Challenges and Best Practices of Managing Government Projects and Programs
Published on 1. July 2014
55 pages
978-1-62825-070-1 (ISBN)
Description
Challenges and Best Practices of Managing Government Projects and Programs provides a crucial foundation for practitioners, researchers, policymakers, as well as constituents to realize the benefits governments can bring to their people.
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Young Hoon Kwak | Min Liu | Peerasit Patanakul
Challenges and Best Practices of Managing Government Projects and Programs
Book
07/2014
Project Management Institute
€59.00
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Content
- Intro
- Title Page
- Copyright Page
- Table of Contents
- Executive Summary
- Acknowledgements
- 1. Introduction
- 1.1. Motivations and Objectives
- 1.2. Literature Review
- 1.2.1. Poor Performance Management of Government Projects and Programs
- 1.2.2. Challenges of Managing Large and Complex Projects and Programs
- 1.2.3. Efforts to Improve Project Performance
- 1.3. Research Approach and Data Analysis
- 1.3.1. Research Questions
- 1.3.2. Content Analysis
- 1.3.3. Project Demographics
- 2. Key Characteristics of Government Projects and Programs
- 2.1. Non-Financial Benefits
- 2.2. Political Environment
- 2.3. Formal Processes
- 2.4. Megaprojects
- 2.5. Long Product Life Cycle
- 2.6. Multiple Stakeholders
- 3. Recommendations for Government Projects and Programs
- 3.1. Non-Financial Benefits
- 3.1.1. Identify Clear Non-Financial Benefits in the Business Case
- 3.1.2. Ensure that Target Benefits are Realistic and Achievable
- 3.1.3. Establish an Agreed-Upon Evaluation Methodology for Project Benefits
- 3.1.4. Evaluate the Impact of the Project on the Achievement of Strategic Goals
- 3.2. Political Environment
- 3.2.1. Consider Legal Consultation to Ensure that Proposed Ideas are in Line with Current Legislation
- 3.2.2. Consider Financial Consultation to Improve Understanding of Economic Aspects of the Project
- 3.2.3. Ensure that the Project is Aligned with Agencies' Strategies
- 3.2.4. Consider Public-Private Partnership (PPP) when Appropriate
- 3.2.5. Ensure PPPs are Economically Feasible
- 3.2.6. Provide Project Managers More Authority
- 3.3. Formal Process
- 3.3.1. Establish and Follow Government Project Management Framework and Processes
- 3.3.2. Follow Formal Planning and Estimating Processes that Incorporate Lessons Learned
- 3.3.3. Follow a Formal Risk Management Process
- 3.3.4. Follow Formal Project Monitoring and Change Management Processes
- 3.3.5. Establish and Follow Project Governance Framework
- 3.4. Megaprojects
- 3.4.1. Develop a Base Cost Estimate and Integrated Master Schedule (IMS) for Megaprojects
- 3.4.2. Align the Project Cost with the Annual Budget Cycle
- 3.4.3. Consider Off-the-Shelf Solutions Over High-Risk New Development when Possible
- 3.4.4. Split Programs into Smaller Manageable Projects for Tight Project Control
- 3.4.5. Develop Contingency Plan and Monitor Risks
- 3.4.6. Identify Training Needs for Large-Scale Megaprojects
- 3.5. Long Product Life Cycle
- 3.5.1. Ensure Robust Design and Quality Management Process
- 3.5.2. Reduce the use of Unapproved (Too Advanced) Technologies
- 3.6. Multiple Stakeholders
- 3.6.1. Engage Procurement Personnel on the Project Team
- 3.6.2. Consult the Business Community when Relevant
- 3.6.3. Coordinate the Project with Existing Operations
- 3.6.4. Establish Interagency Agreements for Cross-Agency Projects
- 4. Discussion
- 4.1. Most Common Frameworks and/or Principles Used
- 4.2. Critical Factors Affecting Project Performance
- 4.3. Statistical Analysis
- 4.4. Project Typology
- 4.5. Additional Key Findings and Implications
- 5. Concluding Remarks
- 6. Appendix
- 7. References
