IT Project Management demands control of cost, schedule, and scope to successfully deliver desired outcomes. With experienced and qualified staff, Gray Rock has integrated Project Management Book of Knowledge (PMBOK) concepts into successful delivery within systems engineering life cycle (SELC) processes in the federal government. Critical success factors include managing requirements changes and ensuring proper communication and effective stakeholder management. Outcomes demonstrated include successful delivery of IT products that enable not just automation, but transformation.
Focusing on the business value created by a process, we utilize an iterative approach to Business Process Improvement that enables ongoing improvement. Our Discover-Analyze-Plan-Implement-Monitor methodology yields continuous improvement as we iterate in agile segments. Gray Rock’s integration of technology and demonstrated expertise in building analytical and productivity tools greatly enhances our ability to deliver significant process improvement. Outcomes demonstrated include improved efficiency and reduced cost.
The Clinger-Cohen Act of 1996 was implemented to improve the way the federal government acquires, uses and disposes of capital assets, including IT investments. Capital Planning and Investment Control (CPIC) refers to the process used to select investments that align to the strategic mission, control the execution of these investments to ensure cost and schedule management, and evaluate investments to examine ongoing mission alignment and continued performance. Since the passing of the Federal Information Technology Acquisition Reform Act, Gray Rock has been actively engaged with OMB and other Federal Agencies in order to become compliant with the new mandate and resulting guidance, and further strengthen the IT portfolio management processes across the Federal Government. Gray Rock has demonstrated value by establishing governance frameworks, leveraging existing data to gain insight, and managing investments within those frameworks. Outcomes demonstrated include efficient IT governance, enhanced analytics and dashboard capability, and well-managed and strategically-aligned investments.
Program Management is a key discipline in the federal government as resources are invested in programs that develop capabilities to meet mission needs. PMO Support, depending on the complexity of the program or the structure of an organization, can look very differently. Common activities include assisting with OMB, agency, or bureau reporting, financial analysis, budgeting, and program documentation. Program documentation can include general program documentation (e.g., risk management) or technical program documentation, like a Life Cycle Cost Estimate (LCCE) or a Mission Needs Statement (MNS). Outcomes demonstrated include improved reporting capabilities, well-managed programs and improved mission support.