Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government

1. Auflage 2010
ISBN: 978-1-4200-8873-1
Verlag: CRC PR INC

Buch, Englisch, 278 Seiten, Format (B × H): 161 mm x 242 mm, Gewicht: 544 g

Reihe: American Society for Public Ad

Filling a gap in project management literature, Managing Public Sector Projects: A Strategic Framework for Success in an Era of Downsized Government supplies managers and administrators—at all levels of government—with expert guidance on all aspects of public sector project management. From properly allocating risks in drafting contracts to dealing with downsized staffs and privatized services, this book clearly explains the technical concepts and the political issues involved.

In line with the principles of Total Quality Management (TQM) and the PMBOK® Guide. David S. Kassel establishes a framework those in the public sector can follow to ensure the success of their public projects and programs. He supplies more than 30 real-life examples to illustrate the concepts behind the framework—including reconstruction projects in Iraq, the Big Dig project in Boston, local sewer system and library construction projects, and software technology.

This authoritative resource provides strategic recommendations for effective planning, execution, and maintenance of public projects. It also:

- Highlights the differences between managing projects in the public sector versus the private sector

- Explains how to scrutinize costs, performance claims, and the backgrounds of prospective contractors

- Presents key safeguards that should be included in all contracts with contractors, consultants, suppliers, and other service providers

- Details the basics of project cost estimation, design and scheduling, and how to hold contractors responsible for meeting established project standards

In an age of downsized government and in the face of a general distrust of public service, this book is a dependable guide for avoiding management practices that are common to projects that fail and for adopting the practices common to projects that succeed in terms of cost, schedule, and quality.

Zielgruppe

City managers; planners, village and urban administrators. Professors and students of Public Administration.

Autoren/Hrsg.

Kassel, David S.

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Öffentlicher Dienst, Öffentlicher Sektor
• Rechtswissenschaften Öffentliches Recht Verwaltungsrecht Verwaltungspraxis Public Management

Inhaltsverzeichnis

Preface
Introduction
Introducing Public Sector Project Management
Public Sector Project Management - Getting Beyond the Confusion
What are Public Projects?
What is Public Sector Project Management?
Financing Public Projects
Project Versus Program and General Management
Who are the Public Sector Project Managers?

A Strategic Framework for Public Sector Project Management
Framework Element 1: Starting with the Right Plan
Framework Element 2: Selecting the Right Agents
Framework Element 3: Entering into the Right Agreements
Framework Element 4: Monitoring and Controlling the Project Execution
Framework Element 5: Maintaining Active Involvement in the Operation and Maintenance of the Asset or Assets Created by the Project
Placing the Strategic Management Framework in Context

Project Planning - Part 1: Getting the Concept Right
Getting it Right: The Preliminary Steps of Public Sector Project Planning
Concluding the Preliminary Project Planning Phase with a Feasibility Study

Project Planning - Part 2: Developing and Refining the Process
The Project Accountability Structure
Establishing the Right Project Internal Control Structure
The GAO’s Five Standards for Internal Controls
Developing Clear Project Specifications
Concluding the Intermediate Planning Stage

Project Planning - Part 3: Finalizing the Process
Developing the Project Schedule
Refining Project Cost and Risk Estimates
Pulling Together the Planning Steps

Selecting the Best Agents - Part 1: Building the Project Team
Who is on the Project Mangement Team?
What are the Team Dynamics?

Selecting the Best Agents - Part 2: Contractors and Consultants
Procuring Contractors and Consultants
Public Sector Procurement Rules
Key Characteristics of a Successful Procurement System
Selecting the Best Agents: Putting it all Together

Enacting Advantageous Agreements
The Essential Elements of Contracts
Allocating Contract Risks
Clear Scopes of Work

Controlling Public Projects
Measuring Project Progress
Evaluating and Correcting Project Problems
Keeping Stakeholders Informed of the Project’s Progress

Project Closeout and Beyond
Final Steps in the Closeout Process
The Project or Program Operational Stage
Maintaining Public Projects over the Long Term
Conclusion

Appendices
References

Über Autor(innen)

David Kassel is the principal of Accountable Strategies Consulting, LLC, a research, analysis, and management consulting firm for organizations in the public, private, and nonprofit sectors. He was formerly chief of the management division of the Massachusetts Office of the Inspector General and prior to that was a senior research analyst with the Post Audit and Oversight Committee Bureau of the Massachusetts House of Representatives. He has also previously worked as a State House reporter for daily newspapers in Massachusetts and Connecticut.