Demystifying the folklore of the accidental project manager in the public sector

Many individuals are called upon to undertake project management responsibilities with little or no preparation. Such project managers have been referred to as accidental project managers. This article examines the experiences of 46 accidental project managers within the Western Australian public sector through a questionnaire survey. Findings reveal that most project managers were selected based on their technical or managerial expertise and thus lacked the required competencies to deliver a project. There was a greater propensity for accidental project managers to act in a part‐time mode, undertake nontechnical projects, and be provided with limited training and education.     

Characteristics of Portuguese public‐sector project managers: Toward closing the effectiveness gap

Using a sample of 102 Portuguese public‐sector officials with project management experience, this study examines the characteristics of effective project managers in the Portuguese public sector. Factor‐analysis procedures are used to identify the factors related to areas of knowledge relevant to effective project management. The results appear to stress the increasing importance of people, organizational, and leadership skills in the effective management of today's complex and dynamic projects.     

Exploring the dynamics of value and fit: Insights from project management

The strategic management literature has struggled with how to recognize, measure, and even understand the concept of “fit” between strategy, structure, and environment. Nevertheless, the concept of fit was fundamentally important from the beginning of the Value of Project Management project. In this article, we compare the “fit” construct defined by Miles and Snow (1984) with our concerns with value direction (Thomas & Mullaly, 2008). A comparative analysis of these two constructs provides insights into how both dimensions improve overall organizational understanding. We demonstrate that while each of these dimensions independently provides useful information, it is their intersection that provides a means of interpreting not just current realities but appropriate future actions.     

Understanding the value of project management from a stakeholder's perspective: Case study of mega‐project management

Project management can generate significant value for organizations (Thomas & Mullaly, 2007). However, the value of project management varies depending on the different size and complexity of projects managed. Focusing on mega‐projects, this study explores the value of project management from the stakeholders' perspective, thereby creating a value framework. In the case of SHRBC Company, it analyzes the company's project management practice and the value of project management, and consequently certifies the applicability of this value framework through empirical study.     

Building value through sustainable project management offices

Organizations' attempts to implement and gain value from investments in project management have resulted in the rapid growth and, in some cases, demise of project management offices (PMOs). The recent research literature on PMOs provides an ambiguous picture of the value case for PMOs and suggests the tenuous nature of their current position in many organizations. In studying project management implementations for the Value of Project Management project, we chose to use three detailed cases and comparisons with the remaining 62 organizations in the value project to study how PMOs are connected to value realization for organizations investing in project management. Specifically, we sought to understand how PMOs deliver sustained value to organizations. Using the theories of Jim Collins (Collins, 2001; Collins & Porras, 1994) as an interpretive framework, we explore these cases to understand how to create and sustain project management value through investment in PMOs.     

The effectiveness of internal audit in Malaysian public sector

Internal audit in Malaysian public and private sector organizations underwent a steady organic growth since gaining a foothold in the management process in the 1970s. The management of the Malaysian public sector is continuously maturing in facilitating foreign input in national development, echoing similar advances expounded by the internal audit units of private sector organizations. The main difference being the public sector addresses the interest of a much wider group of stakeholders. Rapid development in infrastructures and industries positioned Malaysia on the fringes of globalization and the world market. This enlarges the crucial role of internal auditing to ensure transparency, integrity, quality and improved service delivery; among myriad positive aims, remain the end point of any process area. This study explored the significance of internal auditing in the Malaysian public sector, and its subsequent extent and influence in public sector hierarchy and decision making. Data was collected from responses to a questionnaire distributed to head of internal auditors, internal auditors and other staff of internal audit departments from various categories of public sector departments and agencies in Malaysia. The study concluded that the internal audit function in the public sector in Malaysia is curtailed by understaffing and hampered by inadequate support from top management while, the auditors seldom extend their full cooperation. The auditors themselves lack appropriate knowledge and training on effective auditing approaches. The negative perception accorded to internal audit led to inaction by management on recommended remedies which only serve to nullify the positive contribution internal audit potentially holds to elevate the service delivery quality of the public sector.     

