2020). These are just a few examples of Six Sigma government success stories.

In project management, it is imperative to develop a solid quality plan and to monitor and control the project quality. Each phase of quality management should be addressed in the project management plan and guided with expert judgement and data analysis to provide the correct metrics and controls needed to deliver the project within specifications. (Project Management Institute, 2017)

Governmental Impediments Government practices and policies can be prohibitive What is Six Sigma? to the installation of Six Sigma principles. Whether it Six Sigma helps to simplify business processes through is a lengthy approval process that requires a number a five-phased approach. These phases include defining of signatures from various stakeholders, the need to the parameters being measured along with result include various ancillary stakeholders in the decisionexpectations, measuring the current performance, making process, or established governmental policies, analyzing the results to determine the root cause of the there can be any number of impediments which can problem, improving solutions to the problems that are hinder the success of lean government practices. This designed and tested, and controlling the implemented makes for a significant effort in managing stakeholders changes with support systems. By incorporating the for any project manager. For example, in Baltimore City, cross-functional value stream maps, agents are able to Expenditure Authorization Request (EAR) forms require identify areas of waste and inefficiency. Many existing multiple reviews and approvals from 14 independent processes have embedded rework and workarounds, sections prior to submission to the Board of Estimates a plan or method to overcome an existing problem for for final approval. This process can take anywhere from persistent problems. When wasted effort is removed four to six months for final approval. The lengthy EAR and the rework and workarounds are no longer needed, approval process has a direct impact on operational the remaining processes are simpler and often much costs and the efficiency to service customers. easier to manage and control. This leads to a faster process, which results in better customer service and The Lean concept of Transparency, or visual control, better customer satisfaction. broadens our awareness of problems so that issues quickly become known to all stakeholders and action may be taken. Visibility fosters an ‘all hands-on deck’ philosophy; stakeholders stop what they were doing to help relieve the bottleneck caused by process problems, “By minimizing waste decrease the reaction time to waste, foster responsibility, and inefficiencies...Six Sigma and aid in problem solving (Anbari, 2002).

government applications can help local, state, and federal agencies attain the type of results long enjoyed by corporations.”

Instances of Successful Government Implementation By incorporating Six Sigma principles, governmental agencies have been able to streamline processes and achieve a dramatic reduction in costs. As an example, one government facility reduced the processing time for staff to receive their credentials. For doctors, the process reduction was reduced by eleven days, while the process for registered nurses decreased by eighteen days. By implementing continuous process improvements and Six Sigma, the government facility saved almost $1 million annually. The agency anticipates that rolling out the new processes to the entire system will result in approximately $114 million in savings (Villanova University, 2020).

Another successful Six Sigma application in a government agency enabled personnel to obtain new or additional security clearances much faster.

“The Lean concept of Transparency, or visual control, broadens our awareness of problems, so that issues quickly become known to all stakeholders so that action may be taken.”

For instance, application of this Lean concept would help to expedite an otherwise lengthy process and enable quick response to agency needs.

Path Forward The major tenets of Six Sigma are equally relevant to government practices as they are to other industries in the private sector. In the past, government agencies have been prone to developing overly complex and inefficient processes, making Six Sigma an even more powerful tool in managing stakeholders and projects in general. Utilizing Six Sigma implementations within the project management plan has shown the propensity to save significant time and money for government agencies, and the improved operational processes will continue to increase productivity, efficiency, and savings as the processes become more ingrained. By minimizing waste and inefficiencies and enabling workers to achieve near-perfect quality, Six Sigma government applications can help local, state, and federal agencies attain the type of results long enjoyed by the private sector. .

References: Anbari, F. T. (2002). Six Sigma Method and Its Applications in Project Management.

Project Management Institute Annual Seminars & Symposium. San Antonio: Project Management Institute.

Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

Villanova University. (2020, March 12). Villanova University. Six Sigma in Government https://www.villanovau.com

4

PM magazine | SPRING 2021

Jeff Beverage, PMP, CSM, CSP, PMI-ACP

BRIDGING THE GAP: CONNECTING THE PMBOK® GUIDE’S BEST PRACTICES TO FEDERAL PROJECT MANAGEMENT COMPETENCIES

One of the many unique complexities of the federal Chief Executive Officer p r o j e c t management environment is the strong Corner Post emphasis on managing not Management Experts just projects and programs, but acquisitions. Simply put, the acquisition process – buying goods and services on behalf of the federal government – is heavily regulated to ensure that agencies are being effective stewards of taxpayer dollars (PMI, 2017).

Project management is therefore intricately linked to contract management. The federal project manager (PM) plans the scope, schedule, and cost within the constraints of their congressional appropriations (PMI, 2017). Then they solicit, select, and oversee contractors who perform the hands-on work of the project. As such, training and certification for federal program and project managers go beyond PMBOK® Guide fundamentals and focuses on acquisition integration.

Most federal agencies require, or at least encourage, program and project managers to obtain the aptly named Federal Acquisition Certification for Program and Project Managers (FAC-P/PM). Originally modeled after the Defense Acquisition Workforce Improvement Act (DAWIA) Career Field Certifications, FAC-P/PM was first established in 2007 and has become the standard for PMs in non-Department of Defense agencies (Federal Acquisition Institute, 2013). Under the Federal Acquisition Institute (FAI), PMs can be certified at entry, mid, or senior level with each level having its own training and experience requirements. The FAI is the federal organization that facilitates and promotes career development, provides standardized guidance for FAC-P/PM to all agencies. The certification itself is issued by each agency’s Acquisition Career Manager (ACM) (Federal Acquisition Institute, 2013).

