Project Management in Public Administration. Risks and Challenges

2021 ◽  
Vol 13 (2) ◽  
pp. 23-24
Author(s):  
Ewa Kuczyńska ◽  
Mariusz Nepelski
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Public Administration ◽  
Project Managers ◽  
Management Control ◽  
Monitoring Methods ◽  
The Public ◽  
Risk Monitoring ◽  
Risk Management Process ◽  
Potential Benefits

Project risk is the object of interest of people and institutions implementing and financing project activities. Each project brings new challenges and risks but also a chance to gain knowledge and development. That is why project management is becoming a standard that receives more and more attention. At the stage of launching a project, it is necessary to conduct risk analysis, which allows risks identification, characterisation and proper assessment. This analysis enables the development of a risk prevention plan, indicating ways to respond to challenging situations when they occur. It also allows the introduction of risk monitoring methods. The specified stages of risk management are well known in public administration, especially to those institutions that raise funds for implementing projects and then manage them. In public administration, institutions implementing projects are obliged to carry out management control, and some responsibilities related to risk management have been imposed on applicants. Therefore, it becomes necessary for project managers and unit managers to understand its (risk) importance for achieving the objectives of the organisation’s projects and the potential benefits that can be obtained after its effective implementation. Organisations that can take into account risk management awareness in projects will be able to use the risk management process to improve the results and increase the satisfaction of all parties interested in the implementation of projects. This article aims to present the identification and risk assessment in projects and challenges faced by the public administration, including the security system, which has been dynamically acquiring funds for implementing projects in recent years.

The Impact of the Project Manager on Project Management Planning Processes

2002 ◽  
Vol 33 (3) ◽  
pp. 58-64 ◽  
Author(s):  
Shlomo Globerson ◽  
Ofer Zwikael
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Poor Quality ◽  
Project Planning ◽  
Project Managers ◽  
Project Manager ◽  
Risk Management Process ◽  
Planning Processes ◽  
Tools And Techniques ◽  
The Impact

If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.

The Rational Choice of Not Applying Project Risk Management in Information Technology Projects

2009 ◽  
Vol 40 (3) ◽  
pp. 72-81 ◽  
Author(s):  
Elmar Kutsch ◽  
Mark Hall
Keyword(s):  
Information Technology ◽  
Risk Management ◽  
Project Management ◽  
Project Managers ◽  
Project Risk Management ◽  
Management Process ◽  
Information Technology Projects ◽  
Project Risk ◽  
Risk Management Process ◽  
Project Management Institute

The management of risk is considered a key discipline by the Project Management Institute and the Association for Project Management. However, knowledge of what needs to be done frequently fails to result in action consistent with that knowledge. The reasons for this seem to have received little attention. This study researched the degree of use of project risk management and barriers that prevent IT project managers from using risk management. Interviews and a survey were carried out. The results show that, in one-third of cases, because of the problem of cost justification, no formal project risk management process was applied.

scholarly journals Factors Affecting Project Management in the Public Sector

2016 ◽  
Vol 22 (1) ◽  
pp. 206-214
Author(s):  
Ivana Nekvapilova ◽  
Jaromir Pitas
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Public Administration ◽  
Project Managers ◽  
Project Team ◽  
International Standards ◽  
Factors Affecting ◽  
The Public ◽  
Research Organizations ◽  
Project Objectives

Abstract Abiding by the principles and rules of project management in the public administration environment provides project managers with a range of pitfalls that can influence the success of the project. This fact has been proved by a number of analysed projects. The managers themselves claim that the most challenging problem from the perspective of project management and assessment of the project success is the field of leadership (the leading of the project team by a project manager). The authors of this article have therefore identified the most important factors for assessing the success of the project management of a team by a manager at various stages of the lifecycle of a project. Furthermore, both the direct and indirect impact of not respecting these factors in achieving the project objectives and in creation of job satisfaction within the project team have been presented in compliance with the data analysis of completed projects in the public sector and the authors’ own experience in dealing with projects in the public sector. The article offers approaches to mitigate some negative aspects regarding the principles and rules of project management according to recognized international standards. Although the article is primarily intended for project managers in the public administration environment, it can also provide some inspiration for fresh approaches to the field of leadership for project managers in the private sector. This article was written as a part of the project Development of Social Skills of a Soldier (LEADER_DZRO_K104), funded by institutional support, which is intended for the development of research organizations in the Ministry of Defence (DZRO K-104) funded from.

