[House Report 114-637]
[From the U.S. Government Publishing Office]
114th Congress } { Report
HOUSE OF REPRESENTATIVES
2d Session } { 114-637
======================================================================
PROGRAM MANAGEMENT IMPROVEMENT ACCOUNTABILITY ACT
_______
June 21, 2016.--Committed to the Committee of the Whole House on the
State of the Union and ordered to be printed
_______
Mr. Chaffetz, from the Committee on Oversight and Government Reform,
submitted the following
R E P O R T
[To accompany S. 1550]
[Including cost estimate of the Congressional Budget Office]
The Committee on Oversight and Government Reform, to whom
was referred the bill (S. 1550) to amend title 31, United
States Code, to establish entities tasked with improving
program and project management in certain Federal agencies, and
for other purposes, having considered the same, report
favorably thereon with amendments and recommend that the bill
as amended do pass.
CONTENTS
Page
Committee Statement and Views.................................... 2
Section-by-Section............................................... 4
Explanation of Amendments........................................ 5
Committee Consideration.......................................... 5
Roll Call Votes.................................................. 5
Application of Law to the Legislative Branch..................... 5
Statement of Oversight Findings and Recommendations of the
Committee...................................................... 5
Statement of General Performance Goals and Objectives............ 5
Duplication of Federal Programs.................................. 6
Disclosure of Directed Rule Makings.............................. 6
Federal Advisory Committee Act................................... 6
Unfunded Mandate Statement....................................... 6
Earmark Identification........................................... 6
Committee Estimate............................................... 6
Budget Authority and Congressional Budget Office Cost Estimate... 6
Changes in Existing Law Made by the Bill, as Reported............ 9
The amendments (stated in terms of the page and line
numbers of the introduced bill) are as follows:
Page 9, strike lines 4 through 5 and insert the following new
clause:
``(iii) Any other full-time or
permanent part-time officer or employee
of the Federal Government or member of
the Armed Forces designated by the
Chairperson.''.
Page 10, strike lines 4 through 6.
Page 10, insert after line 14 the following new subsection:
(c) Technical and Conforming Amendment.--The table of
sections for chapter 11 of title 31, United States Code, is
amended by inserting after the item relating to section 1125
the following new item:
``1126. Program Management Improvement Officers and Program
Management Policy Council.''.
Committee Statement and Views
PURPOSE AND SUMMARY
S. 1550, the Program Management Improvement Accountability
Act, would improve government-wide program and project
management. The bill requires the Office of Management and
Budget (OMB) to establish government-wide standards and
policies for program management, creates the position of
Program Management Improvement Officer, and establishes an
interagency Program Management Policy Council.
BACKGROUND AND NEED FOR LEGISLATION
The federal government is estimated to spend more than $4
trillion in fiscal year 2017\1\ and even minor improvements to
efficiency can result in significant cost savings.\2\
Improvements in the leadership, training, and guidance of
project and program management could assist those efforts.
---------------------------------------------------------------------------
\1\Cong. Budget Office, The Budget and Economic Outlook 2016-2026
(Jan. 2016), available at: https://www.cbo.gov/sites/default/files/
114th-congress-2015-2016/reports/51129-2016Outlook.pdf.
\2\Bernard Le Masson, Brian J. Moran, & Steve Rohleder, Coup
D'etat: Radically Rethinking Public Services, Accenture (Nov. 1, 2013),
available at: https://www.accenture.com/us-en/insight-outlook-
radically-rethinking-public-services-government.aspx (``The United
States alone could save as much as $995 billion by 2025 by increasing
public-sector efficiency by just 1 percent a year.'')
---------------------------------------------------------------------------
A 2013 survey sponsored by the Project Management Institute
found that only 11 percent of government organizations have a
senior-level program management-related role.\3\ Moreover, only
37 percent of government respondents had a formal process for
developing program management competency--17 percent lower than
in private industry.\4\
---------------------------------------------------------------------------
\3\Nat'l Acad. of Pub. Admin., Improving Program Management in the
Federal Government (July 2015), available at: https://www.pmi.org/***/
media/PDF/Business-Solutions/improve-
program-management-federal-government.ashx.