Although FAC-P/PM is generally considered to be the ‘federal equivalent’ to Project Management Professional (PMP®) certification, which is issued by Project Management Institute, there are a handful of key differences from both a process and content standpoint. Process-wise, FAC-P/PM has a lengthier and defined training curriculum, varying experience requirements for each level, and no certification exam (though some individual classes do have a final exam). Each level includes 80 to 112 hours of training within a defined set of courses, compared to 35 contact hours to apply for the PMP® (Federal Acquisition Institute, 2013)(PMI, 2017). FAC-P/PM applicants must demonstrate one, two, or four years of project management experience for entry, mid, and senior level, respectively, including one year of federal PM experience for senior level. PMP® certification requires three years of experience (Federal Acquisition Institute, 2013) (PMI, 2017).

“PMs in both federal and contractor roles must invest the time and effort to engage their counterparts to develop shared language and common understanding.”

In terms of content, FAC-P/PM courses focus on seven competencies: Requirements Development and Management, Systems Engineering, Test and Evaluation, Life Cycle Logistics, Contracting, Leadership, and Business, Cost, and Financial Management (those last 3 being combined into one competency – Business, Cost, and Financial Management). As noted above, each of these competencies is geared towards managing in the context of the acquisition with the work being executed by teams of contractors (Federal Acquisition Institute, 2013). Agile is another area where PMI is moving faster to adopt while most FAC-P/PM courses are exclusively focused on predictive management concepts, though there has been more acknowledgement of agile practices and principles in recent years (Federal Acquisition Institute, 2013).

The distinction between FAC-P/PM and PMP® is especially important for PMs in federal government and government-adjacent industries to understand, not to compare the value of the credentials, but to recognize that one’s project management education may differ from their collaborators on the other side of the fence. PMs in both federal and contractor roles must invest the time and effort

to engage their counterparts to develop shared language and common understanding of how the project will be managed. Exploring these topics can even be a great way to strike up conversation and build relationships with your contractors or your customers early on in a new project engagement (Federal Acquisition Institute, 2013). For more information in FAC-P/PM certification, visit the Federal Acquisition Institute’s website at www.fai. gov.

References: Federal Acquisition Institute. (2013). Program and Project Managers (FAC-P/PM). https:// www.fai.gov/certification/program-and-project-managers-fac-ppm Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

“Training and certification for federal program and project managers go beyond PMBOK® Guide fundamentals.”

SPRING 2021 | PM magazine

5

A RISKY PROPOSITION: RISK AND CONSTRUCTION PROJECT MANAGEMENT AT THE BACK-RIVER WASTEWATER TREATMENT PLANT HEADWORKS PROJECT Ben Asavakarin, PE Vice-President Johnson, Mirmiran, and Thompson

Guillermo Gordillo, PE, PMP Program Manager Johnson, Mirmiran, and Thompson

Background

The 466-acre Back-River Wastewater Tr e a t m e n t P l a n t ( B R W W T P ) , constructed in 1907, is owned and operated by the City of Baltimore (Department of Public Works, 2021).

To comply with the Environmental Protection Agency’s Wet Weather Consent Decree mandate, the Department of Public Works (DPW) committed to eliminate sanitary sewer overflows (SSOs) by December of 2020. DPW developed and adopted a comprehensive wet weather management plan that identified hydraulic restrictions causing mileslong sewage backups in the sewer system and contributing to the SSOs. Johnson, Mirmiran & Thompson (JMT), a local engineering consulting firm, was hired as the Engineer-of Record (EOR) to design a comprehensive modification to the Headworks Facility at the BRWWTP to eliminate the hydraulic restrictions and to increase the plant hydraulic capacity from the historical 425 million gallons per day (MGD) to more than 650 MGD.

Case Study

The application of sound project management principles and practices provides the foundation to managing Mohammed Dohdar, the complexities and risks associated MSPM, PMP, CCM with a large-scale project. That point was clearly illustrated throughout the Engineer course of the City of Baltimore’s $430 Baltimore City Million Headworks Improvements and Wet Weather Flow Equalization Department of Public Facilities at Back River Wastewater Works Treatment Plant (BRWWTP) project (SC-918H). Traditionally, management of a project’s cost, schedule, quality, and risks starts when the contractor is given a Notice to Proceed (NTP), the contractual time start date; however, for SC-918H, critical management began during the procurement process.

Who Actually Owns (Pays) for the Risks?

Construction is an industry where managing a project requires meticulous handling of risks.

Identifying risks and performing quantitative and qualitative risk analyses are typical processes during the planning phase.

Regardless of the strategies, risk always translates into time and money. The pertinent question is, who pays for this risk? After the original design, the bids for construction of SC-918H prohibitively exceeded the City’s planned budget. Through market research the City’s project feasibility team identified that the inflated bids were a direct result of the general contractors accounting for the complexities, time constraints, and risks associated with a project of this magnitude. As such, a delivery method was needed where risks could be identified, quantified, and allocated more precisely. Utilizing the developed risk matrix and other project documents, plus expert judgement from subject matter experts, the City conducted an evaluation of alternative project delivery methods to identify an approach which would allow the project to move forward while navigating budgetary and scheduling constraints. This would require changes to the classical project management plan and project document requirements. (Project Management Institute, 2017) The City considered the following options: Progressive design-build, lump sum design-build, and Construction Manager at Risk (CMAR).

