Emergency and urgent public project management

PurposeThis paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project.Design/methodology/approachA research model was designed based on six management roles: leader, resource allocator, spokesman, entrepreneur, liaison and monitor. Empirical data were collected using in-depth interviews. The studied case concerns a large public merger and change project between two municipalities in Norway.FindingsThe paper reveals that the project manager emphasized the externally oriented entrepreneur role mostly. The internally oriented resource allocator role that focuses on managing the project was least emphasized. The research identifies a gap between needed and actual competence in basic project management as a barrier to exercise the resource allocator role more thoroughly.Research limitations/implicationsFuture research should investigate other public merger and change projects so that these findings may be generalized.Practical implicationsThis research concludes that project managers in public change projects should be more internally oriented towards the resource allocator role. Furthermore, public project managers need to make sure that they possess the necessary technical project management competence to practice the resource allocator role effectively.Originality/valueRather than stressing the importance of leadership in general to manage a project, this paper is original as it applies a set of management roles to empirically study what a public project manager practice.

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Endogenous Factor Analysis: The Carbon Performance of Public Projects in China

Project Management Journal ◽

10.1177/875697281704800503 ◽

2017 ◽

Vol 48 (5) ◽

pp. 25-48

Author(s):

Ziran Tang ◽

Lin Li ◽

Shasha Zhu ◽

Zhenyu Huang

Keyword(s):

Project Management ◽

Human Resources ◽

Structural Equation ◽

Equation Model ◽

Research Model ◽

Public Project ◽

Endogenous Factors ◽

Public Projects ◽

Framework Approach ◽

Carbon Performance

This study investigates how the endogenous factors of public projects affect carbon performance. Taking the logical framework approach, a research model and hypotheses are proposed to evaluate the effects of endogenous project factors, including human resources, funding, materials, and project management methodology on project carbon performance. Questionnaires were distributed to project professionals in China and a structural equation model was deployed to analyze these effects. The results show that funding, materials, and project management methodology have a significant influence on public project carbon performance, whereas human resources have no significant effects. Recommendations on how to improve carbon performance are provided.

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Project Management in Russian Regions: The Strategic Effect of Social Partnership

Revista Gestão Inovação e Tecnologias ◽

10.47059/revistageintec.v11i2.1748 ◽

2021 ◽

Vol 11 (2) ◽

pp. 1201-1210

Author(s):

Natalya Pavlovna Pazdnikova

Keyword(s):

Project Management ◽

Social Interaction ◽

Correlation Analysis ◽

Russian Regions ◽

Public Project ◽

Project Approach ◽

Social Partnership ◽

The Public ◽

Strategic Effect ◽

Realistic Assessment

The aim or the article is to concretize the concept of "strategic effect" within the framework of the project approach, which can be interpreted as the result of public project management. The research methodology of the public project management in Russian regions is presented on the base of the correlation analysis for the evaluation of the project management strategic effect. Authors believe that it is necessary to add additional components to the methodology for the formation of program budgets: the reflection of project forms of social interaction between the state and civil society. This proposal allows giving a more realistic assessment of the strategic effect of social partnership in negative conditions.

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Project Management Practiced in Public Project Stream of Bosnia and Herzegovina

Procedia - Social and Behavioral Sciences ◽

10.1016/j.sbspro.2014.03.077 ◽

2014 ◽

Vol 119 ◽

pp. 692-701 ◽

Cited By ~ 1

Author(s):

Žanesa Ljevo ◽

Mladen Vukomanović

Keyword(s):

Project Management ◽

Bosnia And Herzegovina ◽

Public Project

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The Evolution of Project Management in Iceland: The Path to a Profession - Paper 1 of 3

10.33112/ije.25.2 ◽

2019 ◽

Vol 25 ◽

pp. 57-79

Author(s):

Helgi Þór Ingason ◽

Þórður Víkingur Friðgeirsson ◽

Haukur Ingi Jónasson

Keyword(s):

Project Management ◽

International Development ◽

Best Practice ◽

International Standards ◽

Western Society ◽

Full Potential ◽

Public Project ◽

Specific Domain ◽

Professional Project ◽

The Uk

The birth of project management as discipline during the mid 20th century was not the birth of a profession, but rather an important enhancement of planning techniques to tackle temporary and timelimited endeavors. Project management has since evolved and matured to be currently recognized as an important international profession with unique accredited procedures, international standards, best practice references and theoretical platforms. Iceland is an interesting example of how the path to a profession is paved in a developed Western society. Entrepreneurs channeled international development into business-driven projects, and the academia followed the suit. Iceland currently has a thriving forum for project management as a professional discipline. This development is arguably best displayed by some impressive educational programs that were developed by path-finding consultants, within universities and post-graduate study lines, and in the increasing demand for professional project managers in most areas of public and private sectors. However, it is also noteworthy that in one specific domain Iceland is atypical among countries often seen as international benchmarks, e.g. Norway, the UK and Sweden, and that is the fractional public project governance framework, which might also explain why the Icelandic Project Management Association has not yet fully actualized its full potential as a professional leader for project management in Iceland.

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