Let’s talk about public projects!
SERIES ARTICLE
By Stanisław Gasik
Warsaw, Poland
Introduction
The PMBOK®[1] Guide is undoubtedly the most important publication in the field of project management. This, of course, also applies to the 8th version of this document (PMI, 2025), published in November 2025. With all the undeniable advantages of PMBOK® Guide in mind, in this article I discuss the possibilities of applying its selected elements in public administration.
In this article, when referring to the latest version of this document (both basic components, the Standard, which constitutes the first part, and the PMBOK® Guide itself), I will simply use the notation PMBOK® for simplicity. If I refer to the Standard, I will add the word “Standard.” When referring to other, earlier versions, I will provide the full reference.
The processes and practices described in the PMBOK® do not limit their scope of application to any specific subset of organizations. Therefore, they are also intended for the public sector, i.e., projects financed and controlled by government institutions.
PMBOK® Cross-Sector Difference Model
Public administration researchers have long analyzed the differences between public sector organizations and those in other sectors. Projects are a specific type of organization, and therefore the results of these researchers’ work also apply to them.
There are four basic models of these differences. Three of them are discussed by Scott and Falcone (1998). The generic model states that there are no fundamental differences between public organizations and organizations in other sectors (e.g., Murray, 1975). According to the core model, there are fundamental differences between public organizations and organizations in other sectors (e.g., Bozeman & Bretschneider, 1994). The third model is called dimensional and states that there are cross-sector differences in some dimensions, but not in others (e.g., Perry and Rainey, 1988). The fourth, layered model of cross-sector differences was introduced by Gasik (2023a). According to this model, there are no fundamental differences in the technical and process layers (e.g., schedule management or scope management), while significant differences occur in the business layers (e.g., programs, portfolios).
The authors of PMBOK® do not identify differences across sectors, either at the level of project management practices and processes or at the business level, encompassing programs, portfolios, or the role of projects within the organization. Therefore, they should be considered proponents of the generic (no differences) model. Is this the right approach? We discuss this issue in the following sections.
Public policies, public programs, portfolios
The most important concept in public administration is public policy. There are many definitions of this concept (for an overview, see, for example, Gasik, 2023a). Public policy addresses a specific area of concern or issue and indicates a direction or goal in it, and is implemented or facilitated by the government through the use of specific instruments (Gasik, ibid.). Every action of public administration is an element of implementing one or more public policies (e.g., Dye, 2013). Therefore, every public project is also an element of implementing a certain public policy. Public policies in democratic states are shaped by the will of the ruling party, elected in democratic elections. At the highest level of the decision-making hierarchy, political will is significantly more important than managerial and organizational parameters (more: Gasik, 2025).
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Editor’s note: This article series is related to the management of public programs and projects, those organized, financed and managed by governments and public officials. The author, Dr. Stanisław Gasik, is the author of the book “Projects, Government, and Public Policy”, recently published by CRC Press / Taylor and Francis Group. That book and these articles are based on Dr. Gasik’s research into governmental project management around the world over the last decade. Stanisław is well-known and respected by PMWJ editors; we welcome and support his efforts to share knowledge that can help governments worldwide achieve their most important initiatives.
How to cite this paper: Gasik, S. (2026). PMBOK® and Public Administration. Let’s talk about public projects, series article, PM World Journal, Volume XV, Issue I, January. Available online at https://pmworldjournal.com/wp-content/uploads/2026/01/pmwj160-Jan2026-Gasik-PMBOK-and-Public-Administration-2.pdf
About the Author
Stanisław Gasik, PhD, PMP
Warsaw, Poland
Dr. Stanisław Gasik, PMP is a project management expert. He graduated from the University of Warsaw, Poland, with M. Sc. in mathematics and Ph. D. in organization sciences (with a specialty in project management). Stanisław has over 30 years of experience in project management, consulting, teaching, and implementing PM organizational solutions. His professional and research interests include project knowledge management, portfolio management, and project management maturity. He is the author of the only holistic model of project knowledge management spanning from the individual to the global level.
Since 2013, his main professional focus has been on public projects. He was an expert in project management at the Governmental Accountability Office, an institution of the US Congress. He is the author of “Projects, Government, and Public Policy,” a book that systematizes knowledge about government activities in the area of project management.
He was a significant contributor to PMI’s PMBOK® Guide and PMI Standard for Program Management and contributed to other PMI standards. He has lectured at global PMI and IPMA congresses and other international conferences.
His web page is www.gpm3.eu.
To view other works by Dr. Gasik, please visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/stanislaw-gasik-phd-pmp/
[1] PMBOK® is a registered trademark of Project Management Institute