CMAR Was The Right Answer Following the market outreach effort to solicit input from contractors and other industry personnel, as well as an internal review of the project status with leadership and stakeholders, the City decided to proceed with the CMAR model.

The CMAR is a delivery method which entails a commitment by the Construction Manager (CM) to deliver the project within a Guaranteed Maximum Price (GMP) which is based on the Construction Documents and Specifications at the time the

“The key processes in this project were to identify risks and perform quantitative and qualitative risk analyses.”

GMP is established. The GMP also includes contingencies for unforeseen circumstances. The CMAR provides professional services and acts as a consultant to the owner in the design development and construction phases, thereby mitigating common risks that contractors typically add into their bid items (this would naturally have meant that the owner actually paid for the risk). In addition to acting in the owner’s interest, the CMAR must manage and control construction costs so as not to exceed the GMP. Contractually, any costs exceeding the GMP that are not owner-initiated change orders are the financial liability of the CMAR. Risk is transferred to the CMAR, and the CMAR becomes the risk owner. In return for assuming this risk, the CMAR can share in ultimate cost savings below the GMP, which was true for this contract.

A “Risky” Alternative Delivery Method As with any other approach, CMAR has its own limitations such as additional cost and time for the preconstruction phase.

Additionally, it is difficult for the owner and engineer to evaluate the GMP and determine if the best price has been achieved.

In this particular instance, and for the first time in the City’s construction history, the CMAR was nonetheless deemed to be the best project delivery vehicle for addressing and assigning the inherent risks associated with large complex projects such as costs, schedule, and other contingencies. Additional reasons for this choice were found in the following: 1. Evaluation: The City of Baltimore charter requires contractors with the lowest bid to be selected for its traditional design-bid-build project. In this CMAR project, the City was able to participate in the interviews and selection of the most qualified general contractor team based upon technical and financial qualifications, previous similar project experience, and proposed project planning/schedule, not just low bid. The risk of not achieving the required cost, time, and quality is therefore greatly reduced.

During the pre-construction phase, the City was able to set up a partnership along with the CMAR and the EOR to evaluate and develop Value Engineering (VE) measures to establish a Guaranteed Maximum Price (GMP).

2. Pre-Qualification: Since the CMAR is at risk and gives a GMP prior to submitting a cost proposal, the CMAR agreement enabled the CMAR to prequalify subcontractors and tailor packages to fit the availability and skills of the local subcontractor market.

Selections were made based on the overall best interests of the project — not simply on low price — which should generally result in lower long-term costs, higher quality, and fewer claims because only pre-qualified contractors would be performing work. The CMAR was then able to leverage the established GMP to secure competitive bids on the work packages generated by the Project Team (City’s DPW, CMAR, and EOR).

3. Maximized Schedule: As the SC-918H project is a key component of the City’s Consent Decree program, the CMAR delivery maximized schedule benefits by allowing early work packages to be generated and executed. To ensure that the project deadline was achieved, the City introduced interim milestones.

In collaboration with the CMAR, the Project Team successfully removed the hydraulic restriction in the collection system ahead of the interim milestone date. Under the CMAR delivery method, the City gained greater cost certainty through the GMP. Included in this GMP were contingency line items for: bid overages, reasonably inferred items, and other project related factors that could justifiably arise during construction. By establishing a GMP prior to the cost proposal, the CMAR assumed the risk of costs coming in higher as it was contractually bound to deliver the project per the plans and specifications within the GMP, plus any additional contingency allowances as defined.

“Regardless of the strategies, risk always translates into time and money. The pertinent question is, who pays for this risk?”

Conclusion In the project comprising our case study, the high bid cost resulting from the initial design-bid-build bidding process compelled the City to implement a better risk handling strategy as a necessity. The reconsideration of the procurement method and management of the risks by selecting CMAR as a delivery method not only reduced the project cost by 20% but also provided the following benefits to the City: • The project schedule outperformed historical design-build projects of this size and complexity and could be fast-tracked because of earlier work package generation.

• Ability to handle change orders and claims was improved.

• Communication was improved among the Project Team components since the owner shared cost liabilities with the contractor.

• With clearer objectives and cooperation, Quality was increased and Rework was reduced.

The key processes used in this project were identification of risk and performance of quantitative and qualitative risk analyses to aid in the creation of the project management plan. To summarize, by applying risk management techniques and principles, such as procurement planning, early in the project stages, we were able to maximize our schedule and select the best project delivery method to achieve our goals.

References: Department of Public Works. (2020, June 10). Baltimore City Department of Public Works. https://publicworks.baltimorecity.gov/pw-bureaus/water-wastewater/wastewater/ back-river Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

6

PM magazine | SPRING 2021

GOOD GOVERNMENT PROJECT MANAGEMENT: WHAT IS THE IMPACT? Britanni C. Harris CSM, PMP Operations Strategist Pitched & Partnerships Development

In a 2002 Project Management Institute publication, Rigby mentions“Good government project management means that work cannot necessarily be done better by commercial entities.” (Pyne, L. S. & Rigby, B. 2002). However, almost 20 years later we cannot be sure this statement holds true. To test its validity, it is wise to first consider the question, “What is good project management in the 21st century?” before addressing its governmental impact.

