Projects, Government, and Public Policy

Description

Many governments have effectively organized public project implementation systems in their jurisdictions. At the same time, many other countries remain at a less advanced level of public project management. Globally, there is a need for project management knowledge to be transferred between governments. However, no systematic review of these practices has been developed to date. Projects, Government, and Public Policy was written to fulfill this need and presents a review of project management practices in countries with developed project-based capabilities. This book uses its own rigorous model to present this review systematically. This book’s practical purpose is to give a structured overview of government-level project management practices. This knowledge can be used in the work of governments to improve the management of public projects and the implementation of public policies. Many professionals working in public institutions understand project management concepts differently than project management professionals. Therefore, this book begins with a chapter that describes the differences between the conceptual basis of public administration and project management. The body of this book has five parts. Part I is mainly intended for those involved in government and public administration who want to acquire or increase knowledge about project management. Part II provides an overview of the basic concepts from the theory of public administration, public policies, and development management. Part III describes what makes public projects unique and the success factors specific to projects of this sector. Knowledge about effective government project management practices is covered in Part IV. The concluding Part V begins with a general overview of the maturity model concept. Its main part covers the description of a maturity model showing ways to systematically improve the implementation of public projects. This book is written for governments and government administrators, including the most influential decision-makers, who craft policies to guide a country’s development as well as how to implement projects. This book is also intended for supporters and enthusiasts of project management in government and public administration by providing them with a description of the solutions used by project management in public administration. This book is intended, too, for all project management practitioners working for public projects: project managers, team members, sponsors, and middle-level executives of project-delivering private companies. By knowing public administration concepts, they can manage their projects better and use a common language with their clients. Cover Half Title Title Page Copyright Page Contents Preface: Why Do We Need This Book? The Importance of Public Projects Public Policies as Projects The Role of Project Management Problems with Public Projects Benefits of Project Management for Public Policies Different Types of Public Policies Governments and Project Management Goals of this Book Practical Goals Theoretical Goals Recipients of this Book Structure of this Book Notes Acknowledgments Author Chapter 1. Discrepancies between Public Administration and Project Management 1.1 Introduction 1.2 Anti-management 1.3 Ignoring 1.4 Basic Discrepancies 1.4.1 Practical Stream 1.4.2 Theoretical Stream 1.5 Parallel Works 1.5.1 Maturity Models 1.5.2 A Non-traditional Approach to Implementation 1.6 Fragmentary School 1.7 Different Understanding of Common Concepts 1.8 Incompatibility of Conceptual Structures Notes Part I: Project Management for Public Administration Chapter 2. The Most Important Concepts 2.1 What Is a Project? 2.2 Product Development and Management 2.3 Components of Projects 2.4 Project Life Cycle: Integration Management 2.4.1 Waterfall Project Life Cycle 2.4.1.1 Example of Presidential Election 2.4.1.2 Example: Implementation of the Paperless Work System in an Organization 2.4.2 Incremental Project Life Cycle 2.4.3 Agile Approach 2.4.4 Project Product and Its Life Cycle Notes Chapter 3. What Is Managed in Projects? 