\4\Id.
---------------------------------------------------------------------------
Even with the limited nature of program management roles
and training, the federal government has been able to achieve
tangible benefits in certain areas. For example, the U.S.
Government Accountability Office publishes an annual report on
duplication, fragmentation, overlap and other potential cost
savings in the federal government and a biennial report on
programs that are deemed ``high risk'' of waste, fraud, and
abuse. The extra attention to the programs highlighted as
duplicative or inefficient has produced significant positive
results for the taxpayer. Attention to high risk areas has
resulted in more than $40 billion in financial benefits and 866
other improvements related to high-risk areas.\5\ Similar
efforts to improve specific areas identified in the annual
report on duplication and other cost savings will result in
$125 billion in financial benefits.\6\
---------------------------------------------------------------------------
\5\Gov't Accountability Office, GAO-15-290, High-Risk Series, An
Update (Feb. 2015), available at: http://www.gao.gov/assets/670/
668415.pdf.
\6\Gov't Accountability Office, GAO-16-375SP, 2016 Annual Report:
Additional Opportunities to Reduce Fragmentation, Overlap, and
Duplication and Achieve Other Financial Benefits (April 2016),
available at: http://www.gao.gov/assets/680/676473.pdf.
---------------------------------------------------------------------------
Turning agency best practices into government-wide policies
for program and project managers could help to stop waste
before it starts. S. 1550 begins this process by requiring the
Office of Management and Budget (OMB) to establish standards
and policies for program management. OMB would be required to
oversee implementation of those standards and engage with the
private sector to identify best practices. S. 1550 also
requires OMB to establish a five-year strategic plan for
program and project management.
Further, S. 1550 establishes a long-term view of
improvements to program and project management by creating a
Program Management Improvement Council and requiring every
agency to designate a Program Management Improvement Officer.
The Council would be comprised of five top officials from OMB
and the Program Management Improvement Officer from each
agency. The Council would advise OMB in establishing standards
and identifying best practices, review high risk programs, and
discuss topics of importance to workforce. Agency-designated
Project Management Improvement Officers would be tasked with
leading the agency in implementing the standards set by OMB and
developing a strategy for enhancing the role of project
managers in the agency.
LEGISLATIVE HISTORY
S. 1550, the Program Management Improvement Accountability
Act, was introduced on June 10, 2015, by Senator Joni Ernst (R-
IA) and Senator Heidi Heitkamp (D-ND). The bill was referred to
the Committee on Homeland Security and Governmental Affairs
(HSGAC). On June 24, 2015, HSGAC considered S. 1550 at a
business meeting. Senator Ernst offered a substitute amendment,
and an additional modification to the substitute. Senator
McCain offered an amendment to require the GAO to issue a
report examining the effectiveness of the legislation on
improving Federal program and project management in conjunction
with the annual GAO ``High Risk'' list. All amendments were
adopted by voice vote. HSGAC ordered the bill, as amended,
reported favorably by voice vote. On November 19, 2015, the
Senate passed S. 1550 by unanimous consent.
In the House, S. 1550 was referred to the Committee on
Oversight and Government Reform. The Committee considered S.
1550 at a business meeting on May 17, 2016. Chairman Jason
Chaffetz (R-UT) offered an amendment to clarify the membership
of the council created by S. 1550, which was adopted by voice
vote. The Committee ordered the bill favorably reported, as
amended, by voice vote.
Identical legislation, H.R. 2144, was introduced in the
House on April 30, 2015 by Congressmen Todd Young (R-IN) and
Gerald Connolly (D-VA). The bill was referred to the Committee
on Oversight and Government Reform.
Section-by-Section
Section 1. Short title
Designates the short title of the bill as the ``Program
Management Improvement Accountability Act.''
Section 2. New responsibilities for the Deputy Director for Management
Requires the Deputy Director for Management at the U.S.