A historical misconception is that project management is a magic pill and that after an individual passes the Project Management Professional Tamara McLemore, (PMP) certification and PMP becomes PMP certified, each project the project manager Founder & CEO (PM) encounters mystically Tamara McLemore falls in line. However, the Enterprises truth is, after a prospective PM endures close to 4 hours of 180 grueling situational PMP exam questions, and learns to apply these methodologies as taught, returning to business as usual becomes the norm of falling short. Here, project management is seen as a robot that can produce the same outcome time and time again. Not only is this unrealistic, but it can potentially become the root cause preventing an organization from evolving. At any given moment a project may call for a shift in function that will eventually align with governmental policies, procedures, and strategic goals. This is the magic that comes with inputs transitioning to outputs,

“ Externally, the role of government is to manage people, cultures, trade, and international affairs.” it is also the basis for good government project management (Mulcahy and Cakenord, 2020).

Good project management today means possessing the ability to weave in project management tools, methodologies, and techniques into an organization’s operations. It is to have the wisdom and flexibility to implement hybrid tools as project situations require. These operations are not only essential to have a “well oiled machine” but also to produce high quality deliverables, and when we mention deliverables in government, this now includes impact. Government PMs are now tasked with bridging the gap of connecting operations to causes. The new demand for good government project management is the PM’s ability and given the authority to increase their capacity to uphold values of stakeholders both internally and externally.

Internally, this impact comes with the millions of dollars that government agencies can save per engagement and be able to funnel those dollars to other initiatives. For example, if an agency designs a public interfacing portal and two to three years are spent implementing the project only to discover that the main characteristics needed do not integrate with another system, then there is no provided value. Perhaps a rigorous requirements gathering session or agile release would have caught this major mishap very early in the project. The scope could have pivoted or the project cancelled instead of implementing without the best value to the public.

“Government PMs are now tasked with bridging the gap of connecting operations to causes. ”

Externally, the role of government is to manage people, cultures, trade, and international affairs.

It has to consider these globalization dynamics and create a standard on how to use project management tools as the best ways to manage and maneuver them. Procurement is not only considered a way of obtaining the best resources ethically and affordably, but now a way to maintain international trade, involvement, and engagement. It is as simple as literally asking the “make or buy?” question with requirements that satisfy or improve industry standards and government regulations. (Mulcahy and Cakenord, 2020). It is also a way of weighing the opportunity costs of producing goods and services locally versus internationally. PMs being involved conceptually and strategically are able to see current government issues such as workforce development unions and educational institutions ability to create pathways and opportunities that reflect where globalization is headed considering life after the pandemic. Various mitigation strategies could be implemented when PMs are then seen as subject matter experts as well.

Good government project management is not merely about reducing contracting. The government today thrives on contracted work, but it can create boundaries and protocol to exactly what type of work should be contracted. Project management the government is also about leadership in government positioning their PMs to not just be robots with“magic” tools, but thinking individuals with concepts as well as frameworks to implement them producing alternative impacts if provided the flexibility.

Reference: Mulcahy, R., & Cakenord, B. A. (2021). PMP Exam Prep: Accelerated Learning to Pass the Project Management Professional (PMP) Exam. (pgs. 30 & 417). RMC Publications.

SPRING 2021 | PM magazine

PROJECT MANAGERS AS CHANGE AGENTS IN GOVERNMENT AGENCIES

7

In a traditional environment, a feasibility study can begin as a pre-project program or a project within itself before President & CEO creating a business case and Parks and People assigning a project manager.

Foundation Today’s cultural, political, and global climate demands that our government reconsider such programs as projects and their impacts as returns. An important part of this process is requisitioning the roles of project managers (PM) from being one of constraint managers to influencers also better known as change agents. Frank Lance is a former information technology executive at Compuware and Data Computer Corporation of America who currently serves as the Chief Executive Officer (CEO) of Parks and People Foundation. Our discussion interview provides a living example of how traditional government project managers can evolve to hybrid methodologies while simultaneously having a fulfilling impact.

Frank Lance

“I believe if you fail to evolve you will eventually fail to exist.”

Q: What was your most recent position before coming to Parks & People?

A: My most recent and current position is leading a church. I left corporate America 2004 to be able to make the change and have the impacts that I knew I would be able to make. I did a needs assessment to find what the community needed which included financial literacy, workforce development and health care. I brought all of my years of project management into running a church that soon advanced to community activities such as board service. I serve on the boards of Greater Mondawmin Coordinating Council, the University of Maryland School of Pharmacy, and Associated Black Charities. Many project managers do not recognize this as a major opportunity because they go without salaries but these are the types of projects that attract my talent the most. Parks and People recognized it and asked me to be their CEO. Q: When the project manager becomes a change agent, the priority then shifts to its greatest stakeholders being the people whose needs you came to meet or intend to serve just as much as those with financial investments. Do you ever have an internal struggle or battle between which side gets prioritized or have you found the balance?

A: Years ago, I was taught to manage the constraints (time, resources, cost, and scope) but the “why” was never included. We had company mission statements but none centered around a “why” or intrinsic purpose; they were always business problems. PM’s as change agents ask, “What solutions are we going to provide to community issues?” and “What increase or performance would we like to see to consider this project done?”

This reason why is the biggest segway to stakeholder identification, involvement, and communication on any project (Mulcahy, and Cakenord, 2021). For example, we have a program called Super Kids. Super Kids’ focus is to mitigate the loss of reading literacy that comes with summer slope (a period of time where students are not receiving formal academic instruction and may lose competency in a given skillset). The research shows huge gaps in reading, retention and comprehension. I can tell you the problem, the research behind it, the intended

plan or method we have selected to mitigate it, with the use of dibels scoring to track our progress. I have 97% rates of students maintaining or increasing their reading literacy. I can give you the people problem, the approach, the impact, and the key performance indicators (KPI’s) year after year (Mulcahy, and Cakenord, 2021) which are always quantitative and qualitative. As a change agent, you have to have a why because the why is what creates the work. Children being able to read directly impacts the future of our communities, their abilities to go on to higher education, and enter the workforce.

