You may choose to opt-out of ad cookies here. I agree to the use of these cookies to support services provided by this site:. Good Things Happen Daily! ES DE. Candidate preferences are the decision of the Employer or Recruiting Agent, and are controlled by them alone. Company: codeforce Job Description Overview Job Responsibilities: Develop, plan and schedule the development, introduction, communication and maintenance of all Projects.
Organize and control the activities of the area, assign Personnel to the various Projects and direct their activities. Please turn on JavaScript and try again. Please Provide Your Feedback Below.
E-mail Address. Work Phone. Enter comments or questions below. Submitting feedback The audits indicate that many projects are way past their schedules and dramatically over their cost estimates.
The intended audiences for this certification are federal civilian project managers and employees involved as program and project team leaders. It is particularly valuable for individuals who are interested in the systematic integration and application of project management topics and who are interested in focusing on the roles and issues of the project manager in the federal environment.
The intended audience is open minded and will benefit from a participative classroom learning environment, with facilitated discussions and knowledge sharing. The path to certification involves prerequisites in different areas for all of the levels. Many people have not had the required prerequisites and have struggled to get the certification. Many issues arise as acquisition projects are managed across multiple government agencies.
Achieving the goal set out by FAI for a consistent, improved management of acquisition projects is difficult but worth the effort. There is a huge value to successfully managing acquisition projects by government project managers and their contractors, and it is essential that this be done properly by all agencies. Civilian agencies and the Department of Defense within the federal government are involved with many projects and programs. These projects and programs deal with a great amount of money.
A vast amount of these projects and programs involve an acquisition of some sort or another. Over the years, there has been a rash of failed projects. Although there are situations in which projects are successful for both civilian and uniformed agencies, the ones that get the most attention and the headlines are the failures and it seems that some of these failures are of huge proportions.
Following are some that come to mind:. This is certainly not a complete list by any stretch of the imagination. The list could go on for several pages. The bottom line is that a tremendous amount of money is lost year after year in these various civilian and uniformed projects.
There has been an increased focus on large IT projects. In June of the Office of Management and Budget Director, Peter Orszag, stated that OMB will overhaul the federal financial management system and prohibit agencies from placing task orders or contracts for modernization efforts. By setting the scope of projects too broadly rather than focusing on essential business needs, federal agencies are incurring substantial cost overruns and lengthy delays in planned deployments.
The federal government has roughly 30 financial systems projects that will be affected by this policy, according to Orszag. Jeffrey Zients, deputy director for management and federal chief performance officer, said these changes, which may include ending some projects, will decrease that annual spending. The underlying issue is getting the government to spend its money wisely.
Along with the financial management systems reviews, Vivek Kundra, federal chief information officer, will review high-risk IT projects throughout the agencies. Officials will have to develop plans for improving the projects or risk potential changes to the fiscal budget proposal, according to a memo Orszag issued.
Kundra will issue guidance on the review process in late July. Administration officials will attempt to root out the core problems plaguing IT projects. Kundra said that the administration will strengthen existing policies and get rid of outdated or cumbersome rules. Officials also want to apply best practices to IT projects and consider other options for improving them.
One of the main issues facing government IT is the productivity gap between the private sector and the government, according to Zients, who came to the administration from the private sector. There are just as many notable problems in state government projects and commercial projects.
This involves projects that are not only IT projects but construction, engineering, and normal business projects as well. When federal and state projects fail, there is usually a large outcry from all sides concerning the schedule delays and cost overruns.
Many times the business value or opportunity window closes and nothing is installed. This will be followed by editorials talking about the taxpayer monies that have been wasted. In the commercial arena, the outcome could be loss of business, public condemnation, loss of shareholder confidence, and even business failure. Usually, massive layoffs will follow in the search for who is responsible for the failure.
The type of organization and the type of project run the full range of products, services, and results. Many of these projects were in-house developed projects but a vast majority had some type of acquisition involved.
Acquisitions of parts, supplies, and equipment projects have perhaps not as bad failures, as most of these are smaller in nature. The times lines are shorter, the process is fairly well known, is straightforward, although some of the equipment purchases can be for large sums of money and they can span a long period of time.
The curriculum consists of 1 either a pair of self-paced, distance-learning course approximately hours OR a hour instructor-led training prerequisite course; AND 2 a hour instructor-led training course. View Entry-Level Course Descriptions ». The training consists of four courses days total. Mid-Level participants will expand their skills and knowledge using an established project management methodology, and begin integrating program management skills managing a collection of related projects into their activities.
View Mid-Level Course Descriptions ». This course is explicitly for program and project team leaders with at least four 4 years of experience managing large, complex programs and multiple, simultaneous projects. A minimum of one 1 year of the experience must be with federal programs.
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