Public Sector PPM: Leadership, Stewardship, Partnership
Track C covers the missions of enterprises in the public sector, measures their results, and reveals how their strategies and execution tactics differ in three key areas: leadership, stewardship and partnership.
U.S. Federal Government Shared Services Strategy: It's More About Execution Than Planning
21 May, 2012 (09:30 AM - 10:30 AM)
As part of the U.S. Federal Government agenda to execute on the 25-Point Implementation Plan to Reform Federal Information Technology Management, the Federal Chief Information Office is developing a shared service strategy. Included are migration plans and road maps for intra-agency services, and service commitments for lines of business. Gartner offers its own analysis of this ongoing effort based on select lessons as well as learned and best practices developed by other government shared service efforts.
New Federal IT and Defense Guidelines in Acquisition and Program Management for Better Value With Less Budget Funds
21 May, 2012 (10:45 AM - 11:45 AM)
Government agencies are experiencing dramatic budget cuts now, with especially deep reductions in the Department of Defense, while maintaining their missions with new reforms, executive orders and guidelines. This trend is expected to continue over the next decade. We discuss how acquisition and IT PM leaders must work together to apply best practices to these current and future challenges. * How will government effectively manage new IT acquisitions to meet the business needs with less IT funding and ongoing IT debt? * How will government creatively and effectively attract, retrain, and retain PMs with the right acquisition and IT PM skills? * What are the best practices for government acquisition reforms for PMs to achieve success?
Net IT Out: Federal Government IT and PM Reforms Applied for PMO Success
21 May, 2012 (03:00 PM - 03:30 PM)
Since 2010, the federal government has released a number of new OMB, Department of Defense, intelligence community and federal CIO directive orders for IT reforms using improved PM and PMO cost-effective outcomes. This session discusses how complex EPMOs, PEOs, PMOs and PMs address these new challenges with greater rigor, accountability and transparency, and innovation. * How will government IT organizations and their agencies effectively apply and manage these new reforms for the right mission outcomes? * What are the best practices for achieving success while balancing shrinking budgets?
Public Sector Outsourcing Governance Techniques
22 May, 2012 (09:45 AM - 10:45 AM)
Old fashioned outsourcing is a poor fit for these turbulent times. It is being replaced by more agile, often cloud-based, multisourced delivery models. You need a new sourcing governance framework to exercise “real” control over your suppliers. We discuss governing — not coping — as the key to change for streamlining delivery and improving your outcomes within this new, multisourced environment. * How is outsourcing changing, and why? * What is multisourcing governance, and why do we need it? * What are the techniques for deploying multisourcing governance?
When Budgets Come Down: Managing Public Sector IT Acquisitions Amid Fiscal and Policy Uncertainty
22 May, 2012 (02:00 PM - 03:00 PM)
As the saying goes “anyone can manage a program when budgets are growing”…then a correction comes and times change. After more than a decade of IT spending growth across most governments, spending is now in sharp decline. Efficiencies, cost effectiveness, value for money – along with the dreaded “X percent cut to your program” compete with the relentless demand IT and productivity. These stark realities exert new and different pressures on IT program managers, their mission sponsors and agency CIOs and CAOs – and of course, their industry partners. Lessons from past corrections in Government spending offer government and industry IT professionals useful insights about resetting the IT enterprise and optimizing plans and programs to new fiscal and policy realities. Moreover, relevant and recent lessons from IT corrections across other industries and foreign governments that entered and are now exiting deep recessions offer helpful case and scenario examples for Government IT programs. This presentation addresses three key topic questions: * What should government IT acquisition communities know and plan for, as governments adjust to an austere and perhaps uncertain future budget climate? * What should change in IT programs when budgets recede and how do effective IT PMs and their acquisition ecosystems – that is, PMOs, sponsors, CIOs, CAOs and industry partners – manage change, preserve value, mitigate risk and deliver meaningful outcomes in a changed future fiscal/operational environment? * How can scenario planning, comparative assessment and benchmarking and other techniques help government IT PMs and their acquisition ecosystems plan for an uncertain future?
Case Study: How IT Program Management Offices can Successfully Manage the Transition to Insourcing
22 May, 2012 (04:00 PM - 05:00 PM)
State Department was developing a global messaging, records management and archiving system that would transform the way the State Department conducts its day to day activities. This system is known as SMART. When it became clear that the original strategy out outsourcing the development, deployment, and operations of SMART became untenable, the SMART Program was left with the difficult decision to end the program or bring the effort back in house. * How did the U.S. State Department successfully transition the SMART Program from an outsourced IT program to insourced? * What are the tradeoffs of programs using insourced versus outsourced resources in support of a large scale IT initiative? * What are the challenges and critical success factors in obtaining and developing in-house resources? * What are the limitations of using in-house resources and where does it make sense to use external support?
Net IT Out: What Are the Top 3 Challenges for a Governmentwide Mobile Strategy?
22 May, 2012 (05:15 PM - 05:45 PM)
The General Services Administration has launched a governmentwide initiative to better promote the use of mobile devices and applications across the U.S. Federal government. We discuss three major challenges to this initiative, and the primary use cases CIOs should adopt. * What are some of the major challenges to adopting mobile strategies? * How can agencies determine which devices and applications to enable for mobile access?
Measures That Matter: Keeping the IT Project Portfolio Healthy as the Budget Environment Changes
23 May, 2012 (08:30 AM - 09:30 AM)
In turbulent times such as these, government IT executives need every advantage they can muster to manage their investments in a highly dynamic environment. In addition to experience and management acumen, leveraging management tools and techniques that give decision makers the facts and insights they need to make informed decisions is vital to keeping IT project and portfolios healthy and aligned. OMB TechStat accountability sessions are one example; similar initiatives are burgeoning across all levels of government. But what do public sector project and portfolio managers and their sponsors need to know and monitor to keep their investments on track? What facts and measures really matter amid all this change? What can we learn from recent experiences in recessionary adjustment from other industries? This presentation examines what IT managers and execs in government must know about critical project performance indicators as budgeted IT resources quickly recede. * What key and relevant lessons have we learned about IT project and portfolio risk from other industries in recession? * What management tools take on added significance for IT project portfolios in highly dynamic periods of change, and what management measures matter? * What should IT project and portfolio sponsors and managers do to keep their investments aligned and management informed of their continued viability?
Capitalizing on Synergies Between EA and PPM
23 May, 2012 (11:15 AM - 12:15 PM)
In most organizations, the relationship between EA and PPM borders on adversarial. Synergies are marginalized and opportunities are lost. Here we examine this dynamic, highlighting the opportunities for synergy and contribution to business value. * What are EA and PPM about? * Where are the sources of conflict? * How can synergies be leveraged to provide business value?