A framework for analysing differences between public-sector and other-sector projects

Gasik, Stanisław

doi:10.15678/zp.2018.45.3.05

Cited by 3 publications

(2 citation statements)

References 60 publications

(77 reference statements)

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“…Several scholars contribute in this regard (e.g. Gasik 2018Gasik , 2019Grant & Pennypacker 2006;Jordan 2017;Kwak & Anbari 2010). Nevertheless, a significant corpus of knowledge is yet to emerge on the overall project maturity of governments.…”

Section: Introductionmentioning

confidence: 99%

“…None of these models, however, intend to make provision for the complex composition and combination of institutions, such as in the case of an entire government. According to Gasik (2018), the most prominent project management maturity models are CMMI © (Software Engineering Institute [SEI] 2010), P3M3 © (Office of Government Commerce [OGC] 2010) and OPM3 ® (PMI 2017). These models generally fall into three categories:…”

Section: Introductionmentioning

confidence: 99%

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Towards project management maturity: The case of the South African government

Waldt

2020

Africa’s Public Service Delivery and Performance Review

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The aim of this article was to reflect on findings from, firstly, a survey based on content analysis of strategic government documents and, secondly, focus-group interviews with senior managers in the South African Public Service, to determine the organisational readiness and overall project maturity of national government departments. Setting:The study focused on project maturity assessments in government settings and, in this case, national departments of the South African government.Methods: A qualitative design was followed utilising content analysis and focus-group interviews as two methods for data collection. Results:The findings revealed that the South African government is characterised by pockets of excellence as far as project maturity is concerned. An overarching model and uniform methodology for project management are largely absent. Conclusion:International standards and best practices should be adopted and adapted for the unique nature of governance and service delivery dynamics within South Africa. The findings accentuated the need for a far more coordinated and integrated project-based approach in government because departments are generally found to operate in silos. Various strategies are proposed to improve the project management maturity of these institutions.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Towards project management maturity: The case of the South African government

Waldt

2020

Africa’s Public Service Delivery and Performance Review

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Uncertainty in the Planning Phase of Public Projects—Its Scope, Consequences, and Possible Remedies

Kuchta

Canonico

Capone

et al. 2023

Administrative Sciences

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The aim of the study was to assess the uncertainty scope and types present in public projects, with uncertainty defined as a lack of knowledge, and to formulate recommendations for improving the success rate of public projects. Apart from a literature review, a questionnaire was administered among 60 Italian and 40 Polish public-project managers. Questions about the level of knowledge of various project aspects (e.g., project stakeholders or project environment) in the project-planning phase were asked. It was found that, in their own opinion, knowledge of essential aspects of public projects in the planning stage was fairly low among public-project managers. On top of that, the results showed in which areas, and in which of the two countries, the uncertainty was mostly present. This type of research has not been identified in the literature. In both countries, an especially high uncertainty level characterized project stakeholders. The survey’s conclusions are juxtaposed with results from the literature: the negative influence of lack of knowledge (i.e., uncertainty) on project success, specific features of public projects and public-project managers, and the fact that certain negative phenomena influencing project success are significantly more present in the public than in the private sector. Our results indicate which aspects of public projects in both countries should be subject to deep changes—as far as information collecting and processing, in the project-defining and planning phase, is concerned. All this leads to recommendations of measures to be introduced in the public sector with respect to public-project management, e.g., the establishment of project management offices, project knowledge sharing, project management training—all focused on the identified uncertainty types in public projects, such as management of project stakeholders. The main limitations of the study were the relatively small sample sizes, a non-random sample selection, a bias due to misinterpretation of the questions, and cultural differences.

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Differences between Public-Sector and Private-Sector Project Management Practices in Hungary from a Competency Point of View

Blaskovics,

Maró,

Klimkó

et al. 2023

Sustainability

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Both sustainability and strategic goals are realized in the course of implementing projects and in this way, projects are crucial for companies. Despite the growing importance of projects and the vast resources allocated to them, the success rates achieved by these projects are still considered low. Numerous reasons have been identified in the literature for why a project might succeed or fail, and it has also been revealed that a competent project manager is a key factor in this process. However, papers have mainly focused on analyzing the required competencies in general, while the sector involved is rarely considered. Thus, this paper investigates, within an exploratory framework, the success and failure rates of projects and project management competencies in Hungarian public- and private-sector organizations by using the Mann–Whitney test. Based on the results, the authors reject the idea that public-sector organizations perform better than those in the private sector, but the analysis of the data also revealed that there were differences in the perceived importance of skills in the two sectors. Customer orientation and business acumen were considered significantly more important in the private sector than in the public sector, based on the sample available. This study also revealed possible correlations among the knowledge areas and skills required. In addition to contributions to the understanding of project success, this paper can also help to improve the project management frameworks applied in public and private companies. Furthermore, the findings can be adapted for projects that require a special attribute, such as sustainability.

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A framework for analysing differences between public-sector and other-sector projects

Cited by 3 publications

References 60 publications

Towards project management maturity: The case of the South African government

Towards project management maturity: The case of the South African government

Uncertainty in the Planning Phase of Public Projects—Its Scope, Consequences, and Possible Remedies

Differences between Public-Sector and Private-Sector Project Management Practices in Hungary from a Competency Point of View

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