Delivering Results, Innovation, Value, and Efficiency Management
BACKGROUND:
The U.S. Postal Service’s 2011 Annual Report to Congress and Comprehensive Statement on Postal Operations stated that the Postal Service needed significant improvement in managing strategic projects and noted the beginning of a rigorous, disciplined process for developing, reviewing, and tracking strategic initiatives.
The Postal Service uses the Delivering Results, Innovation, Value, and Efficiency (DRIVE) program management process to manage programs and operations to achieve strategic objectives.
Our objective was to compare the Postal Service’s DRIVE program management process to best-in-class corporate program management practices.
WHAT THE OIG FOUND:
The Postal Service’s DRIVE program compares favorably to the best-in-class program management practices identified in our analysis. While the DRIVE program is promising, it does not ensure that projects will be successful. For example, in prior audits (such as the Flats Sequencing System and Commercial Mail Entry Initiatives reports) we identified concerns with project management. In those reports we cited the need for improved tracking, monitoring, training, collaboration, and performance projections. We plan to review the relationship between program management and project management best practices in a future audit.
Additionally, the DRIVE program does not use an important identified best practice which requires regular audits and controls for each project at the program manager level.
Further, while standard program management processes are implemented, a formal policy supporting the overall program management process has not been developed. By establishing a Postal Service-wide policy for executing program management, the Postal Service can better manage program performance and improve project team accountability.
RECOMMENDATIONS:
We recommended management evaluate implementing the additional best practice within the DRIVE program of regular audits and controls for each project at the program manager level. We also recommended management develop and implement a Postal Service-wide program management policy.