Project Management Methodology used as a tool to develop Section 508 Compliance – Davis-Ghavami

Evaluate Session

Most Federal agencies have Section 508 Program Managers or Coordinators who report their agencies progress in implementing the federal laws and policies that transfer into procedures and guidelines for their internal stakeholders to execute. The Office of Management and Budget (OMB), General Services Administration (GSA) and the United Stated Access Board (USAB) provide instructions and best practices to assist federal agencies with training and many other resources to help develop the Section 508 Program. Federal Agencies are also required to report their progress twice a year to OMB.  The Section 508 Program Managers and Coordinators have the responsibility to show they are making progress toward being compliant with federal law. As a certified Project Manager and Business Analyst I was asked to assist my agencies Section 508 Program Manager by creating a Project Plan to help the program become compliant. Before creating the Project Plan, I needed to assess the current state of Program and then recommend how I would use the Project Management methodology (PMM) to transform the Section 508 Program to be compliant.  After many meetings with the Section 508 Program Manager it was clear that the agency’s Section 508 program was not compliant. The question then became can one Project Plan help this program become compliant. In trying to understand the root of the problem I researched other agencies programs and the GSA playbook. I thought it was important to understand what other federal agency are doing to work toward being compliant and whether they are using the PMM to achieve that goal. The objective of this research is to identify 5 federal agencies who have a mature Section 508 Program and what methods did they use to manage their projects to achieve an effective program. The PMM would be the most effective tool to help Section 508 Program Managers track and manage whether they are making progress to become compliant. The PMM will also create a framework to identify how many projects will be created to help the program mature.  Each project will produce outcomes that measure what needs to happen, and lessons learned from what did not work. The question this research will answer is whether Federal Agencies leverage the PMM when implementing their Section 508 Program.  What framework do they use to measure how their Program is making progress toward becoming effective and compliant.


  1. Introduction
  2. What are the most recent Federal Laws that enforce agencies to have a compliant Section 508 Program?
  3. What guidance does the Office of Management and Budget (OMB), General Services Administration (GSA) and the U.S. Access Control Board (USAB) provide?
  4. What is the role of the Section 508 Program Manager or Coordinator?
  5. What metrics are federal agencies mandated to report on about their program?
  6. How can the Project Management Methodology help Section 508 Program Managers and Coordinators?
  7. How many Federal Agencies use the Project Management Methodology to manage their Section 508 Program?
  8. How Section 508 Program Managers can navigate what is mandated, what is required or just best practices when implementing a Section 508 Program.


  • GSA Section 508 Playbook (n.d.) “Fed Scoop: OMB Releases IT Accessibility Guidance” Retrieved October 1, 2020
  • Anonymous (n d.) Governmentwide IT Accessibility Program (n.d) “Monitor and Report Progress” Retrieved October 10, 2020,
  • Anonymous (n.d.) “Manage a IT 598 Accessibility Program” Retrieved October 5, 2020

PMI Talent Triangle: Strategic and Business Management

Program Manager or Program Leader? – Ferraro

Evaluate Session

In the Department of Defense, “cost, schedule, performance” technical competencies and adherence to a rigid list of requirements, usually developed years in advance, have created a culture of compliance and conformance in acquisition program offices. This culture is not aligned with today’s mission of delivering capabilities at the speed of relevance. Changing the culture requires leaders, not managers. Attend this presentation to understand how culture impacts results, how to align your culture with your mission, and what leadership attributes are required to change the culture in order to deliver results.

PMI Talent Triangle: Leadership