Government and Governance: The Value of Project Management in the Public Sector

2009 ◽  
Vol 40 (1) ◽  
pp. 73-87 ◽  
Author(s):  
Lynn H. Crawford ◽  
Jane Helm
Keyword(s):  
Project Management ◽  
Public Sector ◽  
The Public

scholarly journals Outsourcing Project Management Services in the Public Sector

2010 ◽  
Vol 1 (1) ◽  
pp. 25-32 ◽  
Author(s):  
A. Vagelatos ◽  
H. Tsaknakis ◽  
F. Foskolos ◽  
T. Komninos
Keyword(s):  
Project Management ◽  
Public Sector ◽  
The Public ◽  
Management Services

Utilization of Project Management Software in Qatari Government Organizations

2010 ◽  
Vol 1 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

scholarly journals Factors Affecting Project Management in the Public Sector

2016 ◽  
Vol 22 (1) ◽  
pp. 206-214
Author(s):  
Ivana Nekvapilova ◽  
Jaromir Pitas
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Public Administration ◽  
Project Managers ◽  
Project Team ◽  
International Standards ◽  
Factors Affecting ◽  
The Public ◽  
Research Organizations ◽  
Project Objectives

Abstract Abiding by the principles and rules of project management in the public administration environment provides project managers with a range of pitfalls that can influence the success of the project. This fact has been proved by a number of analysed projects. The managers themselves claim that the most challenging problem from the perspective of project management and assessment of the project success is the field of leadership (the leading of the project team by a project manager). The authors of this article have therefore identified the most important factors for assessing the success of the project management of a team by a manager at various stages of the lifecycle of a project. Furthermore, both the direct and indirect impact of not respecting these factors in achieving the project objectives and in creation of job satisfaction within the project team have been presented in compliance with the data analysis of completed projects in the public sector and the authors’ own experience in dealing with projects in the public sector. The article offers approaches to mitigate some negative aspects regarding the principles and rules of project management according to recognized international standards. Although the article is primarily intended for project managers in the public administration environment, it can also provide some inspiration for fresh approaches to the field of leadership for project managers in the private sector. This article was written as a part of the project Development of Social Skills of a Soldier (LEADER_DZRO_K104), funded by institutional support, which is intended for the development of research organizations in the Ministry of Defence (DZRO K-104) funded from.

Vienna Construction Projects: Redirection of Project Management Critical Success Factors—More Focus on Stakeholders and Soft Skills Development

2018 ◽  
Vol 16 (2) ◽  
pp. 337-359
Author(s):  
Helmut Wanivenhaus ◽  
Jure Kovač ◽  
Anja Žnidaršič ◽  
Igor Vrečko
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Soft Skills ◽  
Project Managers ◽  
The Public ◽  
Business Environments ◽  
Critical Success

Although research interest in project management is increasingly directed at analyzing development trends in different business environments, the public sector in this respect has received surprisingly little intention. This paper analyzes the perception of the relevance of particular project management critical success factors among project managers and other project stakeholders in the public sector with relatively high organizational project management maturity. The main focus of research is the city of Vienna and its construction projects. An extensive quantitative survey showed the changing perceptions of the key projects’ success factors—namely, strengthening the importance of developing soft skills and stakeholders’ management.

scholarly journals Project management in the public sector: a bibliometric analysis (1988-2014)

2017 ◽  
Vol 12 (2) ◽  
pp. 01-20
Author(s):  
Diego Honorato Clemente ◽  
Roberto Marx ◽  
Marly Monteiro de Carvalho
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Bibliometric Analysis ◽  
The Public

scholarly journals Project management methodology in the public and private sector: The case of an emerging market

2017 ◽  
Vol 6 (1) ◽  
pp. 26-37
Author(s):  
Azamat Oinarov ◽  
Dana Eshimova
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Private Sector ◽  
Emerging Market ◽  
Public And Private ◽  
Project Management System ◽  
The Public ◽  
Low Exposure ◽  
Public And Private Sector ◽  
Specific Project

Application of project management methodologies in different countries is varied. The preference of a particular methodology largely depends on the specific features of a project management system in use. The aim of the paper is to draw the attention of project-involved readers to the need to develop, not a guide, but a specific project management methodology for projects in the public-private sector. The objective pursued by the paper is to provide useful recommendations for improving the existing methodologies on project management in the public-private sector. Kazakhstan’s experience in implementing project management methodologies in its public sector is sporadic while its private sector uses of modern methodologies build on external investor proven practices. At the background of the low exposure of the public sector to the best of project management methodologies, the paper reviews existing international project management methodologies and develops useful recommendations on the methodology, most suitable for a developing country’s public-private sector, on Kazakhstan’s example.

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