Q: In corporate, with government contracts, were you allowed the flexibility to implement newer methodologies?

A: Verizon specifically was very structured as to how we moved forward. At the time I was grateful in learning KPIs, however, the place where I was able to put theory into practice was Data Computer Corporation of America.

We built government applications, and there I was able to have my project managers become certified and adapt to different ways of being PM’s outside of systems. Other companies were much more stringent so they refused to break the mold, however, it began to suppress who I was and an innovative project manager who valued people especially the people representing the communities external to the organization.

Q: I noticed there were two shifts happening in your career, one after another. You left corporate to run a church (501c3) fulltime, but then you became the CEO of Parks & People Foundation, although it is a high level non-profit organization, and still has relationships with corporate government entities.

Why was this, what actually happened?

not a founder led organization anymore. We are not an organization that does not have competition, we are an organization that needs to diversify our revenue, and be sure we do not have mission (scope) creep. For me, it is not a matter of picking methods but being prepared to stray from a 5-10 year strategic plan at any given moment because things change. Consider the pandemic that we are in now. What government PM has the leverage to do instantaneous strategic planning that organizes how to look at consumers directly in the eye to perform pathways for providing community outreach from home? I challenge us to think outside the box and be data driven. Not only did we need to have a shift in our thinking, but we also needed some structure to stabilize it and be able to see the fruit of our efforts.

We were so anecdotal but I needed to see the research that shows us the impact that we are having so that our answers are quantitative. I believe this is where I become much more agile than waterfall. I needed to be able to make immediate changes and keep going. Not being perfect but producing the minimum viable product and perfecting our processes later.

“I challenge us to think outside the box and be data driven.”

Q: What advice would you give the traditional government project manager struggling to evolve as a change agent? What advice would you give the project manager with more change agent experience who needs formal corporate/government training?

A: In a time where resumes and certifications often speak to the experience of the professional, I found that simply being a child of the church gave me the instant credibility necessary to make the change not just conceptually, theoretically, but also strategically in maneuvering processes. Corporate America was great but I was actually empty. I no longer wanted to do it. I was generating profits for the organization as I watched communities suffer. My salary was great, I traveled, had major government contracts but found the delayed ability to meet the needs I was able to identify unfulfilling. I had a brother who was opioid addicted which was also reflected in the community. There was violent crime and skyrocketing HIV rates. All issues the government mentioned to be personal and removed from our actual missions. This challenged me to walk away from my cushiony, comfort zone, to actually use my training and skills beyond the role as a traditional pastor, but as an innate PM who assumed the position of a Pastor. Parks & People needed someone with project management skills who just so happened to be African American, as the majority of their clients are 98% Black, but none of the senior management reflected that. This even opened my eyes to see that the type of project manager I was morphing into, a project manager as a change agent which was in high demand.

A: Professional development must be an aspect to both the manager and the team. Management should prepare the team to assume their positions and the individual should be willing to grow to maintain their competence. Not knowing scrum from waterfall in the 21st century will cause some to be left behind and forced to retire themselves. If the person isn’t willing, they should be prepared to update their professional profiles to showcase something else. To the PM with more experience than training, it is always great to broaden your horizon and risk being bad at something new. Challenge yourself to acquire contracts that are out of your comfort zone. Doors open when you are able to use a vernacular that people want to hear such as KPI’s, work breakdown structures, or gantt charts. Even if you don’t ascribe to it, it’s a part of stakeholder engagement and being able to announce your credibility without formally saying, “I can do this...” It not only makes the potential client respect the individual more, but it raises the credibility of your company. People and other organizations are forced to conduct business and speak with the individual at a higher level. This is what will separate you and prevent the individual from perceiving you as a novice.

Q: As a change agent, with strong, passionate, mission led projects, do you still focus only on the reason why?

Are there methodologies you use and if so are they the same you learned in your former government life?

Mulcahy, R., & Cakenord, B. A. (2021). Pmp Exam Prep: Accelerated Learning To Pass The Project Management Professional (PMP) Exam. (pp.

320-469). RMC Publications.

A: No, I try to refrain from using one strict (antiquated) model at all. We need to be much more flexible than ever before. Parks & People is 36 years old and we are

Reference:

8

PM magazine | SPRING 2021

THE RISE OF THE GIG ECONOMY IN THE FEDERAL GOVERNMENT

The U.S. Government is the largest purchaser of project management services in the Gregory A. Page, MSCM, world. As needs continue CPM to grow, how does the evergrowing gig economy play into Owner the procurement process, and Page Building Group what are the pros and cons to using a “Gig’’ project manager?

As conditions and the landscape of economy and global dynamics continue to evolve and grow, the needs of the federal government and those that provide products and services to the world’s largest buyer must evolve as well. As the federal government acquires services and goods to support billions of dollars in projects across the world, they also require the experience of qualified project managers (PM) to oversee many of these projects. PMs should familiarize themselves with the process of identifying the plentiful contracting opportunities that exist within the federal government.

While the environment has shifted to a hybrid of virtual and face-to-face environment, demand for services will continue to increase over the next ten years. For that reason, gig project managers will be in high demand.

PMs must also understand the following: • how to navigate the acquisition systems to find opportunities, • constantly changing matters that impact the economy and needs of the government, and • the pros and cons of seeking this type of contract work.

