Presentation (1 of 4): Implementing the Program Management Improvement Accountability Act
Abstract: Federal program and project managers have an important obligation to ensure programs and projects deliver critical services to the American public efficiently and effectively. To accomplish this, OMB and Federal agencies will leverage three key strategies as part of a 5-year strategic plan for implementing the PMIAA. Outlined below, these strategies focus on clarifying key roles and responsibilities, identifying principles-based standards, holding managers accountable for results, and building a capable program management workforce. (Abstract from OMB M-18-19)
PMI Talent Triangle: Strategic and Business Management
Presentation (2 of 4): Federal Project Management Training Panel Discussion
Abstract: Facing many competing priorities, federal project managers must allocate their training hours and dollars wisely. The Program Management Improvement and Accountability Act (PMIAA) requires Strengthening PM Capacity to Build a Capable PM Workforce through the investment in building program management capacity and capability over time through increased training opportunities, career pathways, and mentorship opportunities. . But, what training and development should they seek, and what is the best way to find it? Improving the management of Government programs will require agencies to professionalize this critical workforce on an increasing basis, encouraging the application of education, training, and experience to inform critical thinking and expert analysis that will support decision-making and overcome challenges to program implementation and execution. Agencies will develop program and project managers via a career path that provides experience and mentorship opportunities designed to teach these skillsets.
In this session, federal leaders of PM training, communities of practice, and acquisition career management will share real-world experiences of offering, delivering, pursuing and making the most of training, learning, and development opportunities in the federal government. We’ll present a case study of a cross-functional course for integrated project teams and improving critical thinking skills (unconfirmed). We’ll also discuss leveraging the knowledge of experienced project managers by mentoring entry and mid-level PMs.
PMI Talent Triangle: Strategic and Business Management
Presentation (3 of 4): Certification for Federal Program/Project Managers Panel Discussion
Abstract: Join us for a lively discussion of the issues surrounding federal program and project management certification. The position of PMIAA is that certifications alone have not shown a positive impact in the improvement of federal programs. This panel will explore many of the questions revolving around certifications, including types of certifications, experience vs. certifications, and recruitment and retention of program/project managers.
What certifications should be required for federal program and project managers: FAC-P/PM? PMP? DAWIA? Other? How will existing certifications tie into the Program Management Accountability and Improvement Act (PMIAA) implementation? How to influence agencies to provide opportunities for certification? How best to account for differences between program and project management? Also, how do we balance the importance of certifications vs. experience? How to attract program and project managers from outside the federal government to enter federal careers? How do we provide a credential that is transportable between agencies? Should PM certifications be a requirement in federal hiring? What type of learning and development should be considered to expand the skills of PMs beyond certification training? How is the FAC-P/PM-IT certification utilized in federal agencies?
PMI Talent Triangle Skill: Strategic and Business Management
Presentation (4 of 4): Real Program Managers of the Federal Government Panel Discussion
Abstract: This panel presentation will bring together seasoned program managers from across the federal government. They’ll highlight major programs they have worked on and how program management works in the federal government. We will highlight highly visible programs, and include a discussion of how deputy program managers (typically, contractors) work alongside federal PMs.
PMI Talent Triangle: Strategic and Business Management
Biography: LaTanya S. Anderson is the Associate Dean of Program Management and Training Delivery of the U.S. Department of the Interior’s University (DOIU) and the Program Manager of the Interior Acquisition Institute. She is a results-driven leader of learning solutions that transform and shape the federal workforce to innovating, creative problem-solving, strategic teaming, and responsible stewardship of Americans’ taxpayer dollars. Prior to her appointment at DOIU, she served as a Project Manager managing multi-million dollar enterprise-level projects, acquisition activities, and initiatives related to the planning, engineering, and implementation of IT infrastructure improvements and enhancements in support of the mission of the U.S. Department of Veterans Affairs and was the Program Manager for the development of the U.S. Department of Transportation’s regulatory management system. In addition, she has over 15 years’ experience providing federal tactical, operational, and strategic direction as well as performing as an authoritative advisor to cabinet-level leaders on policy and governance of program, acquisition, and IT and is a member of federal advisory boards and workgroups for those knowledge and policy areas. She has been the Lead for reports to Office of Management and Budget (OMB), the General Accounting Office (GAO), and to Congress on the status of Departmental projects and has been instrumental in driving Departmental initiatives in the development of technology. LaTanya is also the Lead of the FedPM Community of Practice’s IT Working Group.
Since 2002, she has served under Secretaries and Assistant Secretaries at cabinet-level federal agencies and has been the recipient of a number of awards and honors to include: U.S. Department of Defense, Office of the Secretary of Defense, Employer Support of the Guard and Reserve Patriotic Employer Award (April 2017); U.S. Department of the Interior Procurement Managers Conference Speaker (October 2016); American Council for Technology Industry Advisory Committee’s (ACT-IAC’s) 2013 Future Now Leaders Award Nomination (February 2013); U.S. Department of Veteran Affairs Executive Leadership VA (LVA) Nomination (January 2012); and U.S. Department of Transportation’s Office of the Secretary’s Award of Excellence (October 2010) and Office of General Counsel’s Damon P. Whitehead Award for Community Service (May 2008).
Before working for the Federal Government, LaTanya performed project administration as a private sector IT consultant for Unisys, General Dynamics, and Manpower Technical as well as a staff member for the U.S. edition of the Stars and Stripes Newspaper. She is certified at the senior level with the Federal Acquisition Certification for Program and Project Managers (FAC-P/PM) and in Managing IT Projects from the George Washington University School of Business. She possesses a Master’s in Business Administration (MBA), Master’s of Science (MS) in Technology Management with a specialization in Project Management, and a Bachelor’s of Arts (BA) in Media Communications all from the University of Maryland.
She is a native of the District of Columbia and passes on many interesting stories that were told to her about historic Washington, DC, and has her own about growing up as a child of a U.S. Secret Service agent and Vietnam-Era combat Veteran. Furthermore, she is featured in “Go-Go Live: The Musical Life and Death of a Chocolate City” by Natalie Hopkinson regarding the music and culture of, Go-Go, DC’s homegrown music genre.