Office of Management and Budget (OMB), subject to the direction
and approval of the OMB Director, to adopt and oversee
implementation of government-wide standards, policies, and
guidelines for program and project management; chair the
Program Management Policy Council; establish standards and
policies for program and project management planning and
delivery; engage with the private sector to identify best
practices; conduct portfolio reviews to address programs
identified as ``High Risk'' by the Government Accountability
Office (GAO); and establish a five-year strategic plan for
program and project management. Exempts the Department of
Defense (DOD), to the extent that the provisions of this
paragraph are substantially similar to or duplicative of the
provisions of Chapter 87 of Title 10.
Requires OMB to issue standards, policies, and guidelines
within a year of enactment, and within 90 days later, requires
OMB to issue regulations as necessary to implement this
section.
Section 3. Program Management Improvement Officers; Program Management
Council
Requires each Chief Financial Officer (CFO) Act agency to
designate a senior executive as the ``Program Management
Improvement Officer'' (PMIO) to implement program management
policies and develop a strategy for enhancing the role of
program managers.
Exempts DOD from these requirements, to the extent that
they are substantially similar to or duplicative of the
provisions of Chapter 87 of Title 10.
Establishes the ``Program Management Policy Council'' to
review programs identified as high risk by GAO and make
recommendations for actions to be taken; advise on the
development of standards for program management transparency;
and review information on performance.gov.
The Council shall be composed of the PMIO from each CFO Act
agency, and the following five members from OMB: the Deputy
Director for Management (Chair); the Administrator of the
Office of Electronic Government; the Administrator of Federal
Procurement Policy; the Controller of the Office of Federal
Financial Management; and the Director of the Office of
Performance and Personnel Management. The Council shall meet at
least twice per year.
Requires each agency with a PMIO serving on the Council to
provide administrative support.
Section 4. Program and project management personnel standards
Requires OMB to issue regulations within 180 days after the
date on which the standards, policies, and guidelines that are
required under Section 2 of the Act are issued that identify
key skills and competencies needed for a program and project
manager in an agency; establish a new job series, or update and
improve an existing job series, for program and project
management; and establish a new career path for program and
project managers.
Section 5. GAO report
Requires, no later than three years after the date of
enactment, GAO to issue, in conjunction with the High Risk
list, a report examining the effectiveness of provisions of the
Act that seek to improve federal program and project
management.
Explanation of Amendments
During Full Committee consideration of the bill, Chairman
Jason Chaffetz (R-UT) offered an amendment to clarify that
membership on the Program Management Policy Council is limited
to federal employees and to remove a provision exempting the
council from a provision in the Federal Advisory Committee Act
(FACA) that requires a FACA committee to terminate after two
years. The amendment was agreed to by voice vote.
Committee Consideration
On May 17, 2016, the Committee met in open session and
ordered reported favorably the bill, S. 1550, by voice vote, a
quorum being present.
Roll Call Votes
No roll call votes were requested or conducted during Full
Committee consideration of S. 1550.
Application of Law to the Legislative Branch
Section 102(b)(3) of Public Law 104-1 requires a
description of the application of this bill to the legislative
branch where the bill relates to the terms and conditions of
employment or access to public services and accommodations.
This bill enhances the role of federal program and project
managers by establishing policies, leadership, and an
interagency council. This bill does not relate to employment or
access to public services and accommodations.
Statement of Oversight Findings and Recommendations of the Committee
In compliance with clause 3(c)(1) of rule XIII and clause
(2)(b)(1) of rule X of the Rules of the House of
Representatives, the Committee's oversight findings and
recommendations are reflected in the descriptive portions of
this report.
Statement of General Performance Goals and Objectives
In accordance with clause 3(c)(4) of rule XIII of the Rules
of the House of Representatives, the Committee's performance
goals and objectives of the bill is to amend title 31, United
States Code, to establish entities tasked with improving
program and project management in certain Federal agencies.
Duplication of Federal Programs
No provision of this bill establishes or reauthorizes a
program of the Federal Government known to be duplicative of
another Federal program, a program that was included in any
report from the Government Accountability Office to Congress
pursuant to section 21 of Public Law 111-139, or a program
related to a program identified in the most recent Catalog of
Federal Domestic Assistance.