Each project is unique, and each government organization is unique to a certain degree, therefore the procurement manager may need to tailor the procurement process (PMI, 2017). There are several considerations that must be evaluated when tailoring procurement including but not limited to “governance and regulatory environment” which refers to laws and regulations regarding procurement activities (PMI, 2017).

Federal government acquisition procedures vary slightly from agency to agency, however all agencies must abide by the Federal Acquisition Regulations (FAR).

These regulations are the primary set of rules used by all Federal Executive agencies in their acquisition of goods and services.

Typically, the government will issue what is known as a Sources Sought Statement. The purpose of the Sources Sought Statement is to solicit interest in a project under consideration by an agency and/or to determine if there is an existing contract that can be leveraged. Sources Sought Statements can be found through the federal acquisition system, formerly known as Federal Business Opportunities (FedBizOpps), which is now located at www.beta.SAM.gov, System for Award Management (SAM) platform. SAM is the tool used

“Retaining a Gig project manager’s services has both good benefits and its challenges, but if done correctly, both the government and the individual can create a win/win for all.” to identify contracting opportunities. SAM is also a federal government acquisition system used by federal contracting professionals to conduct market research and used by private sector companies to find contracting opportunities.

Current Matters Impacting Government Procurement In 2020, the world experienced a pandemic that has caused significant disruption in the typical government acquisition process. The adoption of teleworking across the entire federal, state, and local government is transformative. Collaboration software tools and virtual workspaces are the new normal and the corporate experience/expertise will have to evolve and be agile.

One of the main concerns facing the procurement process today is that a virtual acquisition process limits access to the contracting officers. It does not give the gig project manager the ability to forge relationships before the solicitation is released. Building relationships with contracting officers in advance of any procurement announcement is critical to a gig PM’s success. In the traditional commercial market, the project manager is usually retained very early in the acquisition process.

Another concern for this new hybrid environment is how upper management will bridge the divide between the younger generation who are more comfortable transacting business in the digital space and the seasoned procurement officers that are more comfortable having in-person meetings and transacting business face-to-face.

The acquisition process must adapt to the market. In addition to the change in the everyday work environment, how does the new virtual market affect the Federal Acquisition Regulations? The demand to procure project management services will continue to increase. Still, the process in which those services are procured must be improved to allow for an easier process without having to write a justification statement and to be able to retain the services, based on contracting vehicles formerly known as minority certifications and not necessarily financial capacity.

In all, gig project managers’ procurement will continue to be a valuable tool for contracting officers that need staff augmentation. Still, the government has to decide how they will continue to keep all stakeholders executing as the global landscape evolves.

The Pros to Using Gig Project Managers By using Gig PMs, some advantages that are associated with it, such as: • Gig project managers are usually agile and adapt as, conditions change.

• Gig project managers are generally less expensive than hiring a firm to provide the same service.

• Gig project managers add value by reducing the workload on the federal program or project manager, which allows the federal managers to focus their attention on other tasks.

• Ownership gig project managers take ownership of the work and provide the same level of quality service that the government expects.

The Cons to using Gig Project Managers Also when using Gig Project Managers, there are a few significant negatives that should be carefully considered below.

• Gig Project Managers are constantly looking for the next gig, so it can be tough to focus on the matter at hand at times.

• Lack of corporate elements, not being part of the culture can cause communication breakdowns and lead to misunderstandings.

• Gig employees usually work remotely and independent of the team.

• Due to the FAR, gig project managers are not allowed to make modifications to contracts. As a result when a project manager has to wait for the federal contracting professional to make a modification, it could possibly slow the process and cost the government more to complete projects.

Retaining a Gig project manager’s services has both good benefits and its challenges, but if done correctly, both the government and the gig project manager can create a win/win for all.

Reference: Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

Photo Source: Fabrik Brands. (2021). https://fabrikbrands.com/what-is-the-gig-economy

SPRING 2021 | PM magazine

Joe Siraj Director Facilities/Real Estate

9

CAN THE FEDERAL GOVERNMENT LEARN ABOUT PROJECT MANAGEMENT FROM THE REST OF THE WORLD?

Between 1902 and 1913 the Corps of Engineers built the Panama Canal but the Pearson, Inc. final cost was extremely over budget. Fast forward to 2014, “The Obama administration has spent roughly $840 million on HealthCare.gov, including more than $150 million just in cost overruns for the version that failed so badly when it launched last year ” (Baker, 2014).

More recently in 2020, The LA Times reported that the California High Speed Rail, a new bullet train system in California, is likely to be billions of dollars over budget and delivered seven years later than planned (Vartabedian, 2021). These are just a few examples of US government project delivery with high costs. There are so many more cases like this in the past century that maybe we should be asking how foreign government agencies are approaching projects and what can we learn from them?

For the purpose of this article the most obvious comparison would be the United Kingdom (UK) because of cultural similarities and maturity, technological advancements, economic conditions, and international political standing. Furthermore, the focus will be on two key issues which are procurement processes as well as detailed cost estimating guidance that commonly have a significant impact on whether a project is delivered successfully or not.

“Usually the root cause of poorly defined scope and requirements definition begins during the delivery phase.”