Regulatory influences on innovation in the public sector: the role of regulatory regimes

The purpose of this paper is to explore the impact of regulation on innovation within the public sector. This is done by integrating two separate frameworks, related to regulatory regimes and public-sector innovation. Through a case study of the Scottish water sector a matrix integrating these frameworks has been empirically developed, illustrating a continuous improvement path for innovation in the Scottish water sector. Findings indicate that customer and shareholder accountability is manifest at the transitional interface of the regulatory regimes, facilitating movement within the different systems. Interplay with the accountabilities and adjustments to the regulatory regime are paramount for progress. Through incentives to establish partnerships, the regulator provides conditions for new ideas to emerge with reduced risk of failure. Experimentation allows a new approach towards solving problems and enhancing innovation potential within the sector. The contribution of this paper is a framework demonstrating mechanisms required to move between government-centred, compliance- based regulation through to performance-oriented regulatory regimes.     

公租房小区的特征及治理

公租房小区有三个特征:一是租房者和买房者的混居;二是政府在公租房小区有着相当比重的经济利益;三是居民都是社会的收入中下阶层。公租房小区要避免变成贫民窟,其关键之一是中下阶层的居民能够也愿意参与到小区的治理中来。在此基础上,公租房小区的治理应该强调以小区居民代表为主体组成小区管理委员会,居民代表由居民大会选举产生,买房者的投票权高于租房者,政府代表拥有一定比例的投票权。     

Project management systems: Moving project management from an operational to a strategic discipline

This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of an organization's strategy might influence not only the nature of the projects that it undertakes, but also the appropriateness of the arrangements that it makes to manage those projects. Using a model conceptualized from the literature on strategic management, an analysis of four organizations that have made significant investments in project management over the past 5 years supports the hypothesis that the degree of “fit” between an organization's strategic drivers of value and the configuration of its project management system influences the value it obtains from project management.     

社区公共事务的分类与治理机制

走出社区行政化困境,必须突破社区管理的部门垄断制,实现社区公共事务分类治理,其关键是明确界分政府组织、社区组织和非营利组织之间的功能边界,具体路径是重新细分社区公共事务,不同事务采取不同的治理机制,其中社区行政事务采取行政机制,社区公共服务主要采取准市场机制,社区自治事务采取自治机制。     

公共政策运行中的信息不对称及其治理

我国城市公共政策在运行过程中,普遍存在着信息不对称的问题,其形成原因主要包括政府自利性、科层制的局限性、信息传递通道不畅以及信息成本高。信息不对称对城市公共政策的制定、执行、评估、监控和终结等有着重要的消极影响,可能导致政策失效,应通过不同方式加以治理。     

Information systems project management decision making: The influence of experience and risk propensity

Managing information systems (IS) projects is a notoriously difficult task. The project manager is a crucial player in a successful IS development project. This research examines how a project manager's prior experience and risk propensity influence his or her decision making. An experiment was conducted that showed that both experience and risk propensity have significant influence on the decisions made.     

Understanding the adoption of project management in Serbian organizations: Insights from an exploratory study

The article contributes to our understanding of the drivers behind, and the nature of, project management implementation in the complex context of a transitional economy. Relevant insights are generated through an integrated and dynamic analysis of interviews and secondary data from a sample of local organizations, based on a conceptual model of strategic transformation. The analysis concludes with propositions about how both adoption of and resistance to project management implementation in the region could be understood from a strategic point of view, taking into account complex and dissonant circumstances of transition, history, cultural tradition, embedded social values, and identities of individual organizational members.     

