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:
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.
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
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.
... presents a systematic and coherent approach to the management of important projects … an important volume not only for public sector project management, but for the much broader field of public management. … This book is very much about the future of government.
—From the Foreword by Marc Holzer, Dean of the School of Public Affairs and Public Administration, Rutgers University, and Executive Director of the National Center for Public Performance
It arrives in the wake of the "D" grade for the condition of our infrastructure assigned by the American Society of Civil Engineers and the significant funds for infrastructure investment appropriated under the American Reinvestment and Recovery Act. The book provides practical tools to avoid the all too usual problems that have plagued public projects. It focuses on the unique features of the public sector compared to the private. The book effectively illustrates its points with many short case studies. Examples involving mistakes are discussed constructively rather than to assign blame. Instances of success are helpfully included as well.
—Dr. Paul F. Mlakar, P.E., Senior research scientist at the Corps of Engineers Research and Development Center, Vicksburg, Mississippi, USA
... an excellent project management guide. The book offers a treasure-trove of lessons that can be learned from the real life project examples that he provides of public sector projects and construction programs.
—Patti M. Jones, Founder and President of CDR Consultants, a Management Consulting Services company for the construction industry
Bookstores are full of resources for managing projects. Unfortunately for the public sector manager, these resources rarely provide guidance in addressing the unique challenges that arise in government projects. Dave's book fills that gap. This guidebook is filled with practical advice, colorful examples, and the theoretical background that will help public managers succeed.
—Robert McGowan. Principal management auditor, King County Auditor’s Office, Washington, USA
... a highly thought-provoking and insightful book about procuring and managing public construction projects. It promises to be a valuable read for both practitioners and policy makers.
—Claude Lancome, Executive V. P., Coast and Harbor Associates, Inc., a Massachusetts-based public owner’s project management firm
Although there are some books that provide insight into project management, few are written for practitioners in the public and not-for-profit sectors who are also students. The practical information in Mr. Kassel’s book provides insight into how those in the public and not-for-profit sectors can integrate the various components of project management into their required tasks. The examples are contemporary and are drawn from a wide range of topic areas.This book should be helpful for many individuals who have projects, both large and small, that need to be implemented.
—Dr. Paulette Laubsch, DPA, Associate Professor, School of Administrative Science Fairleigh Dickinson University
|Errata Managing Public Sector Projects .doc||Cross Platform||September 13, 2011||Errata|