How to Run a Successful Government Project

First, before we discuss what actually goes into running a successful government project, let's define what a project is. If you were to ask people in your agency, department, or office to define what a project is, most would say that "it is a bunch of things that need to get done for blah, blah, blah". They're not far off the definition at all. A project is a series of steps or tasks that together bring about an end result within a certain period of time.

So, what makes a government project different than other projects? They are usually longer in duration, have multiple team members, and include multiple vendors and products.

What then is the first ingredient of running a successful government project? This would be having a project manager who has previously managed government projects. If the project is large enough or if the impact of the project is great, then you will definitely want a project manager. The project manager is the glue to the project. It is the project manager's job to have the project completed on time, on budget, and delivering the solution that meets the requirements. The project manager understands the government environment with its personnel rotating, budget cuts, implementing a solution similar to another department within the same agency, decisions made at the executive level that impact the project, etc. So what is this glue a project manager brings to the project? It's simple, really: leadership. The project manager understands what his/her role is and understands the other roles and what the other players are doing. Leadership is understanding that the project manager manages and lets the other members do their jobs. 

Project Managers bring a defined methodology and items that have lead to successful projects in the past that lay out how the project will be conducted. That methodology has certain distinct phases that allow for planning, analyzing, developing and implementing. It doesn't matter if you are implementing new procedures or a new software application, the methodology can be used for any project. Planning is the first step. This is where your project takes on the tone for the duration. It is during this phase that the scope is defined (if not already done through the RFP process), the project plan defined and the work breakdown structure developed. The project plan is the overall approach to the project and the work breakdown structure contains the actual tasks, duration, resources, etc. After defining the scope as to what's in it and what's not, we then move into assessing.  This is a very critical piece as this is where the requirements are gathered, analyzed, and agreed upon. Once that is achieved, the solution can then be developed and tested. Once tested and approved, the solution is put into place. 

We have all heard the horror stories of projects that run amuck. If we were able to be flies on the wall in those project debriefs, we would find the following answers as to why:

1. Didn't follow the methodology
2. Scope creep or changes in scope
3. Didn't get requirements sign off
4. Ran over budget
5. Ran over time period

Of all the items in the above graphic, the one piece that is most important is communication. Just as the project manager is the glue to the project, communication is the solvent. It is crucial that communication occurs because communication brings reality and understanding of what's going on. Even if the communication is hard to deliver, it is the bridge to understanding and helping bring people to the same page. 

What then are the other ingredients for a successful government project?

1. Listening. Listening to what the customer says and knowing when to be quiet.
2. Working with the customer and building a great team relationship.  For instance, including the customer in the interview process for potential project team members.
3. Weekly meetings with the entire team
4. Weekly meeting with the project manager and the key customer personnel
5. Weekly status reports and budget reports
6. Following the project methodology
7. Identifying issues as soon as possible and bringing them to the customer's attention

One other very important ingredient is knowledge transfer. Why is it crucial? As I always say, 'If I win the lottery and retire to the beach, you don't want me holding all the information of the project'. There are two schools of thought, and you want to make sure that your project manager and team are of the belief of sharing the knowledge.

Written by Tracy Wear, Practice Manager