Disclosure of Directed Rule Makings
The Committee estimates that enacting this bill does not
direct the completion of any specific rule makings within the
meaning of 5 U.S.C. 551.
Federal Advisory Committee Act
The Committee finds that the legislation does establish or
authorize the establishment of an advisory committee within the
definition of 5 U.S.C. App., Section 5(b).
Unfunded Mandate Statement
Section 423 of the Congressional Budget and Impoundment
Control Act (as amended by Section 101(a)(2) of the Unfunded
Mandate Reform Act, P.L. 104-4) requires a statement as to
whether the provisions of the reported include unfunded
mandates. In compliance with this requirement the Committee has
received a letter from the Congressional Budget Office included
herein.
Earmark Identification
This bill does not include any congressional earmarks,
limited tax benefits, or limited tariff benefits as defined in
clause 9 of rule XXI.
Committee Estimate
Clause 3(d)(1) of rule XIII of the Rules of the House of
Representatives requires an estimate and a comparison by the
Committee of the costs that would be incurred in carrying out
this bill. However, clause 3(d)(2)(B) of that rule provides
that this requirement does not apply when the Committee has
included in its report a timely submitted cost estimate of the
bill prepared by the Director of the Congressional Budget
Office under section 402 of the Congressional Budget Act of
1974.
Budget Authority and Congressional Budget Office Cost Estimate
With respect to the requirements of clause 3(c)(2) of rule
XIII of the Rules of the House of Representatives and section
308(a) of the Congressional Budget Act of 1974 and with respect
to requirements of clause (3)(c)(3) of rule XIII of the Rules
of the House of Representatives and section 402 of the
Congressional Budget Act of 1974, the Committee has received
the following cost estimate for this bill from the Director of
Congressional Budget Office:
U.S. Congress,
Congressional Budget Office,
Washington, DC, June 13, 2016.
Hon. Jason Chaffetz,
Chairman, Committee on Oversight and Government Reform, House of
Representatives, Washington, DC.
Dear Mr. Chairman: The Congressional Budget Office has
prepared the enclosed cost estimate for S. 1550, the Program
Management Improvement Accountability Act.
If you wish further details on this estimate, we will be
pleased to provide them. The CBO staff contact is Matthew
Pickford.
Sincerely,
Keith Hall.
Enclosure.
S. 1550--Program Management Improvement Accountability Act
Summary: S. 1550 would amend federal law with the aim to
improve program and project management in the federal
government. The legislation would establish a council to be the
primary interagency forum for program and project management.
The legislation also would add additional responsibilities to
the Office of Management and Budget (OMB), and require agencies
to designate a senior executive as the Program Management
Improvement Officer. Finally, S. 1550 would establish standards
for program and project management personnel.
CBO estimates that implementing S. 1550 would increase the
administrative costs of federal agencies by a total of $20
million over the 2017-2021 period; such spending would be
subject to the availability of appropriated funds. Enacting S.
1550 could affect direct spending by agencies not funded by
annual appropriations; therefore, pay-as-you-go procedures
apply. CBO estimates, however, that any net changes in direct
spending by those agencies would be negligible. Enacting the
legislation would not affect revenues.
CBO estimates that enacting S. 1550 would not increase net
direct spending or on-budget deficits in any of the four
consecutive 10-year periods beginning in 2027.
S. 1550 contains no intergovernmental or private-sector
mandates as defined in the Unfunded Mandates Reform Act (UMRA)
and would not affect the budgets of state, local, or tribal
governments.
Estimated Cost to the Federal Government: The estimated
budgetary effect of S. 1550 is shown in the following table.
The costs of this legislation fall primarily within budget
function 800 (general government).
------------------------------------------------------------------------
By fiscal year, in millions of dollars--
-------------------------------------------
2017-
2017 2018 2019 2020 2021 2021
------------------------------------------------------------------------
CHANGES IN SPENDING SUBJECT TO APPROPRIATION
Estimated Authorization 2 3 5 5 5 20
Level......................