In the US, there are numerous branches and agencies of the government that range from Education to Treasury that engage project managers and the same can be said about the UK. Both jurisdictions must comply with the respective regulatory requirements and organizational processes that are designed to instill the higher level of order needed to successfully deliver trillions of dollars of projects every year, however in both cases it has been common to see reports of projects that are late and hugely over budget. Observers on both sides of the pond would point to that same order as the cause and many have called for change but government organizations all over the world are steeped in traditional practices and historic processes that are difficult to supersede and in this regard in both the US and UK. How do these large organizations overcome the rigidity of order and bureaucracy, and is it feasible while mitigating the obvious risks to time, cost, and quality? The solution may lay in the private sector approach where innovation is encouraged, resources are flexible and agile, effective communication is prioritized, decisions are speedy, and goals and objectives are made clear. Most importantly, the ability to quickly pivot and adapt to changes quickly is something that the majority of government agencies have struggled with.

Another important similarity is that both jurisdictions find challenges with cost estimation and budget setting. As reported by The Guardian, In the UK, the 2012 Olympic Stadium was completed millions of euros over budget followed closely by the California High-Speed Train Project in the US that is yet to be completed but already $37B over budget (Vartabedian, 2021). A number of reports by organizations such as Govloop for the US, and Institute of Faculty and Actuaries (IFA) in the UK have identified this as an area for improvement in both countries. That being said, the most common factors that cause these issues are errors in procurement, unit rates, or poorly defined scope. This issue is quite surprising as the US and UK both have very

rigorous procurement processes as well as detailed cost estimating guidance. For example, in the US, the GSA provides a 92 paged document “P-120 Project Estimating Requirements” describing how cost estimates should be derived (GSA, 2017). The UK provides similar guidance, so the question is where are they going wrong? The first significant factor is cost management. Usually the root cause of poorly defined scope and requirements definition begins during the delivery phase. In fact, cost management directly relates to what the Project Management Body of Knowledge (PMBOK) has as a key concept.“Project Cost Management is primarily concerned with the cost of the resources needed to complete project activities. Project Cost Management suggests that PMs consider the effect of project decisions on the subsequent recurring cost of using, maintaining, and supporting the product, service, or result of the project.” (PMI, 2017). As a result, there is a negative impact on the project schedule and budget. The second common factor is changing strategies that can require goals and objectives to be adjusted during the delivery phase, and again this can have a major impact on time, resources, and therefore cost. Some may believe the strategy factor can be mitigated through better planning and a higher degree of consultation and stakeholder engagement, but when you recognize in the US and UK there are general elections every four years that often result in leadership and administration changes then it is easy to understand why even the most positive strategies fall short.

“The ability to quickly pivot and adapt to changes quickly is something that the majority of government agencies have struggled.”

Having described these challenges, it would appear a negative picture for project delivery in the US government, but it is apparent that similar circumstances also exist in the UK. Furthermore, my own research indicates that project delivery in other European jurisdictions also suffer the same issues on a regular basis. Is the rest of the world managing their projects better? The answer is actually no, they are not so advanced to warrant the US to consider the grass to be greener on the other side. The

similarities between two close neighbors in the US and UK are even more apparent when you consider the following: the relative scale of operations in each country, available resources, and the complexity of their organizations, it is no surprise that delivery timelines and costs are adversely affected regularly.

So, having determined that the federal government approach to projects is quite similar to other countries, where does that leave us with the challenges that still exist and have existed for decades? Perhaps, the answer lies with the private sector.

The private sector has one ultimate goal. Profit. Those organizations that are most successful are practicing innovation, lean with highly efficient processes, and effectively utilizing technology to ensure they can be agile and adapt to the needs of their stakeholders and compete in their respective markets. The bottom line is they simply cannot afford to deliver a project late and over budget because the impacts on their business could be terminal or catastrophic.

References: Baker, S. (2014, July 30). Obamacare Website Has Cost $840 Million. https://www.theatlantic.com/politics/archive/2014/07/obamacarewebsite-has-cost-840-million/440478/ Government Services Agency. (2016, August 4). Public Buildings Service Cost And Schedule Management Policy. [P-120] GSA https://www.gsa. gov/directives-library/p120-public-buildings-service-cost-and-schedulemanagement-policy-10006-pbs Kelso, P. (2007, October 10). London 2012: Cost Of Olympic Stadium Nearly Double By 2012. https://www.theguardian.com/sport/2007/ oct/11/Olympics2012.politics Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute.

Vartabedian, R. (2021, February 22). A ‘low-cost’ Plan For California Bullet Train Brings $800 Million In Overruns, Big Delays. https://www.latimes. com/california/story/2021-02-22/california-bullet-train-dragados-designchanges

10

PM magazine | SPRING 2021

STUDENT TEAM Biographies

Cornelius Djameh MSPM c/o 2021 Cornelius Djameh obtained his bachelor’s degree in information systems and a minor in business administration from Morgan State University (MSU) in 2012. He has worked in various fields as a project controls analyst and in different IT fields as both an assessor and associate project manager.

After the completion of his master’s degree in project management, Cornelius plans to use the acquired knowledge from MSU and his experience as a project manager to further advance development in his immediate environment. He also plans to manage not-for-profit organizations that help military personnel transition into the civilian workforce.

DeLona M. Gaines, CSM MSPM c/o 2021 DeLona M. Gaines is a business operations specialist with the Department of Homeland Security’s United States Citizenship and Immigration Services. She has 15 years of both federal government service and federal acquisition experience, as well as 10 years of program and project management experience. She holds Federal Acquisition Certifications in Contracting (FAC-C), Project and Project Management (FAC-P/PM), and Contractor Officer’s Representative (FAC-COR); and a Certified Scrum Master (CSM) certification.

