Can Project Management work in the Government

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Can Project Management work in the
Government?
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A non-controversial exploration by Rob
Thomsett www.thomsett.com.au
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(No Transcript)
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This is sure to upset someone

• Public Sector
• Policy/Service Delivery efficiency
• Internally-driven
• External and political
• Networked/Communal/complex
• Lower mobility/ B.B. values

• Private Sector
• Profit/Share Price
• Externally-driven
• Internal and rational
• Mercenary/single
• High mobility/Gen X values

Primary Driver
Governance
Primary Focus
Culture
People
5
This is sure to upset someone

• Public Sector
• Policy/Service Delivery efficiency
• Internally-driven
• External and political
• Networked/Communal/complex
• Lower mobility/ B.B. values

• Private Sector
• Profit/Share Price
• Externally-driven
• Internal and rational
• Mercenary/single
• High mobility/Gen X values

Primary Driver
Governance
Primary Focus
Culture
People
6
This is sure to upset someone

• Public Sector
• Policy/Service Delivery efficiency
• Internally-driven
• External and political
• Networked/Communal/complex
• Lower mobility/ B.B. values

• Private Sector
• Profit/Share Price
• Externally-driven
• Internal and rational
• Mercenary/single
• High mobility/Gen X values

Primary Driver
Governance
Primary Focus
Culture
People
7
This is sure to upset someone

• Public Sector
• Policy/Service Delivery efficiency
• Internally-driven
• External and political
• Networked/Communal/complex
• Lower mobility/ B.B. values

• Private Sector
• Profit/Share Price
• Externally-driven
• Internal and rational
• Mercenary/single
• High mobility/Gen X values

Primary Driver
Governance
Primary Focus
Culture
People
8
This is sure to upset someone

• Public Sector
• Policy/Service Delivery efficiency
• Internally-driven
• External and political
• Networked/Communal/complex
• Lower mobility/ B.B. values

• Private Sector
• Profit/Share Price
• Externally-driven
• Internal and rational
• Mercenary/single
• High mobility/Gen X values

Primary Driver
Governance
Primary Focus
Culture
People
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Implications for Project Management

• Public Sector
• Policy/Service Delivery efficiency
• Immature
• External and inclusive
• Heavy/bureaucratic
• Ad-hoc virtual/Outsourced

• Private Sector
• R.O.I./Cost-reduction
• Mature
• Internal and marginalized
• Agile/pragmatic
• Ad-hoc virtual/Outsourced

Primary Driver
Governance
Stakeholders
Paradigm
People
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Implications for IT Project Management

• Public Sector
• Policy/Service Delivery efficiency
• Immature
• External and inclusive
• Heavy/bureaucratic
• Ad-hoc virtual/Outsourced

• Private Sector
• R.O.I./Cost-reduction
• Mature
• Internal and marginalized
• Agile/pragmatic
• Ad-hoc virtual/Outsourced

Primary Driver
Governance
Stakeholders
Paradigm
People
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Implications for IT Project Management

• Public Sector
• Policy/Service Delivery efficiency
• Immature
• External and inclusive
• Heavy/bureaucratic
• Ad-hoc virtual/Outsourced

• Private Sector
• R.O.I./Cost-reduction
• Mature
• Internal and marginalized
• Agile/pragmatic
• Ad-hoc virtual/Outsourced

Primary Driver
Governance
Stakeholders
Paradigm
People
12
Implications for IT Project Management

• Public Sector
• Policy/Service Delivery efficiency
• Immature
• External and inclusive
• Heavy/bureaucratic
• Ad-hoc virtual/Outsourced

• Private Sector
• R.O.I./Cost-reduction
• Mature
• Internal and marginalized
• Agile/pragmatic
• Ad-hoc virtual/Outsourced

Primary Driver
Governance
Stakeholders
Paradigm
People
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Implications for IT Project Management

• Public Sector
• Policy/Service Delivery efficiency
• Immature
• External and inclusive
• Heavy/bureaucratic
• Traditional/Outsourced

• Private Sector
• R.O.I./Cost-reduction
• Mature
• Internal and marginalized
• Agile/pragmatic
• Ad-hoc virtual/Outsourced

Primary Driver
Governance
Stakeholders
Paradigm
People
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Challenges for Project Management in Government
The formal bar has been raised over the past 5
years through certification, post-graduate
studies and associations such as PMI, AIPM,
ACS. However, the project environment is more
complex in government than the private
sector. Higher demands because of size,
stakeholder engagement, political imperatives,
relatively poor levels of project governance,
excessive dependence on outsourcers, complex
contract and tendering processes, difficult HR
practice and relatively immature financial
management demand expert project management.
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A strategic solution
The role of project managers within the Public
Service must be addressed as a strategic
imperative. The US Government has initiated
organisations such as Mitre Corp which provide
project management and system architecture and
design consultancy and leadership to the DOD, IRS
and other government organisations. There must be
a serious debate about and implementation of a
separate project management career stream within
the government. A number of private sector
organisations e.g. Westpac, Asteron and software
organisations such as HP and EDS have established
this concept. In a period of unprecedented
change, the ability of the public sector to
innovate and deliver cost-effective policy and
services is completely dependent on its project
management capability.
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A tactical solution
The Cabinet Implementation Unit in Dept of Prime
Minister Cabinet has begun to raise the issue
of project management, project delivery and
implementation at a strategic level. It proposes
the formation of Communities of Practice and all
members of the ACS who are project managers must
support and, where possible, join these
initiatives. Degrees, certification and
membership of professional bodies are a start but
the best learning is from other
practitioners. Project management cannot be
taught .. It is learnt through blood, sweat,
tears and bitter experience. ACS project
managers and members have over 45 years of this
experience.
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A exhortation
The ACS must share the learnings from its long
and excellent history.