Estimated Outlays........... 2 3 5 5 5 20
------------------------------------------------------------------------
Basis of estimate: For this estimate, CBO assumes that S.
1550 will be enacted late in 2016 and that spending will follow
historical patterns for similar activities.
Some provisions of the legislation would codify and expand
current efforts for project management such as the General
Services Administration's Performance Improvement Council where
federal agencies and OMB collaborate to improve the performance
of federal programs. However, based on information from OMB and
the cost of similar councils, CBO anticipates that the workload
of the 20 largest federal agencies would increase by as much as
$500,000 per year to meet requirements in the act to fund the
council's activities, prepare new reports, and conduct
additional management training. CBO estimates that implementing
S. 1550 would cost about $5 million annually after a phase-in
period. Over the 2017-2021 period, CBO estimates that
implementing the legislation would cost $20 million for
additional personnel and training expenses; such spending would
be subject to the availability of appropriated funds.
Pay-As-You-Go Considerations: The Statutory Pay-As-You-Go
Act of 2010 establishes budget-reporting and enforcement
procedures for legislation affecting direct spending or
revenues. Enacting S. 1550 could affect direct spending by some
agencies (such as the Tennessee Valley Authority) because they
are authorized to use receipts from the sale of goods, fees,
and other collections to cover their operating costs.
Therefore, pay-as-you-go procedures apply. Because most of
those agencies can adjust the amounts collected as operating
costs change, CBO estimates that any net changes in direct
spending by those agencies would be negligible. Enacting the
legislation would not affect revenues.
Increase in long-term net direct spending and deficits: CBO
estimates that enacting S. 1550 would not increase net direct
spending or on-budget deficits in any of the four consecutive
10-year periods beginning in 2027.
Intergovernmental and private-sector impact: S. 1550
contains no intergovernmental or private-sector mandates as
defined in UMRA and would not affect the budgets of state,
local, or tribal governments.
Previous CBO estimates: On September 14, 2015, CBO
transmitted a cost estimate for S. 1550 as ordered reported by
the Senate Committee on Homeland Security and Governmental
Affairs on June 24, 2015. The two versions of S. 1550 are
similar and CBO's estimates of the costs are the same.
Estimate prepared by: Federal Costs: Matthew Pickford;
Impact on State, Local, and Tribal Governments: Zachary Byrum;
Impact on the Private Sector: Paige Piper/Bach.
Estimate approved by: H. Samuel Papenfuss, Deputy Assistant
Director for Budget Analysis.
Changes in Existing Law Made by the Bill, as Reported
In compliance with clause 3(e) of rule XIII of the Rules of
the House of Representatives, changes in existing law made by
the bill, as reported, are shown as follows (new matter is
printed in italics and existing law in which no change is
proposed is shown in roman):
TITLE 31, UNITED STATES CODE
* * * * * * *
SUBTITLE I--GENERAL
* * * * * * *
CHAPTER 5--OFFICE OF MANAGEMENT AND BUDGET
* * * * * * *
SUBCHAPTER I--ORGANIZATION
* * * * * * *
Sec. 503. Functions of Deputy Director for Management
(a) Subject to the direction and approval of the Director,
the Deputy Director for Management shall establish
governmentwide financial management policies for executive
agencies and shall perform the following financial management
functions:
(1) Perform all functions of the Director, including
all functions delegated by the President to the
Director, relating to financial management.
(2) Provide overall direction and leadership to the
executive branch on financial management matters by
establishing financial management policies and
requirements, and by monitoring the establishment and
operation of Federal Government financial management
systems.
(3) Review agency budget requests for financial
management systems and operations, and advise the
Director on the resources required to develop and
effectively operate and maintain Federal Government
financial management systems and to correct major
deficiencies in such systems.
(4) Review and, where appropriate, recommend to the
Director changes to the budget and legislative
proposals of agencies to ensure that they are in
accordance with financial management plans of the
Office of Management and Budget.
(5) Monitor the financial execution of the budget in
relation to actual expenditures, including timely
performance reports.