DeLona has a bachelor of science degree in management studies with a contract management and administration minor from the University of Maryland Global Campus. DeLona’s goal is to sit for either the Certified Associate in Project Management (CAPM) or Project Management Professional (PMP) exam this spring.

Dion Golatt, Sr. BSAE, CAPM, SMC, APRM MSPM c/o 2021 Dion Golatt, Sr. currently serves as the director of facilities for Pearson Online and Blended Learning in Columbia, MD. Having received his bachelor of science degree in architectural engineering from North Carolina Agricultural and Technical State University in Greensboro, NC in 1991, Dion has over 30 years of building industry experience as both a project manager and facility manager. Over the past 14 years, his experience has been specifically related to building and managing educational facilities. He is currently studying to receive his master of science degree in Project Management from Morgan State University this spring and hopes to obtain his Project Management Professional (PMP) certification.

Britanni C. Harris, CSM, PMP MSPM c/o 2021 Britanni Harris is chief operations strategist and founder of Pitched & Partnerships Consulting and Development. With advocacy and belief that education alone is a tool strong enough to develop communities, Britanni specializes in equity advisement, strategic planning, and program development for organizations serving under-resourced communities. Britanni is a West Baltimore native and 2015 graduate of Morgan State University. She represents the National Academy Foundation on the CollegeBound Foundation’s Executive Board and serves on the Pratt Advisory Council. Her recent editorial has been featured in The Baltimore Sun and latest strategic planning efforts were recorded in Mayor Brandon Scott’s Business, Neighborhood, and Workforce Development Transition Committee. After graduation, Britanni plans to continue to advise organizations, publish editorials, and pursue her company’s goal to plant parks and educational resource hubs internationally.

Michael Hallmen, MSEE, BSEE, PE, CAPM, LEED BD+C MSPM c/o 2021 Michael Hallmen is an engineering supervisor at the City of Baltimore, Department of Public Works – Office of Engineering and Construction. He has over 15 years of project management experience in aeronautical and electrical power systems design.

For the past six years, he has managed the design and construction of water and wastewater treatment facilities. He received his undergraduate degree in electrical engineering from Morgan State University in 2010 and a master’s degree in electrical engineering from Johns Hopkins University in 2015. He is currently finishing a second master’s degree in project management and working toward his Certified Construction Manager (CCM) certification. With his degree, Michael hopes to work internationally on critical water and wastewater infrastructure systems in emerging markets.

Eseosa Osunde, PMP, SMC MSPM c/o 2021 Eseosa Osunde currently works as a graduate assistant at Morgan State University. She has earned a bachelor’s degree in project management from the Federal University of Technology, Akure, Ondo state, Nigeria in 2015. She has experience in project management in the construction industry and currently specializes in data analysis. Eseosa is a Certified Project Manager Professional (PMP) and Scrum Master. After the completion of her master’s degree, she plans to get a job as an IT project manager and increase her knowledge in the field with the hopes of starting a project management consulting firm in the future.

SPRING 2021 | PM magazine

11

Lakia Williams, MBA MSPM c/o 2021 Lakia Williams is a client and community relationship specialist for PNC Bank. She is a member of Alpha Kappa Alpha Sorority, Inc. She has five years of experience in the banking industry. In 2011, she obtained a bachelor’s degree in business administration and marketing and in 2019, a master’s degree in business administration. All degrees were earned at Morgan State University. She is currently finishing a second master’s degree in project management. Upon graduation, she plans to continue working in the finance industry and become a project manager for her current employer.

Our Program & Links to PMI 100% ONLINE GRADUATE PROGRAMS IN PROJECT MANAGEMENT Morgan State University’s graduate programs in Project Management are offered by the department of Information Science and Systems in the Earl G. Graves School of Business and Management. The MSPM program is suitable for professionals that want to develop their knowledge and skills to move up to senior planning, consulting, and project management positions. Applicants are required to have a bachelor’s degree from an accredited university, at least two years professional level work experience, and meet the MSU Graduate School admission requirements.

The program requires 30 credits and a comprehensive examination. Program participants complete courses as a cohort. The interdisciplinary feature of the MSPM allows students to take three supporting courses that form the focus areas in a wide range of fields.

Samples of courses offered include: Foundations in Project, Program, and Portfolio Management Project Integration and Scope Management Building and Leading Successful Project Teams Project Time and Cost Management Managing Project Procurement, Quality, and Risk Students choose three courses from a list of over 40 courses to integrate project management skills in a specific subject area from Architecture; The Arts; Business; City and Regional Planning; Civil Engineering; Industrial Engineering; Information Technology; Science; and Transportation.

The Project Management Institute (PMI) offers membership to full time students in degree-granting programs at a college or university that has U.S. accreditation or the global equivalent.

A PMI student membership also offers discounts on certifications such as the Certified Associate in Project Management (CAPM) and the Project Management Professional (PMP). Additionally, PMI in collaboration with MSU has held CAPM, PMP, PMI-RMP, Agile, and ITIL exam prep workshops on the campus of Morgan State and continues to offer the workshops every spring and fall.

Please visit us at www.morgan.edu, then proceed to Academic Programs.

1700 E. Cold Spring Lane, Baltimore, Maryland 21251

12

PM magazine | SPRING 2021

Celebrating

50 years

I-95/I-695 engineering design

of serving our friends and neighbors in Baltimore Saint Paul Place and Preston Gardens improvements

jmt.com (410) 329-3100 Enhanced nutrient removal at Back River wastewater treatment plant

8