
Developing Government Policy Capability
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Content
- DEVELOPING GOVERNMENT POLICY CAPABILITY: POLICY WORK, PROJECT MANAGEMENT, AND KNOWLEDGE PRACTICES
- Copyright Page
- Dedication
- Acknowledgments
- Contents
- Abbreviations and Acronyms
- Executive Summary
- Chapter 1: Policy Work as a Context for Project Management
- Project Management in Context
- Rethinking Project Management
- Policy Work
- Project Management in a Policy Context
- What Is This Book About?
- Chapter 2: Policy Work in Australia
- Policy Work in Australia
- The Role of the Federal Government Cabinet
- The Reform Agenda to Build Policy Capability
- Policy Work Through the Lens of Project Management
- Fit for Purpose-Project Management for Policy Work?
- Concluding Remarks-Policy Work in Australia
- Chapter 3: Reconceptualizing Project Management for Policy Work
- Policy Capability: Implications for Project Management
- Soft Skills
- Governance
- Communication and Engagement
- Managing Uncertainty
- Planning for Contingencies
- Structuring the Project
- Controlling the Project
- The Value Proposition of the Project
- Dealing with Wicked Problems: A Knowledge-Based View of the Project Management Practice
- Reflective Practice
- Experiential Learning
- Sense-Making
- Remembering
- Concluding Remarks: A Knowledge-Based View of Project Management
- Chapter 4: The Tobacco Plain Packaging Bill 2011 Case Study
- Research Method
- Case Study: Tobacco Plain Packaging
- Case Setting: Australian Effort on Tobacco Control in an International Context
- Overview-Tobacco Plain Packaging Bill 2011 (TPP)
- The TPP: A Project Management Perspective
- Soft Skills
- Governance
- Communication and Engagement
- Managing Uncertainty
- Planning for Contingencies
- Controlling the Project
- The Value Proposition of the Project
- Knowledge-Based Practices
- Reflective Practice
- Experiential Learning
- Sense-Making
- Remembering
- Closing Remarks: The TPP Case Study
- Chapter 5: Reflections on the TPP Case Study
- The Project as a Way of Organizing Policy Work
- Foundations for a Conceptual Framework for Project Management
- Addressing "Wicked" Problems: A Conceptual Framework
- Chapter 6: Implications for Policy Work and Project Management
- Contributions of the Research
- A Societal Dimension: Broadening the Project Management Landscape
- Reorienting Project Management Practice: Valuing Knowledge, Experience, and Innovation
- Expanding the Project Management Research Agenda
- Concluding Remarks: Implications for Practice, Education, and Research
- Appendices
- Appendix 1: Cabinet Implementation Unit
- Appendix 2: Reforms of Public Sector Management in Australia
- The Three Phases of APS Reforms
- Managerialism
- New Public Management
- Integrated Governance
- Appendix 3: The WHO and the Framework Convention on Tobacco Control: Historical Background
- Appendix 4: Historical Overview of Tobacco Control Initiatives in Australia
- References
- Contributors
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