scholarly journals The Manager Competences for Risk Management in the Public Sector

2017 ◽  
Vol 23 (1) ◽  
pp. 393-398
Author(s):  
Ivana Nekvapilova ◽  
Jaromir Pitas
Keyword(s):  
Risk Management ◽  
Public Sector ◽  
Public Administration ◽  
Management Process ◽  
Moral Competence ◽  
The Czech Republic ◽  
The Public ◽  
Research Organizations ◽  
Risk Management Process ◽  
New Situation

Abstract Implementation of risk management to the public sector in the Czech Republic presents itself to the new situation managers associated with many difficulties. These are primarily the ability to identify risks in public administration and ensure the proper functioning of their management process. The article aims to show the specifics of public administration in relation to the identification and risk management process and depending on the help of analogies derived from the model of key competences of managers necessary to successfully manage the entire process. In accordance with the stated aim of the text is divided into two main parts. In the competency model, emphasis is placed on the so-called Soft skills with focus on explaining the growing importance of moral competence in the risk management process, which is often neglected. This article was written as a part of the research project Development of Social Skills of a Soldier (LEADER_DZRO_K104), funded by institutional support which is intended for the development of research organizations in the Ministry of Defence (DZRO K- 104) funded from.

scholarly journals RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT

2006 ◽  
Vol 7 (2) ◽  
pp. 77-83 ◽  
Author(s):  
Martin Schieg
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Real Estate ◽  
Construction Projects ◽  
Project Managers ◽  
Management Process ◽  
Construction Project Management ◽  
Highly Qualified ◽  
Risk Management System ◽  
Risk Management Process

By adopting risk management, savings potentials can be realized in construction projects. For this reason, for project managers as well as real estate developers, a consideration of the risk management process is worthwhile. The risk management process comprises 6 process steps, which will be discussed in greater detail below. The integration of a risk management system in construction projects must be oriented to the progress of the project and permeate all areas, functions and processes of the project. In this, particular importance is attached to the risks in the personnel area, for, particularly for enterprises providing highly qualified services, specialized employees are essential for market success.

scholarly journals Analysis of the Risk Management Process on the Development of the Public Sector Information Technology Master Plan

Information ◽  
2018 ◽  
Vol 9 (10) ◽  
pp. 248 ◽  
Author(s):  
Sérgio Andrade deFreitas ◽  
Edna Canedo ◽  
Rodrigo Santos Felisdório ◽  
Heloise Leão
Keyword(s):  
Risk Management ◽  
Public Sector ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Master Plan ◽  
Public And Private ◽  
The Public ◽  
Management Processes ◽  
Risk Management Process ◽  
Information And Communication

The Information and Communication Technology Master Plan—ICTMP—is an important tool for the achievement of the strategic business objectives of public and private organizations. In the public sector, these objectives are closely related to the provision of benefits to society. Information and Communication Technology (ICT) actions are present in all organizational processes and involves size-able budgets. The risks inherent in the planning of ICT actions need to be considered for ICT to add value to the business and to maximize the return on investment to the population. In this context, this work intends to examine the use of risk management processes in the development of ICTMPs in the Brazilian public sector.

scholarly journals Exploring the Project Risk Management: Highlighting the Soft Side of Project Management

2021 ◽  
Author(s):  
Muhammad T. Hatamleh
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Leadership Style ◽  
Risk Attitude ◽  
Management Process ◽  
Participative Leadership ◽  
Project Risk ◽  
Analytical Skills ◽  
Risk Management Process ◽  
Process Groups

The majority of the approaches to managing project risk follow the logic of process groups. Project Management Institute (PMI) has 29 tools and techniques related to risk management process groups. Consequently, engineering and business schools have been accused of educating managers with sharp analytical skills but little understanding of social problems. The literature suggests that too much attention is focused on learning the techniques and formalities of risk management but not enough on the advanced issues of management. Also, the literature argues that there are two approaches to project management (hard and soft). The hard side only covers part of the managerial aspects which helps to manage foreseeable uncertainties. However, unforeseeable uncertainties need skills that related to soft side approaches such as emotional intelligence, navigating the organization’s culture, risk attitude, participative leadership style, and managing the relationship with stakeholders. This study provides an intensive review of the literature to discuss the need for integrating the hard and soft sides of management to achieve an effective risk management process. In addition, it proposes a conceptual framework that provides guidelines to enhance overall risk management efficiency.

