The presentation discusses implementing program management changes within the resistant environment of the Department of Commerce. The task was to establish a performance measurement baseline and common project management processes across the 12 operating bureaus. This was challenging due to the bureaus' independence and lean headquarters. The blueprint for change involved leadership, goal-setting, innovation, team-building, and balancing politics and culture. Through active cooperation and buy-in from the team, the new processes aimed to maximize efficiency while achieving positive results.

1. NASA Program Management Challenge
2010
Implementing Program Management
Change in a Resistant Environment
February 9-10, 2010
Presented by
Izella M. Dornell
Office of the Secretary, Department of Commerce
Director Program Management
Used with Permission

2. Program Management Change
This presentation will use examples from an
actual experience from the Department of
Commerce
“ To Enact Change in a Resistant
Environment “
2

3. Program Management Change
 The Task
 Implement an integrated program performance process that
provides holistic program assessment across the department’s
investment portfolio
 The Environment
 Twelve individual operating units
 Lean Headquarters organization
 The Blue Print
 Leadership
 Program Management Goals
 Balanced Results
 Collaboration
 Team Building
 Best Practices 3

4. Program Management Change
The Task
Background: OMB, Congress and GAO have placed much
attention on program investment and project
performance assessment to ensure that projects are
delivered on time, within scope and within budget.
Task Definition
 Establish a Performance Measurement Baseline
 Measure performance against the baseline
 Report the status of the performance to the Secretary of
Commerce and external stakeholders
 Establish common project management processes and
practices within the Department to allow for a more
common approach to project management throughout
4

5. Program Management Change
The Environment
 The U.S. Department of Commerce has a broad mandate to
advance economic growth and jobs and opportunities for
the American people
 It has cross-cutting responsibilities in the areas of:
 trade
 technology
 entrepreneurship
 economic development
 environmental stewardship
 statistical research and analysis
 The products and services touch the lives of Americans and
American companies in many ways, including weather
forecasts, decennial census and patent and trademark
protection for inventors and businesses
5

6. Commerce And You
Commerce Public Web Site Time provided by NIST
US World Population National Weather Service
6

7. Program Management Change
The Environment
 The Department has twelve (12) Operating
Bureaus outside the Office of the Secretary
 NOAA, Census, NIST, NTIS, USPTO, ITA
 MBDA, BEA, ESA, BEA, BIS, NTIA
 No tradition of top down management emanating
from the Office of the Secretary
 Bureaus are charged with carrying out specific
substantive functions i.e. programs of the
Department to fulfill mission requirements
 Bureaus are led by Under Secretaries and receive
their funding appropriations directly from
Congress
7

8. Program Management Change
The Environment
Change = Tug of War
Department Bureaus
8

9. Program Management Change
Blue Print Tools
Goals
Team
Innovation Leadership
Building
Culture
&
Politics
9

10. Program Management Change
Blue Print Tools
 Leadership
 Effective leaders first gain an understanding
of the context of their organization
 Mission
 Stakeholders
 Constraints
 Political environment
 Culture
10

11. Program Management Change
Blue Print Tools
 Leadership
 Use different leadership styles
 Define and focus on your goals and objectives
 Articulate a strategy for moving forward
 Engage employees/team members
 Put customers first
 Involve key stakeholders
 Seize the moment
 Communicate, communicate and communicate
 Create alignment
 Expect the unexpected
 Stick with it
11

12. Program Management Change
Blue Print Tools
 Goals
 Effective program management recognizes
the value of goal setting
 Setting “smart goals” requires
 Identifying the objectives for the mission at hand
 Plan to execute
 Commitment to results
 Metrics or means to measure progress
12

13. Program Management Change
Blue Print Tools
 Innovation
 Innovation is a hot topic. While not usually viewed as a tool,
innovation can assist leaders in improving performance and
achieving organizational goals
 IBM developed a typology to characterize different types of
innovation within an organization
 Forster Business Model Innovation
 Foster Operations Innovation
 Foster Products/Services Innovation
 Foster Management Innovation
 Effective program management recognizes the value of goal setting
 Challenge: Fostering the right mix in your organization
13

14. Program Management Change
Blue Print Tools
Team Building Results
Organizational
Goals
Collaboration Innovation
14

15. Program Management Change
Blue Print Tools
 Team Building
 Fostering collaboration through “team
building” is the key component for
effective program management and
change
 Must realize that people are the
foundation for building and nurturing
program and project teams
15

16. Program Management Change
Blue Print Tools
 Team Building Components
 Purpose
 Structure
 Motivation
 Dynamics
 Communication
 Respect for members
 Feedback
 Closure
16

17. Program Management Change
Blue Print Tools
 Politics
 Exist in all organizations
 Recognize the culture
 Meet members/organizational needs
 Solve problems
 Communicate recommendations
 Influence the intended outcome
Goal: Move the organization forward getting to
repeatable positive results across all
organizational entities.
17

18. Program Management Change
Balanced Results
Processes implemented to
maximize program and project
efficiency with the “active
cooperation” and “buy-in” from
the TEAM
18

19. Program Management Change
Balanced Results
Cohesive Team Positive Results
Jane NOAA John Census Bill Secretary Zee PMO
Balance
Best Practices
19

20. Change is Good
 What do you need to be able to do?
 Create a Blue Print
 Know the Environment
 Determine the Leadership
 Establish organizational goals/mission focus
 Build a functional team
 Build relationships
 Establish alliances and coalitions
 Beware of organizational “land mines” i.e. politics/culture
20

21. Change is Good
 How can this be accomplished?
 Manage for results within organization’s
mission goals
 Identify remedies
Enjoy and Celebrate Successes
21