Creating Value in the Public Sector: Intelligent Project Selection in the US Federal Government

Sep 08, 2011

In March of this year, the Government Accountability Office (GAO) found multiple areas within federal agencies where programs were duplicated and money could be saved. A new report, sponsored by Oracle and researched by the Economist Intelligence Unit, highlights how federal agencies are responding to the GAO’s findings through refined project management practices to “cut the fat” in an attempt to avoid budget cuts and create value within their agency.

Interviews with the Department of Energy (DOE) , the National Aeronautics and Space Administration (NASA) and the Department of Veterans Affairs(VA) reveals how agency leaders are:

  • Taking a holistic approach to program evaluation by investigating how new programs will fit with existing programs, how they will operate and what they will cost.
  • Building a feedback loop into the evaluation process in order to redefine planning continually, rather than only at the beginning of each budget cycle.
  • Prioritizing the programs that are most important to maintaining the agency’s mission. Adding this into an agency’s operating plan can allow for budgets to be reallocated across a portfolio as needed, to ensure the highest priorities are met.
  • Assuming the worst-case scenario in terms of budget cuts, and planning accordingly.