浅谈建筑工程施工项目管理与工程质量

文章在论述建筑工程项目管理与施工质量之间关系的基础上,详细探讨了如何在项目管理中实现有效的施工质量控制,为提高项目管理水平、保证施工质量提供启示。     

IT project portfolio governance: The emerging operation manager

Today's information technology (IT) organizations are under pressure to meet or improve IT service levels for critical business functions. Various industry standards, such as the IT Infrastructure Library (ITIL) and the Control Objectives for Information and Related Technology (COBIT) standard, have gained wide acceptance as comprehensive methodologies for improving the effectiveness of IT management. The role of IT operations management is subsequently changing from a component orientation (such as networks, systems, storage, database, and applications) to managing business‐oriented, end‐to‐end IT services. This article presents a detailed analysis of available literature in order to identify the most appropriate competencies and necessary skill sets that will be needed by an operation manager for strategic business alignment.     

What project strategy really is: The fundamental building block in strategic project management

Strategic project management is gradually becoming a popular and growing trend within the discipline of project management. The general idea is that project management teams must learn how to deal with the business aspects of their projects, as well as better support their company's business strategy and sustainability, rather than just focus on meeting traditional time, budget, and performance goals. Although this approach has been gaining popularity, strategic project management has not yet become an explicit and widely used approach in the practice of project implementation. One of the concepts mentioned as an important element is project strategy; however, no universal framework or even a clear definition of what project strategy is has so far emerged. The goal of this article is to fill in this gap and provide a useful definition and a framework for the further study and implementation of the project strategy concept. Specifically, to achieve this goal, we first look at the origins of strategy in military and business research to discuss the question of what, exactly, project strategy is; we follow this discussion with an explicit definition of a project strategy. We then outline a framework for building a dedicated project strategy document for an individual project, and show how this framework can guide the project planning and execution processes. Using a case study approach, which included an action research phase, we demonstrate how project teams can adopt the strategy concept in a natural way that would lead their project to better business results.     

基于多中心治理的公共政策产出机制研究

公共政策产出存在多种机制：政府主导的“内生型”、公众有限参与的政府“回应型”、多中心治理下的“网络型”等。多种政策产出机制在各民主制国家都是并存的,只是由于民主政治发展程度不同,三者所占比重不等而已。在治理理论成为一种政治思潮的今天,多中心的“网络型”政策产出机制受到更多欢迎和关注。这既给传统的政策产出机制带来了一系列影响,也使得该机制的不足得以暴露,如何进一步优化这一政策产出机制成为亟待解决的问题。     

Efficiency wages,wage comparison,and public sector budgeting

We develop a government decision model where efficiency wage mechanisms affect the allocation of resources between different public services. We show how the introduction of interdepartment wage relativities modifies the standard Solow wage setting conditions. We compare the outcome under centralised and decentralised wage setting, and show that a decentralised wage setting system creates a distortion. Finally, we discuss the possibility of elimination this distortion using alternative financing systems.Final version: 08 April 2003JEL Classification: H23, J45We are grateful to Jan E. Askildsen, Daniel L. Rubinfeld, Agnar Sandmo, participants at conferences and seminars in Trondheim, Uppsala and Åsgårdstrand, and several anonymous referees for helpful comments. The second author is grateful to The Norwegian Research Council for financial support. The usual disclaimer applies.     

公共事务治理中的公民参与——以广东“无假药社区”建设为例

地方公共事务治理越来越离不开公民积极有效地参与。通过对广东省"无假药社区"建设的调查发现,公民参与公共事务治理的意识在不断增强,同时也面临着参与渠道狭窄、参与方式被动、参与内容单一和效能感不高等突出问题。因此,培养公民参与公共事务治理的意识和能力,完善公民参与公共事务治理的渠道与环境,创新公民参与公共事务治理的制度和机制,是提升地方公共事务治理绩效的重要课题和必然路径。     

多中心合作治理模式与城市管理发展方向

分析了传统城市管理模式存在的问题,阐述了构建多中心合作治理模式的必要性和可行性.