Let’s talk about public projects!
SERIES ARTICLE
By Stanisław Gasik
Warsaw, Poland
Introduction
Public projects are significantly different from projects in other sectors (e.g., Gasik, 2024a, Gasik 2024b, Gasik, 2023). Consequently, the methods for managing these projects also differ, as do the knowledge and qualifications required of project managers. Public project managers, for example, must focus more on numerous stakeholders and adhere to more formal procedures. Special legal regulations typically govern the use of subcontractors and suppliers in public projects. These projects must be transparent to stakeholders, requiring project managers to dedicate more time to communication. Additionally, public project managers need a stronger understanding of the laws applicable in their area of operation compared to managers in other sectors. Given the more formalized nature of public sector employment, these managers must rely on persuasion and negotiation rather than hard incentives (which are rarely available) when working with staff.
These are just some of the differences faced by project managers across various economic sectors. As a result, public project managers must possess not only general skills, such as creating schedules, developing a Work Breakdown Structure (WBS), or managing quality, but also the ability to operate effectively within a specific public administration environment.
To have a skilled public project management workforce, it is first necessary to define their desired qualities and qualifications. Next, a professional development program should be implemented, which ought to culminate in obtaining an appropriate certification that enables individuals to take on roles related to project management.
The following sections of the article are dedicated to these three aspects, using examples of solutions implemented in various countries.
Requirements
What qualifications should a project manager working in public institutions have? Some governments have established guidelines to address this question.
For instance, in the United States, the Office of Personnel Management (OPM) has developed guidelines for federal project management positions in the public sector (USA OPM, 2019). According to these guidelines, project managers must be capable of defining project deliverables, developing and implementing project plans, coordinating and integrating activities, managing resources, minimizing risks, implementing quality assurance processes, resolving issues, delivering presentations, participating in phase-end reviews, preparing project documents and procedures, and developing implementation plans for project outputs. The guidelines also outline different qualification levels for project managers.
More…
To read entire article, click here
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. (2024). Who should manage public projects? Let’s talk about public projects, series article, PM World Journal, Volume XIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/12/pmwj147-Dec2024-Gasic-Who-should-manage-public-projects.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/
