Assignment task1. Download the complete document from https://www.pmi.org/-/media/pmi/documents/public/pdf/case-study/pmiaa-fedpmcop-case-study.pdf2. Use 5- 10 key peer reviewed sources for your analysis (a combination of journals, conference papers, website or any other reliable source to support your analysis).Now Question isGive an executive summary that gives a big picture of the issues presented. and Explain the purpose of a Community of Practice (CoP). 600 wordsFor your reference I am pasting whole document hereIntroductionRecognizing the value of a community focused on project practice capability and how such a community couldhelp improve the performance of departments across the U.S. federal government, the leaders of the FederalProject Management Community of Practice (FedPM CoP) provide the opportunity for program and projectmanagers to share information and avoid reinventing the wheel. This bottom-up approach demonstratesthe high level of interest and commitment of federal employees and embedded contractors in building theirprogram and project management skills, capabilities, and network. The approach also recognizes that talentedprogram and project managers across government have important “know-how” and lessons learned that can beharnessed to help other program/project professionals improve performance. Even though the FedPM CoP hasbeen in existence for only a short time, the response to the availability of this community has been very positive,with significant participation across agencies and recognition from federal policymakers.Identifying the federal project management community andleading changeWith the American Recovery and Reinvestment Act (P.L. 111-5) of 2009, federal agencies assumed responsibilityfor billions of dollars of investment and faced an immense task of implementing this initiative in short order withhigh expectations of transparency and rapid results.In 2013, as their agency’s work to implement the Recovery Act drew to a close, Scott Hine and Christie Rewey,both from the Project Management Coordination Office for the Department of Energy’s Office of EnergyEfficiency and Renewable Energy, identified the need for a government-wide project management community ofpractice (CoP) that might help their agency and others share experiences, practices, and data from the wealth ofknowledge that exists across government.In a parallel initiative and unknown by Hine and Rewey, Fawn Freeman, at the Environmental ProtectionAgency (EPA), was developing a community of practice designed to accomplish many of the samegoals. In 2014, Freeman and colleagues at the EPA initiated a CoP mainly focused on informationtechnology projects. Even though the community was small by federal agency standards, it captured theinterest of approximately 60 members from about 15 organizations. The Federal Project ManagementCommunity of Practice?s the group was known at that time?osted knowledge sharing on the Officeof Management and Budget (OMB) MAX.gov website to limit access to federal employees and selectcontractors only.In the summer of 2015, Hine and Rewey resumed their efforts to create a federal CoP and learned of Freeman’sorganization. After contacting Freeman to learn more about the group, they agreed to accept the role of leadingthe CoP, and leadership transitioned from Freeman to Hine and Rewey later that summer. Today, Hine is theexecutive sponsor, Rewey the lead coordinator, and Priscilla Bumbaca coordinates some of the CoP’s activities.These leaders have significantly expanded upon the original infrastructure and mission?ncluding the wideningof the CoP’s scope to include program management as well?hile carrying on the core principles that originallyled to the community’s founding.The CoP represents a new capability that not only needed to be created but has also been adopted and usedby its stakeholders to deliver improved outcomes. Its creation and development represents an organizationaltransformation requiring the FedPM CoP leadership to communicate exactly what they are trying to achieveto their potential members?ens of thousands of federal employees and contractors working, officially orunofficially, as project managers. The CoP’s founding principle reflects that program and project managers allwork for taxpayer-funded organizations with common goals?he improvement of society and continuity ofservices. To do this, project and program managers need an avenue for sharing information with each otheracross organizational boundaries to avoid having to recreate existing materials and relearn the lessonsof others.The CoP principles resonate on a large scale. Program and project managers use myriad informationmanagement systems, but many organizations still lack robust ways of capturing some of the most valuableinformation of all?nowledge gained through human experience. It is vital to harvest these lessons beforethey are lost in the torrent of shifting missions and systems. With ever-expanding responsibilities and constantchange for program and project managers, the FedPM CoP creates a vital forum for the transfer of expertiseacross the thousands of program and project managers who work for the American people.The FedPM CoP did not form as part of a directive and it does not have sponsorship funding or even a budget.Rather, the FedPM CoP formed, and continues to grow, organically, with staff performing all tasks as dutiescollateral to their federal jobs. There is no specific executive-level direction pointing toward a desired futurestate. So, the FedPM CoP leadership needs to establish a vision that describes the targeted future state of theCoP, as well as what they expected to accomplish when they got there.For the CoP to grow and be sustainable, it has to be perceived as valuable to the entire federal projectmanagement community and enable the improvement of federal projects and program performance. Theresulting FedPM CoP vision became to: “Be the go-to source of information and best practices for programand project managers, and venue to collaborate and discuss matters with colleagues.” The vision serves asthe “guiding star” for any current or future improvement strategy and work the community leadership wouldundertake.The pathway to establishing the CoP had three phases:1. Establishing a critical mass of membership that enables the community to function;2. Establishing work groups and facilitating community work products; and3. Delivering value to federal government organizations.Regarding the goal of the FedPM CoP, Scott Hine states, “We want to help other federal agencies to improvetheir project management performance.”Establishing the FedPM CoP membership and afunctioning communityIn implementing the CoP, the first task was to attract and engage enough members to generate meaningfuloutputs. Prospective members needed a reason to join, and, to accomplish this, the FedPM CoP leadershipconducted surveys to identify knowledge areas of relevance and interest to the community. Once identified, topicswere grouped into common areas of knowledge (see Figure 1). Working groups then formed and aligned theirefforts to activities targeted toward knowledge sharing, solutions, and recommendations for addressing problemareas identified by community members. The leaders hoped that the working groups’ outputs would not onlyserve the CoP members’ interests, but also improve project and program performance across the government.Another task of this initial phase focused on developing the community infrastructure and resources. Thiswork included identifying subject matter experts, exploring partnering opportunities with related institutions,collecting relevant artifacts and data, and establishing a repository to enable sharing among members andagencies. Some outputs from these work activities have included:? Establishing the FedPM CoP Resource Library, including providing free online access to the ProjectManagement Institute’s A Guide to the Project Management Body of Knowledge (PMBOK?Guide);? Providing regular newsletters to update members on CoP activities;? Scheduling regular meetings and engagement with members;? Providing training and speaking opportunities; and? Utilizing the Federal Acquisition Institute (FAI) online newsletter, FAI Today, for communicating withcurrent and prospective CoP leaders.Continuing to build content and interestExperts from within and outside of government have spoken and participated in FedPM CoP gatherings. Theseexperts lend their knowledge and real-world experiences to further develop the topic areas and assist theworking groups. Collaboration with the FAI and external organizations, such as Project Management Institute,leveraged the knowledge, experience, and resources of these important partners. The ongoing developmentof the CoP website on the OMB MAX.gov platform supports information sharing and offers a resource library.To facilitate communication and sharing of practices, the CoP leadership set up quarterly CoP-wide meetings,monthly working group meetings, periodic in-person networking events, online discussion boards, and a speakerseries. Figure 2 depicts the current engagement model with federal and nongovernment organizations.Computer ScienceEngineering & TechnologyNetworkingNETWORK PROJECT MANAGEMENT MN601
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