3.1 A Review of Managerial Areas 3.2 What Should Be Developed in Projects? Scope Management 3.2.1 SMART Requirements 3.2.2 Requirement's Priority - MoSCoW Model 3.2.3 Traceability Matrix 3.2.4 Work Breakdown Structure 3.3 Project Schedule and the Critical Path: Schedule Management 3.3.1 Example: Building a House 3.4 What Would Be the Project Budget? Cost Management 3.5 Project Information: Earned Value Management, Communications Management 3.5.1 Example: Laying a New Surface on a Public Road 3.6 What You Should Know? Knowledge Management 3.7 Who Will Do It? Human Resource Management 3.8 What Are We Afraid of? Risk Management 3.9 Subcontractors' Projects: Procurement Management 3.10 Who Will Help Us? Who Will Disturb? Stakeholder Management 3.11 How to Deliver Good Projects? Quality Management 3.12 Plans and Changes: Integration Management Again 3.13 Transition of Project Products Notes Chapter 4. Preparing Organization for Project Implementation 4.1 Permanent Structures and Projects 4.2 Project Knowledge in Organization Note Chapter 5. Managing Multiple Projects 5.1 Is One Project Enough? Project Programs 5.2 Which Projects to Implement? Project Portfolios 5.3 How to Analyze Projects? Project Families Note Chapter 6. Other Approaches to Project Management 6.1 Logical Framework Approach 6.2 ISO 21500 Standard 6.3 SCRUM Notes Part II: Public Administration for Project Managers Chapter 7. State, Its Structure, and Development Phases Chapter 8. Government and Public Administration 8.1 Organizations and Institutions 8.2 State and Public Administration 8.3 Types of Governmental Organizations 8.3.1 Central Institutions 8.3.2 Government Agencies 8.3.3 Governmental Enterprises 8.3.4 Project Implementing Agencies 8.3.5 Committees 8.4 Autonomy and Centralization 8.5 Public Services 8.6 Civil Service 8.7 What Is Important in the Public Sector? Note Chapter 9. Governance 9.1 What Is Governance? 9.2 State Governance 9.3 Project Governance 9.4 Public Project Governance Note Chapter 10. Instruments - What Governments Can Do? 10.1 What Is a Policy Instrument? 10.2 Different Ways of Instruments Implementation 10.3 Types of Policy Instruments' Results Chapter 11. Public Policies 11.1 What Is a Public Policy? 11.1.1 The Problem; Policy Area 11.1.2 The Vision of the Target State 11.1.3 Political Decisions 11.1.4 Actions 11.2 Structures of Public Policies 11.3 Strategy and Policy 11.4 Policy Programs 11.4.1 Policy Programs and Project Programs 11.4.2 Project-Based and Operation-Based Policies and Programs 11.5 Public Policy Life Cycles 11.6 Agenda Setting 11.7 Policy Forming 11.7.1 Analysis, What Is Going On? 11.7.2 Policy Goals 11.7.3 Policy Design 11.7.4 Approval 11.8 Implementation 11.8.1 Change in Organization 11.8.2 Acting 11.8.3 Policy Change 11.8.4 Top-Down and Bottom-Up Implementation 11.9 Closing Policy Implementation 11.10 Evaluation 11.11 Types of Public Policies 11.11.1 Acting and Non-acting 11.11.2 Substantial and Procedural Policies 11.11.3 Level of Stakeholder Engagement 11.11.4 Policies of State Development Phases 11.11.5 Policies in the Electoral Cycle 11.11.6 Covering the Areas of State Activity with Policies 11.11.7 Unambiguity and Conflicts as Policy Classifying Factors 11.12 Management and Public Policies Notes Chapter 12. Phases of Understanding Public Administration 12.1 Classical Public Administration 12.2 New Public Management 12.3 New Public Governance 12.4 Neo-Weberian State Note Chapter 13. Quality of Government 13.1 Introduction 13.2 What Is a Good Government? 13.3 Functioning of Good Government 13.3.1 Politics 13.3.2 Efficiency and Effectiveness 13.3.3 Solutions in the Most Important Areas 13.4 Rules of Good Government 13.5 Results of Good Governing 13.6 Projects for Good Governments Note Chapter 14. State Capabilities 14.1 What Is Capability? 14.2 Capability Development 14.3 Projects as Meta-capabilities Note Part III: Public Projects Are Specific Chapter 15. Approaches to Differences between Research on Public and Other Sector Projects 15.1 The Denying Differences Stream 15.2 The Public Projects' Research Stream 15.3 The Averaging Stream 15.4 The Stream of Differences Analysis Chapter 16. Differences between Public Projects and Projects of Other Sectors 16.1 Projects as Organizations 16.2 Constituting Differences between Public Projects and Projects of Other Sectors 16.3 Managerial Differences 16.3.1 Governance 16.3.2 Integration Management 16.3.2.1 Project Goals 16.3.2.2 Initializing 16.3.2.3 Planning 16.3.2.4 Execution and Control 16.3.3 Scope Management 16.3.4 Schedule Management 16.3.5 Cost Management 16.3.6 Quality Management 16.3.7 Human Resource Management 16.3.8 Stakeholder Management 16.3.9 Communications Management 16.3.10 Risk Management 16.3.11 Procurement Management 16.4 The Layered Model of Differences Notes Chapter 17. Differences of Complexity 17.1 What Is Complexity? 17.2 Survey on Project Complexity 17.3 Survey Results 17.3.1 The External Management 17.3.2 The Internal Management Note Chapter 18. Why Public Projects Succeed 18.1 What Is a Public Project Success? 