Submitted by JKamensky on Wed, 12/19/2018 - 14:14
Congress recognized the governmentwide shortage of program management talent and leadership commitment in 2016 when it passed the Program Management Improvement and Accountability Act (PMIAA). Two years after its passage, slow but steady progress is being made to implement not only the law’s requirements but also its underlying intent – to improve the government’s ability to manage large and complex programs.
Submitted by ABarnes on Mon, 03/26/2018 - 11:33
Emily Saunoi-Sandgren is the PNLC’s Research Fellow. She has the exciting and challenging job of doing all things research for the Center, including project management, fund development, and her personal favorite, crunching numbers! Before coming to the PNLC, Emily dabbled in the world of nonprofits, which gave her the bug to get a master’s degree in public policy from the Humphrey Institute. Emily is also a graduate of St. Olaf College where she ambitiously completed a triple degree in psychology, French and women’s studies.
Submitted by rthomas on Fri, 01/19/2018 - 08:52
Broadcast Date:
Saturday, May 22, 2010 - 08:47
Submitted by rthomas on Fri, 12/22/2017 - 14:55
In 2010, the U.S. Department of Homeland Security (DHS) issued its first-ever Quadrennial Homeland Security Review (QHSR) that delineates a strategy focusing on five mission priority areas for the homeland security enterprise. “Mission one is preventing terrorism and enhancing the security of the country.
Submitted by rthomas on Thu, 12/21/2017 - 13:53
OMB and Congress are demanding agencies to rein in spending. Is there a way to do more with less? According to a new IBM Center report, the answer may be “yes.”
Submitted by rgordon on Tue, 08/04/2015 - 15:08
Information technology has made possible the availability of real-time data and the tools to display that data, such as dashboards, scorecards, and heat maps. This has boosted the use of data and evidence by government decision makers in meeting their agency and program missions. But what about the use of performance metrics by agency chief information officers themselves?
Submitted by rgordon on Wed, 06/30/2010 - 14:42
Management of government projects, programs, and portfolios—and the related expenditures of public funds—are major, visible areas of interest and concern. Emphasis on performance improvement in government continues to increase steadily, supported by mandates imposed by government laws and public pressure. Despite a growing understanding of the determinants of success, increasing maturity, and a stream of successful programs and projects, project failures continue at an alarming rate.
