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Can Government Learn About Project Management From the Rest of The World
9 CAN THE FEDERAL GOVERNMENT LEARN ABOUT PROJECT MANAGEMENT FROM THE REST OF THE
Joe Siraj WORLD? Director Facilities/Real Estate Between 1902 and 1913 the Corps of Engineers built Pearson, Inc. the Panama Canal but the 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 rigorous procurement processes as well as detailed similarities between two close neighbors in the US successfully or not. cost estimating guidance. For example, in the US, and UK are even more apparent when you consider
“Usually the root cause of poorly defined scope and requirements 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 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. 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. definition begins during the delivery phase.” 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 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: 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 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 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/ quality? The solution may lay in the private sector in leadership and administration changes then it Government Services Agency. (2016, August 4). Public Buildings Service approach where innovation is encouraged, resources is easy to understand why even the most positive Cost And Schedule Management Policy. [P-120] GSA https://www.gsa. are flexible and agile, effective communication is prioritized, decisions are speedy, and goals and objectives are made clear. Most importantly, the strategies fall short. “The ability to quickly pivot gov/directives-library/p120-public-buildings-service-cost-and-schedulemanagement-policy-10006-pbs Kelso, P. (2007, October 10). London 2012: Cost Of Olympic Stadium ability to quickly pivot and adapt to changes quickly is something that the majority of government and adapt to changes quickly Nearly Double By 2012. https://www.theguardian.com/sport/2007/ oct/11/Olympics2012.politics agencies have struggled with. is something that the majority Project Management Institute. (2017). A Guide to the Project Management Another important similarity is that both jurisdictions find challenges with cost estimation and budget setting. As reported by The Guardian, In the UK, of government agencies have struggled.” Body of Knowledge (PMBOK guide) (6th ed.). Project Management Institute. Vartabedian, R. (2021, February 22). A ‘low-cost’ Plan For California Bullet the 2012 Olympic Stadium was completed millions Train Brings $800 Million In Overruns, Big Delays. https://www.latimes. of euros over budget followed closely by the com/california/story/2021-02-22/california-bullet-train-dragados-designCalifornia High-Speed Train Project in the US Having described these challenges, it would changes that is yet to be completed but already $37B over appear a negative picture for project delivery in budget (Vartabedian, 2021). A number of reports the US government, but it is apparent that similar by organizations such as Govloop for the US, and circumstances also exist in the UK. Furthermore, my Institute of Faculty and Actuaries (IFA) in the UK have own research indicates that project delivery in other identified this as an area for improvement in both European jurisdictions also suffer the same issues countries. That being said, the most common factors on a regular basis. Is the rest of the world managing that cause these issues are errors in procurement, their projects better? The answer is actually no, they unit rates, or poorly defined scope. This issue is are not so advanced to warrant the US to consider quite surprising as the US and UK both have very the grass to be greener on the other side. The
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.
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
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.
