59–006 

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: 


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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’e ́tat: Radically Rethinking 

Public Services, Accenture (Nov. 1, 2013), available at: https://www.accenture.com/us-en/insightoutlook-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.’’) 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/improveprogram-management-federal-government.ashx. 4 Id. 

Page 9, strike lines 4 through 5 and insert the following new 

clause: 

‘‘(iii) Any other full-time or permanent parttime 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. 

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

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 sigVerDate Sep 11 2014 05:58 Jun 24, 2016 Jkt 059006 PO 00000 Frm 00002 Fmt 6659 Sfmt 6602 E:\HR\OC\HR637.XXX HR637

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5Gov’t Accountability Office, GAO–15–290, High-Risk Series, An Update (Feb. 2015), available at: http://www.gao.gov/assets/670/668415.pdf. 

6Gov’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. 

nificant 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

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. 


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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. 


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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 


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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 


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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 ad- ministrative 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 2018 2019 2020 2021 2017– 

2021 

CHANGES IN SPENDING SUBJECT TO APPROPRIATION 

Estimated Authorization Level .......................................................................... 2 3 5 5 5 20 


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By fiscal year, in millions of dollars— 

2017 2018 2019 2020 2021 2017– 

2021 

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. 


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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 

* * * * * * * 

§ 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)). 


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(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 


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(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 


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Sec. 

1101. Definitions. 

* * * * * * * 

1126. Program Management Improvement Officers and Program Management Policy 

Council. 

* * * * * * * 

§ 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; 


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(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 proVerDate Sep 11 2014 05:58 Jun 24, 2016 Jkt 059006 PO 00000 Frm 00013 Fmt 6659 Sfmt 6603 E:\HR\OC\HR637.XXX HR637

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vide administrative support to the Council, as appropriate, at 

the request of the Chairperson. 

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Æ 


emcdonald on DSK9F6TC42PROD with HEARING