(6) Oversee, periodically review, and make
recommendations to heads of agencies on the
administrative structure of agencies with respect to
their financial management activities.
(7) Develop and maintain qualification standards for
agency Chief Financial Officers and for agency Deputy
Chief Financial Officers appointed under sections 901
and 903, respectively (excluding any officer designated
or appointed under section 901(c)).
(8) Provide advice to agency heads with respect to
the selection of agency Chief Financial Officers and
Deputy Chief Financial Officers (excluding any officer
designated or appointed under section 901(c)).
(9) Provide advice to agencies regarding the
qualifications, recruitment, performance, and retention
of other financial management personnel.
(10) Assess the overall adequacy of the professional
qualifications and capabilities of financial management
staffs throughout the Government and make
recommendations on ways to correct problems which
impair the capacity of those staffs.
(11) Settle differences that arise among agencies
regarding the implementation of financial management
policies.
(12) Chair the Chief Financial Officers Council
established by section 302 of the Chief Financial
Officers Act of 1990.
(13) Communicate with the financial officers of State
and local governments, and foster the exchange with
those officers of information concerning financial
management standards, techniques, and processes.
(14) Issue such other policies and directives as may
be necessary to carry out this section, and perform any
other function prescribed by the Director.
(b) Subject to the direction and approval of the Director,
the Deputy Director for Management shall establish general
management policies for executive agencies and perform the
following general management functions:
(1) Coordinate and supervise the general management
functions of the Office of Management and Budget.
(2) Perform all functions of the Director, including
all functions delegated by the President to the
Director, relating to--
(A) managerial systems, including the
systematic measurement of performance;
(B) procurement policy;
(C) grant, cooperative agreement, and
assistance management;
(D) information and statistical policy;
(E) property management;
(F) human resources management;
(G) regulatory affairs; and
(H) other management functions, including
organizational studies, long-range planning,
program evaluation, productivity improvement,
and experimentation and demonstration programs.
(3) Provide complete, reliable, and timely
information to the President, the Congress, and the
public regarding the management activities of the
executive branch.
(4) Facilitate actions by the Congress and the
executive branch to improve the management of Federal
Government operations and to remove impediments to
effective administration.
(5) Chair the Chief Information Officers Council
established under section 3603 of title 44.
(6) Provide leadership in management innovation,
through--
(A) experimentation, testing, and
demonstration programs; and
(B) the adoption of modern management
concepts and technologies.
(7) Work with State and local governments to improve
and strengthen intergovernmental relations, and provide
assistance to such governments with respect to
intergovernmental programs and cooperative
arrangements.
(8) Review and, where appropriate, recommend to the
Director changes to the budget and legislative
proposals of agencies to ensure that they respond to
program evaluations by, and are in accordance with
general management plans of, the Office of Management
and Budget.
(9) Provide advice to agencies on the qualification,
recruitment, performance, and retention of managerial
personnel.
(10) Perform any other functions prescribed by the
Director.
(c) Program and Project Management.--
(1) Requirement.--Subject to the direction and
approval of the Director, the Deputy Director for
Management or a designee shall--
(A) adopt governmentwide standards, policies,
and guidelines for program and project
management for executive agencies;
(B) oversee implementation of program and
project management for the standards, policies,
and guidelines established under subparagraph
(A);
(C) chair the Program Management Policy
Council established under section 1126(b);
(D) establish standards and policies for
executive agencies, consistent with widely
accepted standards for program and project
management planning and delivery;
(E) engage with the private sector to
identify best practices in program and project
management that would improve Federal program
and project management;
(F) conduct portfolio reviews to address
programs identified as high risk by the
Government Accountability Office;
(G) not less than annually, conduct portfolio
reviews of agency programs in coordination with
Project Management Improvement Officers
designated under section 1126(a)(1) to assess
the quality and effectiveness of program
management; and
(H) establish a 5-year strategic plan for
program and project management.
(2) Application to department of defense.--Paragraph
(1) shall not apply to the Department of Defense to the
extent that the provisions of that paragraph are
substantially similar to or duplicative of the
provisions of chapter 87 of title 10.