Educating Project Managers to Deal With Project Risks

2018 ◽  
pp. 1606-1632
Author(s):  
Radu-Ioan Mogos ◽  
Constanta-Nicoleta Bodea ◽  
Stelian Stancu ◽  
Augustin Purnus ◽  
Maria-Iuliana Dascalu
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Education And Training ◽  
Project Managers ◽  
Project Risk Management ◽  
Curriculum Management ◽  
Management Competencies ◽  
Project Risk ◽  
Project Risks ◽  
And Training

During the last years, the development of the project risk management competencies became a ubiquitous objective for education and training in project management due to the increasing constraints which companies face on the implementation of their projects. Alignment to the professional standards and usage of innovative methods in designing and delivery of instruction represent common requirements that education and training providers should consider and fulfill. The authors examine the main challenges in addressing project risk management subject in the education programmes and identify how these challenges could be dealt by using curriculum management systems. In order to implement the identified improvements, the authors propose an innovative architecture for a curriculum management system, which can be adopted by those universities interested in developing competencies-based programmes in project management. Some preliminary results are presented and discussed.

From the Politics of Bureaucracy to the politics of representative bureaucracy

2019 ◽  
Vol 21 (3) ◽  
pp. 494-503 ◽  
Author(s):  
Eckhard Schröter
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Social Groups ◽  
Political Legitimacy ◽  
Representative Bureaucracy ◽  
Organisational Performance ◽  
The Public ◽  
The Social ◽  
Potential Benefits ◽  
Treat All

The Politics of Bureaucracy provides an important impetus for the research of representative bureaucracy and at the same time serves as an analytical frame for a research agenda on representativeness in the public sector. The major impetus comes from one of the book’s core messages that public administration is tightly interwoven with politics and society. As a reform paradigm, representative bureaucracy aims for a public sector workforce that mirrors the social composition of the society it is supposed to serve. If successful, this measure is expected to improve organisational performance, relations with social groups and also overall political legitimacy. However, representativeness is no panacea to treat all problems of diverse societies and non-responsive bureaucracies. Rather, potential benefits have to be discounted against likely pitfalls and extra costs incurred through the pursuit of representativeness. What is more, the inherent tensions with competing reform paradigms have to be taken into account.

Mediating influence of time management on the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 35 (8) ◽  
pp. 970-984 ◽  
Author(s):  
Graeme Coetzer ◽  
Godfrey Gibbison
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Time Management ◽  
Project Managers ◽  
Self Report ◽  
Future Research ◽  
Operational Effectiveness ◽  
Content Type ◽  
Potential Benefits ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM) as mediated by time management (TM). Design/methodology/approach In total, 104 actively employed business graduate students each had the opportunity to be a project manager within a project team. Each team member rated the others on their operational effectiveness, completed a self-report measure of TM and identified a close associate who completed an observer version of the Brown Adult Attention Deficit Scale. The Sobel and Hayes tests were used to test the hypothesis that TM mediates the relationship between AAD and OEPM. Findings AAD is negatively associated with TM and OEPM, and TM is positively associated with OEPM. TM partially mediates the relationship between AAD and OPME. Research limitations/implications Future research requires a sample of project managers drawn directly from the workplace, and needs to examine the association of AAD with a wider set of project conditions and associated competencies to identify potential benefits and challenges. An updated and validated measure of both TM and the OEPM is required in future research. Practical implications Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the potentially constraining influence of AAD on TM and OPME. Relatively more intensive time and project management training is suggested for disordered project managers and team members. The use of organizational coaches and peer coaching within project teams represents a potential opportunity for distributing the potential benefits of the disorder while managing the challenges. Employee assistance programs that raise awareness and provide access to assessment are an important part of multi-modal management of the disorder in the workplace. Social implications Employers are facing increasing social, legal and economic pressures to support functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity. This research provides constructive suggestions for how to support disordered employees with project management responsibilities. Originality/value This research study is the first examination of the relationships between AAD, TM and OEPM, and is of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multi-modal management of the disorder in the workplace.

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