The Knight Foundation’s report The Emergence of Civic Tech: Investments in a Growing Field has some very intersting data on the investments in “open government” and “open data” that it refers to overall as “civic technology.”
In some ways managing “big data” tools and processes is no different than figuring out how to manage any other type of technological innovation. The technology is introduced, experts emerge and help control and shape evolving practical applications, and management eventually figures out what is worth keeping and what can be discarded.
The title of this article is “Meetings and the Limits of Government Transparency.” No, I’m not writing about NSA, Snowden, or national security. I’m writing about some government staff meetings and how open they should be to the public.
I’ve been researching how the federal budget sequester is impacting federal projects and project managers. In “Mitigation of Sequestration Impacts on Project Management” I suggested that not all Federal programs are able to quickly assess and reconfigure ongoing projects in the face of sequestration-related uncertainties, so I’ve given some thought to …
While data generated by a government program should be readily available and shareable among its target constituencies and members of the public, I also believe that resources devoted to improving the transparency of a government program should also promote the accomplishment of that program’s goals.
There will always be a need to conduct formal evaluations of how well government programs perform. Such evaluations must take into account the complexity of programs and the need to distinguish among short term and long term impacts and the intervening conditions that also impact program effectiveness.
The Washington Post article this past week “Why not measure how well government works?” asks the reasonable question, “Why aren’t more government programs evaluated?” Also asked, is “Why aren’t government programs that are evaluated and found wanting just canceled?”
Making government program data more “open” should be the responsibility of the program that is responsible for generating the data. The cost of doing so should also be part of the budget of that program.
Given availability of data on government programs from sources as diverse as Performance.gov, Data.gov, Sunlight Foundation, and the State of the USA project, where can we go for impartial reporting on the impacts sequestration will have on the US economy?
In Agile grows up and new challenges emerge author Rick Freedman points out what project managers, sooner or later, learn from the School of Hard Knocks: changing and improving project management practices to improve the likelihood of project success involves not just improved management methods but also cultural changes within the sponsoring organization.
I recently had a discussion with Robyn Tippins on Google+. I know Robyn from our podcasting days and from Linkedin Bloggers. Robyn, who recently moved to Read Write Web to serve as Community Manager, had mentioned she was hoping it would be possible to schedule posts in advance on Google+:
Here’s some light reading: the US Dept. of Veterans Affairs’ Office of the Inspector General’s “Audit of the Project Management Accountability System Implementation.” Known as “PMAS,” the system was put in place in 2009 to provide better oversight of the VA’s troubled IT development projects. This was done in light of a history of cost overruns and failed IT projects at the VA.
One of my favorite media commentators is Jeff Jarvis. I especially enjoy his weekly converaations hosted by Leo Laporte on This Week in Google. Jarvis’ perspective always gets at the big picture of what’s happening with the web economy.
I always thought when seeing the movie Close Encounters of the Third Kind that the musical conversation between the alien Mothership and the humans was cut short when the aliens realized they were no longer playing with a human but with a computer program.