* * * * * * *
SUBTITLE II--THE BUDGET PROCESS
* * * * * * *
CHAPTER 11--THE BUDGET AND FISCAL, BUDGET, AND PROGRAM INFORMATION
Sec.
1101. Definitions.
* * * * * * *
1126. Program Management Improvement Officers and Program Management
Policy Council.
* * * * * * *
Sec. 1126. Program Management Improvement Officers and Program
Management Policy Council
(a) Program Management Improvement Officers.--
(1) Designation.--The head of each agency described
in section 901(b) shall designate a senior executive of
the agency as the Program Management Improvement
Officer of the agency.
(2) Functions.--The Program Management Improvement
Officer of an agency designated under paragraph (1)
shall--
(A) implement program management policies
established by the agency under section 503(c);
and
(B) develop a strategy for enhancing the role
of program managers within the agency that
includes the following:
(i) Enhanced training and educational
opportunities for program managers that
shall include--
(I) training in the relevant
competencies encompassed with
program and project manager
within the private sector for
program managers; and
(II) training that emphasizes
cost containment for large
projects and programs.
(ii) Mentoring of current and future
program managers by experienced senior
executives and program managers within
the agency.
(iii) Improved career paths and
career opportunities for program
managers.
(iv) A plan to encourage the
recruitment and retention of highly
qualified individuals to serve as
program managers.
(v) Improved means of collecting and
disseminating best practices and
lessons learned to enhance program
management across the agency.
(vi) Common templates and tools to
support improved data gathering and
analysis for program management and
oversight purposes.
(3) Application to department of defense.--This
subsection shall not apply to the Department of Defense
to the extent that the provisions of this subsection
are substantially similar to or duplicative of the
provisions of chapter 87 of title 10.
(b) Program Management Policy Council.--
(1) Establishment.--There is established in the
Office of Management and Budget a council to be known
as the ``Program Management Policy Council'' (in this
subsection referred to as the ``Council'').
(2) Purpose and functions.--The Council shall act as
the principal interagency forum for improving agency
practices related to program and project management.
The Council shall--
(A) advise and assist the Deputy Director for
Management of the Office of Management and
Budget;
(B) review programs identified as high risk
by the General Accountability Office and make
recommendations for actions to be taken by the
Deputy Director for Management of the Office of
Management and Budget or a designee;
(C) discuss topics of importance to the
workforce, including--
(i) career development and workforce
development needs;
(ii) policy to support continuous
improvement in program and project
management; and
(iii) major challenges across
agencies in managing programs;
(D) advise on the development and
applicability of standards governmentwide for
program management transparency; and
(E) review the information published on the
website of the Office of Management and Budget
pursuant to section 1122.
(3) Membership.--
(A) Composition.--The Council shall be
composed of the following members:
(i) Five members from the Office of
Management and Budget as follows:
(I) The Deputy Director for
Management.
(II) The Administrator of the
Office of Electronic
Government.
(III) The Administrator of
Federal Procurement Policy.
(IV) The Controller of the
Office of Federal Financial
Management.
(V) The Director of the
Office of Performance and
Personnel Management.
(ii) The Program Management
Improvement Officer from each agency
described in section 901(b).
(iii) Any other full-time or
permanent part-time officer or employee
of the Federal Government or member of
the Armed Forces designated by the
Chairperson.
(B) Chairperson and vice chairperson.--
(i) In general.--The Deputy Director
for Management of the Office of
Management and Budget shall be the
Chairperson of the Council. A Vice
Chairperson shall be elected by the
members and shall serve a term of not
more than 1 year.
(ii) Duties.--The Chairperson shall
preside at the meetings of the Council,
determine the agenda of the Council,
direct the work of the Council, and
establish and direct subgroups of the
Council as appropriate.
(4) Meetings.--The Council shall meet not less than
twice per fiscal year and may meet at the call of the
Chairperson or a majority of the members of the
Council.
(5) Support.--The head of each agency with a Project
Management Improvement Officer serving on the Council
shall provide administrative support to the Council, as
appropriate, at the request of the Chairperson.
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