18.2 What Influences the Success and Failure of Public Projects? 18.2.1 Politics 18.2.2 Stakeholders 18.2.3 The Specificity of Public Organizations 18.2.4 Corruption 18.2.5 Early Project Phases 18.2.6 Human Resources 18.2.7 Management Methods 18.2.8 External Environment 18.3 Public Projects Success Factors 18.3.1 The Most Important Success Factors 18.3.2 The Second Group of Factors 18.3.3 The Third Group of Factors Part IV: Practices of Public Project Management Note Chapter 19. Governance Territory (Government Level) 19.1 Public Procurement Regulations 19.2 Governance of Projects 19.2.1 The Project-Level Regulations 19.2.2 The Sector-Level Regulations 19.2.3 The Government-Level Regulations 19.2.3.1 Argentina 19.2.3.2 USA, Federal Government 19.2.3.3 Canada, Federal Government 19.3 Audit Chambers 19.4 Standards Notes Chapter 20. Delivery Territory 20.1 Project Management Offices 20.1.1 Governmental Project Management Offices 20.1.2 Local Project Management Offices 20.1.3 Other Structures 20.2 The Hierarchy of Project Bodies and Roles 20.3 Management of Project Portfolio 20.4 Management of Projects: From Initiation to Evaluation 20.4.1 Project Life Cycle 20.4.2 Initiation 20.4.2.1 Submitting Initiatives 20.4.2.2 Unsolicited Proposals 20.4.2.3 Modes of Initiating Public Sector Projects 20.4.2.4 The Portfolio Mode 20.4.2.5 The Individual Modes 20.4.2.5.1 Direct Initiation 20.4.2.5.2 One-Step Process 20.4.2.5.3 Two-Step Process 20.4.2.5.4 More Complex Initiation Processes 20.4.2.5.5 The Dynamic Project Initiation Process 20.4.2.6 Mixed Mode of Project Initiation 20.4.2.7 Initiation Monitoring 20.4.2.8 Stakeholder Participation 20.4.3 Planning 20.4.3.1 Structure of Project Plan 20.4.3.2 Developing a Plan 20.4.3.3 Project Plan Approval 20.4.3.4 Methodological Support 20.4.4 Execution 20.4.4.1 Project Execution by PMO 20.4.4.2 PMO's Services for Projects 20.4.4.3 Reporting 20.4.4.4 Coordination of Cooperation 20.4.5 Monitoring 20.4.6 Control 20.4.7 Closing 20.4.8 Evaluation 20.4.9 Variants of Project Life Cycles 20.4.10 Agile Approach 20.4.10.1 Selection of Projects to Be Implemented Using the Agile Method 20.4.10.2 Ways of Agile Projects Implementation 20.4.10.3 Implementing Agile in the Organization 20.4.11 Classifications of Projects 20.5 Project Assurance 20.5.1 Phases and Gates 20.5.1.1 UK OGC GatewayTM Process 20.5.1.2 Other Forms of Checking Project Status 20.5.2 Approaches to Project Assurance 20.5.2.1 Self-assessment 20.5.2.2 Assurance Performed by the Parent Entity 20.5.2.3 Independent Assurance 20.5.2.4 Area Reviews 20.6 Engagement of Stakeholders 20.7 Actors Management 20.7.1 Suppliers 20.7.2 Project Managers 20.7.2.1 Requirements 20.7.2.2 Professional Development 20.7.2.3 Certification 20.8 Knowledge Management 20.8.1 Knowledge Codification 20.8.2 Knowledge Exchange and Transfer 20.8.3 Informing about Projects 20.9 Methodologies and Systems 20.9.1 Project Management Methodologies 20.9.2 Project Implementation Systems 20.10 Model of Delivery Territory Notes Chapter 21. Support Area 21.1 Problem-Oriented Support 21.2 Process-Oriented Support Chapter 22. Development Area 22.1 Advisory Bodies 22.2 Development Directions 22.3 Development Modes 22.3.1 Individual Mode 22.3.2 System Mode Chapter 23. Governmental Project Implementation System and Managing It 23.1 Governmental Project Implementation System 23.2 Governmental Project Management Part V: The Way Ahead. How to Improve It? Note Chapter 24. Maturity Models 24.1 Ways to Improve Maturity in Organization (TBC) 24.1.1 Intuitive level 24.1.2 General Level 24.1.3 Specialized Level 24.2 What Is a Maturity Model? 24.3 Sector-Independent Maturity Models 24.4 Public Sector Maturity Models 24.5 Project Management Organizational Level Maturity Models 24.6 Process Management Governmental Level Maturity Models 24.7 Project Management Governmental Level Maturity Studies 24.8 Ways to Improve Maturity in Organization (continued) Notes Chapter 25. Improving Governmental Project Implementation Systems with GPM3 25.1 The Initial Level 25.1.1 Definition 25.1.2 Exemplary Practices 25.2 The Local Level 25.2.1 Definition 25.2.2 Exemplary Practices 25.2.3 Benefits 25.3 The Governmental Level 25.3.1 Definition 25.3.2 Exemplary Practices 25.3.3 Benefits 25.4 The Support Level 25.4.1 Definition 25.4.2 Exemplary Practices 25.4.3 Benefits 25.5 The Optimizing Level 25.5.1 Definition 25.5.2 Exemplary Practices 25.5.2.1 Individual Optimizing Level 25.5.2.2 System Optimizing Level 25.5.3 Benefits 25.6 The Role and Applications of GPM3® Summary References: Source Materials References: Literature Index